Tham khảo tài liệu 'human resource management the key concepts routledge key guides by chris rowley and keith jackson_2', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | INTRODUCTION HRM IN CONTEXT seen for example in ascribing more of a customer client status to the taxpayer as a consumer of public services Flynn 2007 . HRM across national contexts Another approach towards both broadening and deepening our understanding of HRM is to develop less ethnocentric and more nuanced context-responsive and hence more suitable models of HRM that reflect not just countries but also regions such as Europe and also Asia cf Rowley Benson 2002 Rowley Warner 2004 2007 Rowley et al. 2004 Zhu et al. 2007 . Much of what we have discussed thus far has its conceptual origins in what might be termed Western contexts for HRM practice and research . in those organisations and institutions concentrated in North America and Western Europe. In a parallel though relocated exercise Zhu et al. 2009 highlight general trends of HRM changes in terms of people management systems and illustrate the underpinning factors for example traditional values and culture historical evolution political and economic changes and characteristics of society industry and firm in each country that determine the formation and reformation of management thinking as well as HRM policies and practices. Indeed it is possible to interpret the so-called paradigm shift from localised PM to global HRM as demonstrating primarily efforts among mainly Western scholars to impose some sense of order and control on processes that are vital complex and still loosely defined . globalisation and yet remain fundamental to attempts to interpret organised and managed human endeavour regardless of social economic political and cultural context Harry Jackson 2007 . For we are in the end still talking about managing people as expressed in the title of the recently rebranded house journal of the aforementioned CIPD People Management. To reiterate we are ultimately and enduringly talking about managing and working with people developing them such that the organisations they work in are able to adapt .
