Emerging HRM issues in China

Emerging HRM issues in China The following essay will discuss some of the emerging HRM issues in China and analyse the implications for multi-national enterprises (MNEs). Initially, a brief overview of the Chinas economic landscape will be given and the role that China plays in the global environment will be highlighted. For the purposes of this essay, in-depth discussion and analysis will be on two of the main emerging issues which are the management of culture integration and HRM knowledge transfer in modern China and secondly, addressing the lack of skills and highlighting the importance of retention in China through modern HRM practices. Background information concerning current issues. Prior to the 1970s, much of the economic landscape in China was dominated by State-Owned Enterprises (SOEs) (Liu, 2003). However, reforms concerning the economy, labour relations, ownership and other social systems in the late 1970s through to the 1980s opened the door to an increase in foreign investment, which mainly occurred through the joint ventures with domestic enterprises (Lewis, 2003). Since then, further reforms developed the opportunity for privately owned enterprises, and wholly foreign owned enterprises to exist in China. Due to these significant reforms, the last twenty to thirty years in China has seen its society shift in a number of ways, firstly, from the country being primarily rural farming and agricultural to urban and industrialised, secondly the economy itself shifting from being ‘rigid and centrally planned to very market orientated. Thirdly, the transition of domestic enterprises from being state owned allocations systems to representing private and collective forms of ownership. Next, there was an evident shift in the culture in China moving from being a socialist mentality dominated by Confucianism to a more diverse society with emerging capitalist values and greater openness to the global community (Wang Wang, 2006) These changes according to Selmer (2002) have meant that China has grown into an attractive and important market for international business and this attractiveness has been boosted by Chinas vast population and its entry into the World Trade Organisation. As China has become inevitably linked to the international economy, it increasingly faces the challenges of globalization which mean enterprises have to adapt to a new, fast-changing environment (Warner, 2008). As such, this type of significant growth for China may hold many implications for managers, because aided by the injection of technology and managerial expertise into Chinas economic development, China has experienced a significant economic leap forward with increased complexities in people management that have been strongly influenced by political factors, economic factors, and social systems, as well as national culture (Wang Wang, 2006) .   Managing culture integration and knowledge transfer. The first significant emerging HRM issue that will be discussed is the extent to which cultural differences in China influence the management behaviour of multi-national enterprises(MNEs) and moreover, the importance of cultural integration in a dynamic society. Firstly, organisational â€Å"culture† is defined as the norms, values and shared beliefs by employees and refers to individual behaviours which make up how work gets done in an organisation (Hill, 2007). Essentially, it is how a business outcome is achieved by the behaviours of people, and the drivers which produce desired behaviours. Beechler and Yang (1994) suggests that as the gap between the parent country culture and host country culture widens, the likelihood of the MNE conforming is reduced. However, other research by Gamble (2003) suggests that with a cultural gap, MNEs themselves conform to local customs and practices to bridge that gap. In regards to modern China, through analysis of companies such as Orica who have changed areas like recruiting practices to conform to Chinese cultural influences, it can be said that the latter HRM theory by Gamble (2003) holds true in China. Communist philosophies such as reliance on the government are also still prevalent in China and this combined with other Chinese cultural concepts such as and ‘guanxi and ‘danwei can be a siginificant barrier for MNEs trying to achieve business outcomes (Fan, 2002). Guanxi is a measure which reflects feelings in an interpersonal relationship, the moral obligation to maintain that relationship, and, the idea of being perceived as a morally correct whilst holding ones place in society (Fan, 2002). Whats important to note is that ‘guanxi influences business interactions such as employment represents and financial transactions and not just casual social interactions. The issue for MNEs here is that where in the home-country HR practices such as selection may have been based on knowledge, skills and competencies as well as pay and merit, ‘guanxi influences become a barrier to strategic recruitment and selection as local HR practices are guanxi-based and require th at relationships to be built ahead of time (Zhu, Thomson DeCieri, 2008). Another example of this barrier is that of state-owned enterprises (SOEs) which still heavily rely on state agencies to assign jobs from the labour market. This is due to historical and cultural roots which are derived from communist philosophies and relations of ‘guanxi built over a long period of time (Zhu, Thomson DeCieri, 2008). With such a diverse culture in China, cultural integration becomes a critical people issue for MNEs in China. This was made clear in a global survey conducted by Wang Nishiguchi (2007) that stated 67% of both Chinese and non-Chinese survey respondents agreed that cultural integration is the most important people issue and the most critical success factor for a MNEs in China. In regards to this, differences in culture between firms are also a major source of attrition, especially after mergers, and yet according to research and surveys, these differences are rarely investigated by MNEs. For example in mergers or acquisitions, companies may fail to even identify the nature of the â€Å"culture† that exists in the other company prior to merging (Wang Nishiguchi, 2007). Without defining the type of culture prevalent, it is impossible to deal properly with issues of cultural integration. In more recent times, a significant problem in China concerned company specific culture. For example, there are SOE workers that have communist philosophies that everyone is equal but when MNEs enter the scene, they are often perplexed that managers ask them to focus on customers or implement a system where top performers are rewarded while those falling behind are punished (Bacani Peavy-Sima, 2006). Many of these workers find it difficult to adjust to a culture where their performance is constantly graded against others and this is the modern dilemma for MNEs. Another example is that of Philippine company Jollibee Foods whom setup in China and experienced issues with cultural alignment. Philippine managers and employees were accustomed to a democratic environment and having the freedom to raise concerns with superiors but in China, the culture is more authoritaria n with a greater power distance between workers and superiors so it deemed acceptable for managers to be controlling and for workers not to raise immediate concerns (Bacani Peavy-Sima, 2006). MNEs also need to see some of the implications of failing to address cultural integration issues in China. The coexistence of traditional and reformed economic, institutional, and cultural systems in China has created strong resistance to change so consequently, problems arising for MNEs in human resource areas cover job design, leadership, motivation, performance and productivity improvement, and especially in organizational development through knowledge transfer (Wang Wang 2006). Knowledge transfer according to Saka-Helmhout (2009) refers the movement of knowledge, policies and practices from home countries to host countries and flow can be one-way from the parent to the subsidiary or two-ways between the parent and subsidiary. Employees in a home-country have many sources of power they can use to block the transfer of knowledge, for example, they assumingly have superior knowledge of the language and culture which can be used to promote local culture and restrict MNE impositions on them (Saka-Helmhout, 2009). It is also worthwhile mentioning that expatriates have the ability to facilitate, disseminate and transfer standardized MNE practices and knowledge into host countries. Research by Gamble (2003) suggests that companies with a high expatriate presence will abide by management practices of the MNE and be wary of traditional host country practices to close the cultural gap. This is primarily because expatriate managers play a control function role in area s such as setting overall strategy and transferring much of the administrative heritage. Expatriates also spread explicit knowledge through the adoption of employee handbooks, training manuals and standard operating procedures as well as valuable tacit knowledge of ways of managing the organisation (Taylor et al, 1996). An example of this is evident in the UK based ‘StoreCo who set up operations in China named ‘DecoStore to serve the local market. Expatriate managers for DecoStore participated in and oversaw the entire operation and this allowed for long term dialect with Chinese employees in which cultural values and expectations, on both sides, were negotiated and this set a platform for effective knowledge transfer. Essentially, DecoStore demonstrated that even a few expatriates can have a great impact as they initially operated with two UK expatriates (Gamble, 2003).. Implications of expatriates however are that in China, few expatriates can speak Mandarin and fewer can read it, consequently, some expatriates cannot talk directly to their staff, let alone read legislation in Chinese and this may have a detrimental impact on long term relations and business outcomes (Gamble, 2003). Lack of skilled labour resources and retention issues. The second major emerging HRM issue in China is the growing need for talented managers and the lack of skilled workers. For MNEs, this is stated as by far the biggest HRM challenge in China and this applies for locally owned businesses also (Bacani Peavy-Sima, 2006). According to the China Economic Review (2009), ‘the imbalance between business opportunities in China and qualified executives to manage them will get worse, before it gets better. In a recent survey of US-owned enterprises in China by ‘AmCham Shanghai, 37% of the companies said that recruiting talent was their biggest operational problem and this issue was greater than regulatory concerns, a lack of transparency, bureaucracy, or the infringement of intellectual-property rights which are all deemed as significant issues also (Bacani Peavy-Sima, 2006) . In another survey, 44% of executives at Chinese companies surveyed by ‘ The McKinsey Quarterly stated insufficient talent locally was the biggest barr ier to their global ambitions. With a population of`1.3 billion people, one would assume that labour resources are freely available and skills abundant in China but this is not the case currently and this is due to Chinas history. One reason historically is due to the ‘iron rice bowl approach of managing people in China prior to the reforms of the 1970s. Essentially, from a HR perspective, the ‘iron rice bowl approach involved cradle to grave welfare coverage, no layoff/firing policies, egalitarian pay systems, and group based rewards which coincided with lack of organizational autonomy and discretion due to the centrally planned economy at the time. (Wright, Mitsuhashi Chua, 1998). To add to this, the government controlled all resources and centralized the allocation of the material supplies, filling quotas assigned by the state, rather than improving productivity and quality. Consequently, there was no incentive for organisations to reduce costs, alter work processes for productivity or improve pro ducts. No incentive system in organizations meant that employees were not motivated and this had a detrimental impact on organisational competitiveness (Goodwall Warner, 1997). A second reason historically for the lack of skilled human capital in China was the absence of higher education in general and management training which is primarily linked to the ‘Cultural Revolution from (1966-76) where universities and educational institutions were closed and a whole generation of potential managers were lost (Wright et at, 1998). This action by those in power meant that the cohort of workers entering work came without the benefit of quality education and consequently, created human capital shortages. Therefore, a huge HR dilemma exists in that MNEs in China face a workforce supply that is synonymous with low skills, degraded motivation at both management and employee levels. To coincide with this, the growth of enterprises in China has exponentially increased demand for skills and motivated workers (Ke. et al, 2006). Another implication of these historical events are that many managers existing knowledge, skills and abilities have become obsolete and inadequate to cope with competitive business environments because of the state run systems and their lack of exposure to competitive markets. This is especially true for older managers, particularly in SOEs who hold no education beyond a high school diploma and have been appointed or promoted to existing positions because of cultural reasons or status (Lau Roffey, 2002). Under a market-oriented economy, there would be emphasis on performance, individual accountability and strategic decision making but this was not to be as these managers followed and implemented decisions made by state and local governments (Zhu Nyland, 2004). Evidently, there is a significant gap between organizations requirements and managers competencies and skills, especially in areas such as HR, marketing, and organizational analysis, which appear as relatively new concepts in China. Interestingly, organisations that successfully address the skills shortage in China stand out in a number of ways. According to Shen Edwards (2004), the most effective organisations have a clear strategic view of their labour talent needs four to five years ahead, segment their executives and identify gaps at all levels of the organization. They develop and adopt sophisticated external-recruiting techniques coupled with internal-development and training programs adapted to the local Chinese environment. As such, to address this issue, managers of MNEs in China might need to know more about simplifying products, that is, localise techniques that have worked elsewhere globally and look into finding low-capital solutions, managing strategic alliances and government relations. A higher level of cultural openness may be necessary as well. MNEs in China must therefore be prepared to recognize and address the differences between their talent needs in that country and in the rest of the wo rld which again highlights the importance of cultural integration. At telecommunications company Motorola, employees are provided with tailored offerings such as the ‘China Accelerated Management Program, for promising local managers; the ‘Motorola Management Foundation Program, to train new managers in such areas as problem solving and communication; and the ‘Motorola high-tech MBA program, a partnership with Arizona State University and Tsinghua University, which allows high-performing employees in China to earn an MBA (China Economic Review, 2009). Incentives like these also contribute to the retention of valuable skilled employees and essentially demonstrate that the MNE see â€Å"human capital† as a valuable resource, requiring investment and sound management in order to receive the best possible returns. Another example of an organisation retaining skilled talent is of Lenovo who promote young talent aggressively within, with three of its seven most senior executives are under 40 years old. (China Economic Review, 200 9. Ultimately, China proves to be a juggling act for MNEs that choose to invest into a market of extremes, with imbalances in supply and demand of skilled talent and exposure to frequently changing corporate and social domains that pose distinct challenges. Therefore, MNEs hoping to compete in China need to raise talent to the top of their agenda in order to create a sustainable source of competitive advantage. Essentially, the two of the major HRM issues occurring currently in China include culture integration issues and the problem of skilled labour shortages in contrast to rising labour demands. Ultimately, it can be said that the political and economical changes that have occurred in Chinas past has led to these significant issues and for the modern day HRM manager of an MNE in China, it is imperative not to not assume that home-country HRM practices can be applied to Chinese enterprises and ensure that the global implications of what they can learn in the Chinese context are applied. In a dynamic and ever-changing environment such as Chinas, MNEs must thoroughly analyse this environment in which they are in and look to set long term goals and address each issue through the amalgamation of Western HRM practices and Chinese HRM practices. References Bacani, C. Peavy-Sima, K. (2006), â€Å"The great buy-out: MA in China†, The Economist Intelligence Unit. Beechler, S. and Yang, J.Z. (1994) â€Å"The Transfer of Japanese-style Management to American Subsidiaries: Contingencies, Constraints, and Competencies†, Journal of International BusinessStudies, Vol. 25, No. 3, pp. 467-91. China Economic Review, â€Å" How to address Chinas growing talent shortage†, (2009), viewed 17 Aug. 2009, . Fan, Y. (2002), â€Å"Questioning Guanxi: Definition, Classification and Implications, International Business Review, Vol. 11, No. 5, pp. 543-561. Gamble, J. (2003), â€Å"Transferring human resource practices from the United Kingdom to China: the limits and potential for convergence†, The International Journal of Human Resource Management, Vol. 14, No. 3, pp. 369-387. Goodall, K. Warner, M. (1997), â€Å"Human resources in Sino-foreign joint ventures: selected case studies in Shanghai, compared with Beijing†, International Journal of Human Resource Management, Vol. 8, No. 5, pp. 569-593. Hill, C.W.L. (2007), International Business Competing in the Global Marketplace, 6 th edn, McGraw-Hill, New York. Ke, J., Chermack, T., Lee, Y., Lin, J. (2006), â€Å"National human resource development in transitioning societies in the developing world: The Peoples Republic of China†, Advances inDeveloping Human Resources, Vol. 8, No. 1, pp. 28-45. Lau, A., Roffey, B. (2002). â€Å"Management education and development in China: A research note†, Labour and Management in Development Journal, Vol. 2, No. 10, pp. 3-10. Lewis, P. (2003), â€Å"New China old ways? A case study of the prospects for implementing human resource management practices in a Chinese state-owned enterprise†, Employee Relations, Vol. 25, No. 1, pp. 42-60. Liu, S. (2003), â€Å"Cultures within culture: Unity and diversity of two generations of employees in state-owned enterprises†, Human Relations, Vol. 56, No. 4, pp. 387-417. Saka-Helmhout, A. (2009), â€Å"Agency-Based View of Learning within the Multinational Corporation†, Management Learning, Vol. 40, No. 3, pp. 259-275. Selmer. J (2002), â€Å"Adjustment of Third Country National Expatriates in China†, Asia Pacific Business Review, Vol. 9, No. 2, pp. 101-117. Shen, J. V. Edwards, V. (2004), â€Å"Recruitment and selection in Chinese MNEs†, International Journal of Human Resource Management, Vol. 15, No. 5, pp. 814-835. Taylor, S., Beechler, S. Napier, N. (1996), â€Å"Toward an Integrative Model of Strategic International Human Resource Management†, Academy of Management Review, Vol. 21, No. 4, pp. 959-985. Wang, B.X. Nishiguchi, N. (2007), â€Å" MA in emerging markets a focus on China The human capital challenge†, Mercer Human Resource Consulting, London. Wang, J. Wang, G.G. (2006), â€Å"Exploring National Human Resource Development: A Case of China Management Development in a Transitioning Context†, Human Resource Development Review, Vol. 5, No. 2, pp. 176-201. Warner. M (2008), â€Å"Reassessing human resource management ‘with Chinese characteristics: An overview†, The International Journal of Human Resource Management, Vol. 19, No. 5, pp. 771-801. Zhu, C.J. Nyland, C. (2004), â€Å"Marketization and social protection reform: emerging HRM issues in China†, The International Journal of Human Resource Management, Vol. 15, No. 4, pp. 853-877. Zhu, C.J., Thomson, S.B. De Cieri, H. (2008), â€Å"A Retrospective and Prospective Analysis of HRM Research in Chinese Firms: Implications and Directions for Future Study†, Human Resource Management, Spring 2008, Vol. 47, No. 1, pp. 133-156.

Atmosphere Compasrion: Jc Penney vs Kohl’s

Atmosphere Comparison The two stores’ atmospheres that I will compare in this paper will be J. C. Penney and Kohl’s. Both stores are very similar in every aspect. They are both retailers that offer a variety of goods, such as apparel, shoes, and accessories for women, children and men, and home products such as small electronics, kitchen electrics, electric shavers, toothbrushes, vacuums ; floor care, bedding, toys, and luggage. Basically anything you would ever need to survive except for food is offered at both of these retailers.As I pulled into J. C. Penney’s parking lot, I found it very convenient in terms of how far the parking spots were from the doors of the store. When I walked in, the first thing I noticed was the nice marble flooring of the store, then I looked up and noticed 3 different racks of flyers with coupons in them. While I wandered the store I noticed that the lighting was bright and vibrant. There was a very nice perfume/cologne aroma coming from the lease department of Sephora.The music that was playing was Christmas jingles, because it is already that time of year. I felt toasty as I looked through the merchandise; the temperature of the store was definitely comfortable. I noticed that J. C. Penney featured some not so recognized brand merchandise such as â€Å"American Living† brand, which is developed by Ralph Lauren. When I pulled into the Kohl’s parking lot, I felt the convenience was the same as J. C. Penney’s lot.Once I got into Kohl’s, I noticed that they did not offer a rack of flyers, but that they had their registers near the doors of the store. The lighting in Kohl’s was definitely not as bright and inviting as it was in J. C. Penney. My nasal passage was not really stimulated in Kohl’s; I feel that’s because of a lack of a cosmetics department. The music being played was obviously Christmas jingles due to the season. The temperature of Kohl’s did not make me feel as comfortable as I felt in J. C. Penney.Kohl’s does not offer any leased departments like the other store does. The biggest plus side about Kohl’s was the fact that they feature nationally recognized brand-name merchandise such as Levis, Dockers, and Columbia Sportswear. Also, they offer exclusive labels and private-branded goods as well. All in all I felt like both of these stores were virtually identical in every aspect. There are minor distinctions that differentiate both of these stores but at the end of the day they are both still retailers selling the same types of products.

Awesome Love Quotes Through the Ages

What is love without expression? One of the ways to express love is by writing the classic love letter. If you happen to be the inventive and poetic kind, then writing a love letter is probably effortless. However, if you are a regular person who wants to pen a few lines for your beloved, then the following awesome love quotes could be of help. Paulo Coelho I love you because the entire universe conspired to help me find you. Phoenix Flame Marriage is love personified. Swedish Proverb Love is like dew that falls on both nettles and lilies. Turkish Proverb Young love is from the earth, and late love is from heaven. Douglas Yates People who are sensible about love are incapable of it. Henry Miller â€Å"The only thing we never get enough of is love; and the only thing we never give enough of is love.† James D. Bryden Love does not die easily. It is a living thing. It thrives in the face of all of   lifes  hazards, save  one: neglect. Anonymous The essential sadness is to go through life without loving. But it would be almost equally sad to leave this world without ever telling those you loved that you love them. Herman Hesse â€Å"If I know what love is, it is because of you.† Some of us think holding on makes us  strong; but  sometimes it is letting go. Jorge Luis Borges To fall in love is to create a religion that has a fallible god. Gregory Maguire †¦and he kissed her and kissed her and kissed her, little by little by little. D. H. Lawrence I am in love - and, my God, it is the greatest thing that can happen to a man. I tell you, find a woman you can fall in love with. Do it. Let yourself fall in love. If you have not done so already, you are wasting your life. Julian Barnes Love is just a system for getting someone to call you darling after sex. Isha McKenzie-Mavinga On reflection, one of the things I needed to learn was to allow myself to be loved. Edmond Medina Things we do, we do for ourselves. But that which we love we have no choice but to give away. Norman Lindsay The best love affairs are those we never had. English Proverb Faults are thick where love is thin. Fyodor Dostoevski Love in action is a harsh and dreadful thing compared with love in dreams. Lao Tzu Being deeply loved by someone gives you strength, while loving someone deeply gives you courage. Friedrich Nietzsche Women can form a  friendship  with a man very  well; but  to preserve it to that end a slight physical antipathy must probably help. Barbara Bush I married the first man I ever kissed. When I tell this to my children, they just about throw up. Sara Paddison As you continue to send out love, the energy returns to you in a regenerating spiral... As love accumulates, it keeps your system in balance and harmony. Love is the tool, and more love is the end product. Jane Austen You pierce my soul. I am half agony, half hope†¦I have loved none but you.

Life Struggles of Phoenix in Eudora Weltys A Worn Path...

Life Struggles of Phoenix in Eudora Weltys A Worn Path A Worn Path, by Eudora Welty is a heartbreaking story about the heroic trip of an old African American woman, Phoenix. The readers wont find out right away the plot of the story or why Phoenix wont give up her exhausting trip to town-the conflict of this story-especially on a very cold day. The title, A Worn Path, indicates that Phoenix has obviously walked down this path many times before-also the fact that she can cross a creek with her eyes closed confirms the titles message. Her trip is full of obstacles, from bushes of thorns that get caught in her dress, to her crossing of a creek. These elements complicate the conflict and increase the readers curiosity†¦show more content†¦Have those years taken a toll on her overall health? Is it really worth taking the trip down the worn path? Even she admits, something takes a hold of me on this hill-pleads I should stay (Welty, 151). The young man, the scarecrow, the wild animals, even the mourning dove seem to also try to discourage her from continuing the trip. As the readers follow Phoenix along the worn path, their respect for her character grows, as they witness the difficulties she encounters along the way. She sometimes talks out loud to objects, visions, or the wild life, which indicates that she is used to being alone most of the time. Although afraid of the wild animals, she continues her trip through the deep woods, up hill through pines, and down hill through oaks. Here, walking through the evergreen pine woods symbolizes her lost youth (when shes climbing up hill, she feels like shes wearing chains around her ankle), while walking through the oaks trees symbolizes the close ending of her life. As mentioned above, while walking up hill, Phoenix feels imaginary chains around her legs-one of the hidden clues about Phoenix social status and financial situation. They can also indicate that she is getting close to the end of her own worn path, her life. The readers get a better understanding about her social status, when she meets a young man. Although he seems to be nice, he will point a gun towards Phoenix, trying toShow MoreRelatedSymbolic Source In A Worn Path by Eudora Welty1287 Words   |  6 Pagescatching fire; their symbol is a mocking bird with an arrow on it. A Worn Path is about a long walk through the woods an old lady named Phoenix Jackson has to go through every time her grandson runs out of medicine. A long time ago her grandson swallowed lye that ruined his throat, the medicine is the only thing that relives the pain to his grandson. Throughout the woods to Natchez town Phoenix goes through so many things. Phoenix would go through the woods every time his grandson would finish hisRead MoreLiterary Analysis: A Worn Path Essay1635 Words   |  7 PagesIn â€Å"A Worn Path† colors are used to emphasize the depth and breadth of the story, and to reinforce the parallel images of the mythical phoenix and the protagonist Phoenix Jackson. Eudora Welty’s story is rich with references to colors that are both illustrative and perceptive, drawing us in to investigate an additional historical facet of the story. The surface story is a poor black grandma’s journey with an errand; to get medicine for her grandchild burned by lye. The colors used apprise theRead MoreA Worn Path: Struggle For Racial Equality Essay1522 Words   |  7 PagesA Worn Path: Struggle for Racial Equality In A Worn Path, a short story by Eudora Welty, the main character, an old colored woman named Phoenix, slowly but surely makes her way down a worn path through the woods. Throughout her journey, she runs into many obstacles such as a thorny bush and a hunter. She overcomes these obstacles and continues with her travels. She finally reaches her destination, the doctor’s office, where she gets medicine for her sick grandson back home. Many critics haveRead MoreA Worn Path: Struggle for Racial Equality1550 Words   |  7 Pagesâ€Å"A Worn Path†: Struggle for Racial Equality In â€Å"A Worn Path†, a short story by Eudora Welty, the main character, an old colored woman named Phoenix, slowly but surely makes her way down a â€Å"worn path† through the woods. Throughout her journey, she runs into many obstacles such as a thorny bush and a hunter. She overcomes these obstacles and continues with her travels. She finally reaches her destination, the doctor’s office, where she gets medicine for her sick grandson back home. Many critics haveRead MoreDecoding The Symbolism Used in A Worn Path by Eudora Welty1276 Words   |  6 PagesToday we will be talking about the different literary references used throughout Eudora Welty’s â€Å"A Worn Path†. I will explain and decode different techniques used by the author throughout her story. The story is of an old southern African American woman, named Phoenix Jackson, making her way into to town to pick up her grandsons medication from the doctor’s office. But this is no no rmal old woman. She cannot see and is picking her way with a cane to make her way across a barrage of obstaclesRead MoreA Worn Path Research Paper959 Words   |  4 PagesHeroic Efforts Of Phoenix Jackson In â€Å"A Worn Path† In Eudora Welty’s â€Å"A Worn Path,† the character Phoenix Jackson is introduced. Phoenix Jackson is an uneducated, African-American woman without any family besides her sick grandson. Phoenix is the hero of this story and fits the role well by delivering much-needed medicine to her grandson. Phoenix shows many distinct traits that reveal her to be a hero to her grandson. The heroic feats she accomplishes pave a path that leads to her satisfaction asRead MoreEudora Welty s `` A Worn Path ``2399 Words   |  10 PagesEudora Welty was a renowned American author who used literary themes and devices to describe the complexities of the human mind and soul. Through her short stories, Welty paints a vivid portrait based on morals, hardships, and human relationships. In her stores, Welty combines this with humor and psychological acuity to allow the audience a glimpse into the lives of her characters and to learn something of themselves in the process. Two of her most famous short works are â€Å"Death of a Traveling Salesman†Read More The Hero Sojourner In A Worn Path by Eudora Welty Essay883 Words   |  4 PagesThe Hero Sojourner in A Worn Path by Eudora Welty In A Worn Path by: Eudora Welty, the main character emulates the necessary nuts and bolts of the archetypal journey as its hero; answers a call to an adventure, has to go through trials of fear, and ending with the retrieval of two prizes. Eudora Weltys short story A Worn Path takes place on a bright, frozen day in December. Representing a struggle, but most of all represents determination. Her name is Phoenix Jackson. This story is about sacrificeRead MoreEudora Welty s A Worn Path956 Words   |  4 PagesIntroduction James Saunders wrote an interesting article â€Å"’A Worn Path’ The Eternal Quest of Welty’s Phoenix Jackson† (The Southern Literary Journal 25.1, Fall 1992: p62-73.) that not only analyzed Eudora Welty’s â€Å"A Worn Path† (The Collected Works of Eudora Welty) from his perspective but also included the perspectives of other authors which makes his article an excellent source for interpretations of ‘A Worn Path’. Summary Saunders article summarizes Phoenix Jackson as a symbol of the Christian religion andRead MoreEudora Welty s A Worn Path1481 Words   |  6 PagesA very famous writer and novelist, Eudora Welty, has written many short stories and novels. Welty’s work is mainly focused with great precision on the regional manners of people inhabiting a small Mississippi town that resembles her own birthplace and the Delta country. Welty was born on April 13, 1909 and was raised by her close-knit and loving parents. In fact, Welty inherited the love of language from her mother. During her lifetime, Welty has earned many awards from her short stories and novel