By the time For literature to appear in the development of a culture, the society has already come to share a whole system of stereotypes and archetypes: major symbols standing for the fundamental realities of the human condition, including the kind of symbolic realities that are enshrined in religion and myth. Literature may use such symbols directly, but all great works of literary art are, as it were, original and unique myths. The world’s great classics evoke and organize the archetypes of universal human experience. This does not mean, however, that all literature is an endless repetition of a few myths and motives,
strong regional association with a relatively weak centre, whereas Sweden has a well-resourced central organisation. There are over 70 different national associations world-wide with different levels of entry qualifications, restrictions on membership, levels of education and training, so it is unsurprising that their policies and practices, even at national level, differ widely and therefore translate to even more differences at individual organisational level.
Generational influence
Holbeche (2009) discuss the differences caused by HR policies which encourage greater control of personal time, offer rewards for hard work and involve people in exciting projects are more likely to attract younger people. The generation born after 1982 have a different perception of work than their parents. Young people want money, greater control of their time and a chance to use some of their intellectual potential. Organisations which are future-oriented and developing and using new technologies are more attractive. These types of organisations include consultancies as opposed t organisations where people’s intelligence and individual contribution are perceived to be of only limited value, such as primary manufacturing. This affects work-life policies, and the HR practice of allowing home working on a regular basis is a response in some consultancy companies such as Cap Gemini.
Diversity
Many policies within organisations originally were designed to fit the stereotypical male employee. Now leading companies are changing structures and policies to facilitate and support a diverse workforce. A survey of Fortune 1,000 companies found that 85 percent of companies surveyed had formal policies against racism and sexism, and 76 percent have structured grievance procedures and complaint review processes. Companies are also developing policies to support the recruitment and career advancement of diverse employees. Increasingly, organisations such a Proctor & gamble, Ernst &Young, and Allstate Insurance are tying managers’ bonuses and promotions to how well they diversify the workforce (Daft 2006). In Western countries, issues relating to the diversity of the workforce may include gender, race, ethnicity, religion, age, disability, immigration status, social class, political association, marital status and sexual orientation. Many of these differences are accepted by Western society and protected by law and company HR policy. By contrast, the concept of managing diversity is relatively new to China, many employing organisations may never have heard of the phrase. Inequality at the workplace and in society generally is often accepted and unchallenged (Storey 200
