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AN ANALYSIS OF CHINESE TALENT MANAGEMENT STRATEGY: EMPHASIS ON CAO’S COMPETENCIES FROM THE RECORDS OF THE

LU KUICHENG

A DISSERTATION SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF DOCTOR OF PHILOSOPHY IN HUMAN RESOURCE DEVELOPMENT DEPARTMENT OF INTERNATIONAL GRADUATE STUDIES IN HUMAN RESOURCE DEVELOPMENT FACULTY OF EDUCATION BURAPHA UNIVERSITY MAY 2018 COPYRIGHT OF BURAPHA UNIVERSITY

ACKNOWLEDGEMENTS

I wish to express my sincere gratitude to the many people who supported and helped me in the completion of this study. For my worthily principle advisor Associate Professor Dr.Chalong Tubsree, I send my heartfelt thanks for his patience and guidance in helping me. In the process of composing this paper, he gave me much academic and constructive advice, and helped me to correct my paper. Without his enlightening instruction, impressive kindness and patience, I could not have completed my thesis. His keen and vigorous academic observation enlightened me not only in this thesis but also in my future study. At the same time, I would like to express my appreciation to my Co-advisor, who gave me useful literature knowledge and information in this paper. She is Assist. Prof. Dr. Wilai Limthawaranun. I am very grateful for her patient guidance in the course of my thesis writing. Finally, I would like to thank the teachers who helped me during my entire study process in the International Graduate Studies Human Resource Development Center of Burapha University. Dr. Watunyoo Suwannaset, Dr. Chalermsri Chantarathong and Rattanasiri Khemraj in the IG-HRD office, thank you for taking care of me meticulously for the last three years.

Lu Kuicheng

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57820032: MAJOR: HUMAN RESOURCE DEVELOPMENT; Ph.D. (HUMAN RESOURCE DEVELOPMENT) KEY WORDS: LEADERSHIP ATTRIBUTES/ ATTRACTING TALENTS/ RETAINING TALENTS/ THREE KINGDOMS/ LU KUICHENG: AN ANALYSIS OF CHINESE TALENT MANAGEMENT STRATEGY: EMPHASIS ON CAO CAO’s COMPETENCIES FROM THE RECORDS OF THE THREE KINGDOMS. ADVISORY COMMITTEE: CHALONG TUBSREE, ED. D., WILAI LIMTHAWARANUN, Ph.D., 186 P. 2018.

The objective of this study is to explore how the leadership attributes of Cao Cao attracted talent, retained the talents, and the method of talent management according to the Three Kingdoms approach. This research used mixed methods for the study. The researcher used document analysis and content analysis for the qualitative part. The researcher read the Records of the Three Kingdoms. The researcher studied and analyzed the leadership attributes of Cao Cao; how did Cao Cao attract talents; how did Cao Cao retain talent at the end of Eastern Dynasty. The researcher designed a questionnaire based on the results of the qualitative part. This questionnaire was used for current managers in Qingdao City. The results show the leadership attributes are foresightedness, strategic planning, conscientiousness, strong cognitive ability, and good management skills. The company and organization that wants to attract and retain talent should have a leader that is good at identifying and using the talents; good at emotional control; understands how and when to reward and punishment; creates a good reputation; provides good and clear career paths; assures justice and mercy; and utilizes good payment.

CONTENTS

Page ABSTRACT...…..……………………………………………………….…….…. v CONTENTS…………………………………………………………….…...... vi LIST OF TABLES…………………………………………………………..….... vii LIST OF FIGURES……………………………………………………………… viii CHAPTER 1 INTRODUCTION……………………………………………………... 1 1. Background of the Study.………………………..……..….……... 1 2. Statement of the Problem …………………………..….………… 4 3. Research Objectives …………………..……….………….……... 5 4. Research Questions……………………………………….....…... 5 5. Scope of the Study…………………………..…...…..………….. 5 6. Definition of Terms…………………………..…...…..…………. 5 7. Significance of the Study………………………..……..…..….… 7 8. Conclusion ……………………………………………………..… 7 2 REVIEW OF LITERATURE...………………………………….….... 8 1. HRD Activities and Function………………………………………… 9 2. People Management……………………………………………… 16 3. Records of the Three Kingdoms………………………………….. 30 4. Leadership Attributes…………………………………………….. 53 5. Talent Management………………………………………………. 56 6. Conclusion…………………….………………………………… 69 3 RESEARCH METHODOLOGY……….………….…..……………… 70 1. Research Paradigm …………………….………………………… 70 2. Research Method.………………………..……………………….. 71 3. Data Collection……………………………………………..…….. 75 4. Data Analysis…………………..………………………………… 77 5. Conclusion ……………………………………….……………… 79

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CONTENTS (CONTINUED)

CHAPTER Page 4 RESEARCH RESULTS....………………...... …………….……. 80 1. Result of the Qualitative Study……..………………………… 80 2. Background of the Eastern and Cao Cao………. 85 3. Leadership Attributes of Cao Cao…………………………...… 87 4. How Cao Cao Attract the Talents…………………….……….. 114 5. How Cao Cao Retained His Talents………………….……….. 129 6. Results of the Quantitative Study……………………………… 135 7. The Analysis Results………………………………………….. 136 8. Results of Exploratory Factor Analysis: Methods of Talent Management according to the Record of Three Kingdoms….. 140 5 CONCLUSIONS, DISCUSSION AND RECOMMENDATIONS...… 144 1. Conclusions…………..………………………………..……… 144 2. Discussion………………….…….…………………..….……. 149 3. Recommendations………….…………………………….…… 157 REFERENCES………………………………………………………….……. 158 APPENDICES.……………………………………………………………..… 177 APPENDIX A…………………………………………………………..… 178 APPENDIX B…………………………………………………………..… 183 BIOGRAPHY…………………………………………………………………. 186

LIST OF TABLES

Tables Page 1 Book of …………………..…………..…………………………..… 31 2 Book of …………………………………….…..………………...… 35 3 Book of …………………………………….….…………………… 36 4 Leadership Attributes…………………………….…………………….. 136 5 Attracting Talent………………………………….……………………. 137 6 Retaining Talents………………………………………………………. 138 7 KMO and Bartlett’s Test………………………………….……………. 139 8 The Extraction and Component of Leadership Attributes….………….. 141 9 The Extraction and Component of Attracting Talents…………………. 141 10 The Extraction and Component of Retaining Talents………….………. 142

LIST OF FIGURES

Figure Page 1 The Major Warlords of the Han Dynasty in the , including Cao Cao …………………………………………………………….………… 50 2 Map Showing the Three Kingdoms as of 262 A.D.……………………… 51 3 Four Paradigms or World Views …….………………………………….. 71 4 Sequential Research Strategy……………………………………………. 73 5 Preparation, Organizing and Resulting Phases in the Content Analysis Process…………………………………………………………………… 76 6 Qualitative Research Method Strategic………………………………….. 83

CHAPTER 1 INTRODUCTION

1. Background of the Study Twenty-first century competition is for talent compete (Beechler & Woodward, 2009). It is the talent war competition of talents (Cappelli, 2008). HRD is a process for developing and unleashing human expertise through organizational development, personnel training and development for the purpose of improving performance. HRD is a question of human beings functioning in productive systems, with focus on the resources that humans bring to the success equation—both personal success and organizational success (Swanson & Holton, 2001). In Human Resources Development, the selection, development, and application of talents is very important. Talent is the blood and power of the development of an enterprise or organization. A talent person is a person who has a special ability and this ability could help them to do something well. It distinguishes them from ordinary people. The labor market is constantly changing. The labor market is characterized by safety, increasing mobility, outsourcing, and organizational commitment. And these characterizations will lead to new challenges for the organization from the organization’s perspective. General organizational success will be increasingly attracting and retaining the talent individuals to make sure the organization meets the present and future needs (Florida, 2005; Frank & Taylor, 2004). Every year a lot of college and university graduates are added to the workforce, organizations are spending a lot of resources in order to acquire their needs for talent. But the number of talent is still inadequate, and this leads to a talent shortage (Beechler & Woodward, 2009). World economic development and the competition between the various parts of the world are no longer confined to regional competition. It has become competition of country and country. Different countries make their own policies to attract talent to join their country (.g., the United States Immigration Acts of 1952, 1965, and 1990). It has laid the foundation for the immigration and the bow to talent strategy. These three immigration acts were for the highly educated and outstanding talent for all kinds of technical personnel of the immigration quota, which set priorities for all immigrants. 2

They made the United States get the urgent need of talents. Currently, talent has taken the place of natural resources as the world’s most important scarce resource. Convenient transportation and the developing of the Internet era transmission of information is more rapid. Talents finding jobs are not restricted to the local area and domestically. Multinational corporate development made the company as an internal organizational network. It not only gets the material of the product need or exploits the market, it also absorbs talents from the local area. It speeds up the flow of talent (Ghoshal & Bartlett, 1990). Talent flow is influencing social capital, and makes people management more and more complex. Many HR policies are imperfect (Pfeffer & Sutton, 2006). The first priority of the HR agenda is to attract and retain talent (Frank & Taylor, 2004). To attract and retain talent is not only the responsibility of the organization, but it is also the responsibility of leadership. People are the most important organizational asset, especially in knowledge-intensive organizations (Alvesson & Kärreman, 2007; Barney & Wright, 1998; Ulrich, 1998). PricewaterhouseCoopers (PWC) published that most CEOs are fearful that a shortage of talent will impede the growth of their companies. Organization needs aligning the process with talent management to achieve sustainable success (Collings & Mellahi, 2009). Talent, due to its scarcity, has become the focus of competition in today’s social enterprises. For a company or organization, there are several aspects that lead to the scarcity of enterprise talents. First, the family type human resource management model repressed foreign talents. Second, because of the continuous growth of enterprises or organizations, the demand for talent has changed greatly. Some companies are not willing to invest in training talents, which can lead to the mutual acquisition of talent among companies or organizations. Third, it will be difficult to retain talent if there are human resources management problems and the talent is not satisfied with the work in the company or organization. A leader of a company or organization is obliged to use its own ability to discover and retain talents. Leadership is the art of motivating a group of people to act towards achieving a common goal. The leadership is of great importance to the team, company and also country. Each team leader is similar to a general and their work is like a general to command their employee to win every fight. The difference is that the 3 general wins the honor for the country and the leader wins for their company or organization. A good leader should make their team successful. At the core of the organization, the main role of leadership is to command, lead, guide and encourage subordinates to work hard to achieve their goals. Leaders can analyze problems, deal with problems and make scientific decisions for their subordinates in a global strategic perspective. At the same time, in front of subordinates to play a leading role, the power of the so-called example is great. This can stimulate the enthusiasm of the deployment, and then the coordination of the internal relations encourages cooperation. A good leader must be in a position to maximize the role of each member of the organization and maximize the efficiency of the organization as a whole. As a leader, it is not only doing the leadership job well, but also attracting and retaining talents for the company or organization to provide fresh blood and development power for the future of the company or organization. Attraction and retention of talent into the workplace is important for Human Resource Development. Historical experiences and lessons are valuable for people to work and survive in this modern world. Social, historical and political contexts in which HRD emerged has been little explored. Much of the historical work that does exist has uncritically viewed HRD as the latest and most humanistic phase of an ongoing educational process where an organization facilitates the learning of its employees to become increasingly productive and “empowered”. Traditional history has taken an anecdotal and evolutionary approach to the emergence of HRD (Schied, 1995). History is the accumulation of time and records what happened in the past. Humans fostered, enriched and developed different kinds of civilizations in the long course of history. Humans could be sagacious if they sum up past experiences and lessons from history. With the rapid economic development of East Asia, more and more scholars and experts have begun to focus attention on East Asia. East Asia is attractive to many countries. East Asia during 1950s and 1960s was one part of a relatively poor development of the world. After Japan’s first rise of the East Asian economies, has become the main force of the economic growth momentum in these areas. East Asia is also host to the highest concentration of newly industrialized economies (e.g., Japan, South , ) found anywhere in the world. Now East Asia has achieved the 4 most profound economic change in history. In the 1990s, East Asia became one of the three core economic zones (along with Europe and North America) (Dent, 2016). East Asia has its unique culture and it influenced the people of Eastern Asia. The History of Three Kingdoms has a high position in East Asia (China, Japan and Korea). The History of Three Kingdoms is a trouble time in Chinese history. And it also the person shows their talent in this trouble time, a lot of hero named on this history. Cao Cao and Liu used their own special leadership attributes to lead their talent to be successful. The Records of the Three Kingdoms is a history book written by Shou. Many of the political, economic and military figures from the Three Kingdoms period have their own biographies in the Records of the Three Kingdoms, as are those who contributed to the fields of culture, art and science. Pei Sonzhi (a historian and politician who lived in the late Eastern dynasty and Liu dynasty) annotations the Record of Three Kingdoms and providing additional details omitted from the original work. These two people did a commendable and relatively perfect document about what happened at that time. The researcher followed these two people’s analyses of the History of the Three Kingdoms and through the precious knowledge left by ancient sages, it can better solve the problem of presenting.

2. Statement of the Problem HRD practice has followed the western world philosophy up to the present time. However, current world development has shown a shift from Western world dominance to Eastern world dominance. The emerging of the Chinese economy combined with the current Japanese and Korean economic development can clearly indicate the swing from the West to the East. The people management strategy, from Chinese ancient philosophy namely the Record of Three Kingdoms, could be a good topping stone for studying Eastern people management, specifically talent management. The leadership attributes of Cao Cao could help managers to inspire and remedy their shortcomings. The knowledge of attracting and retaining talent could give precious experience for managers to use, specifically Chinese or other Asian managers. The author proposes a talent management model from Record of Three Kingdoms to use. It is of interest for the researcher to explore the possibility. 5

3. Research Objectives The objectives of this study are tantamount to investigate how the ancient Chinese Three kingdoms performed talent management. The researcher proposed exploring the following specific objectives: 3.1 The leadership attributes of Cao Cao 3.2 How Cao Cao attracted the talents 3.3 How Cao Cao retained the talents 3.4 Methods of talent management according to the Three Kingdoms approach

4. Research Questions Since this study employed a mixed methods research, the research questions were composed of both qualitative and quantitative research. 4.1 Qualitative Research Questions: 4.1.1 What were the leadership attributes of Cao Cao? 4.1.2 How did Cao Cao attract talents to work for him? 4.1.3 How did Cao Cao retain his talents? 4.2 Quantitative Research Question: 4.2.1 What should be the methods of talent management according to the Three Kingdoms approach?

5. Scope of the Study 5.1 The participants in the Record of Three Kingdoms and Pei Sonzhi Annotations: Cao Cao. 5.2 The content in the Record of Three Kingdoms and Pei Sonzhi Annotations relating to people and talent management.

6. Definitions of Terms Records of the Three Kingdoms Record of the Three Kingdoms refers to a Chinese historical text which covers the history of the late Eastern Han dynasty (c. 184–220 AD) and the Three 6

Kingdoms period (220–280 AD). It was widely regarded as the official and authoritative historical text for that period. Written by in the third century, the work combines the smaller history of the rival states of , and Eastern Wu in the Three Kingdoms period into a single text. Competencies Competencies is the ability of an individual to do a job properly (Collin, 1989). In this study the competencies refer only to Cao Cao’s competencies. Leadership Leadership is a process of social influence. It is a practical skill encompassing the ability of an individual or organization to lead other individuals, teams, or entire organizations (Chemers, 1997). Leadership Attributes Leadership attributes refers to the characteristics of a leader such as accuracy in work, knowledge of human nature, moral habits, decisiveness in judgment, speech fluency, interpersonal skills or administrative abilities as stable leader qualities (Stogdill, 1948; Zaccaro, Kemp, & Bader, 2004). Cao Cao Cao Cao (155 A.D. – March 15, 220 A.D.) was an outstanding statesman, militarist, writer and calligrapher at the end of the Eastern Han Dynasty. He was a regional warlord and the last Chancellor of Eastern Han Dynasty who rose to great power during the last years of the Eastern Han Dynasty in ancient China. Talent Talent is a special ability to perform an activity (Tansley, 2011), in this research a talented person or group working for Cao Cao. Talent Management Talent management is a series of activities of internal and external factors that affect the function of the talent to organize, coordinate and control (Noe, 2003).

7. Significance of the Study Cao Cao was a great leader in the Three Kingdoms. He had his own leadership attributes to use talents for management in the end of the Eastern Han dynasty. Cao Cao attracted and retained talent to achieve goals for success in 7 a troubled time. History is the accumulation of time. With the progress of time, let us study with the ancient sages. Study how to attract and retain people. Then we could use the knowledge of ancient sages today and help us to solve problems today. The researcher as an HRD professional wants to investigate the practice of the Three Kingdoms of a well-known Chinese story, and try to explore the attracting and retaining for ancient Chinese talent management in order to see the possibility of applying the practice for managing talent in the future.

8. Conclusion This chapter presents the foundation for this study. It describes the background of this study, objectives, research questions, significance and definitions of terms of the study. The next chapter presents the literature review.

CHAPTER 2 LITERATURE REVIEW

There are several purposes for the literature review in research. It shares with the reader the results of other studies that are related to the study being reported. The researcher reviewed and discussed the relevant knowledge needed in this paper. This chapter focuses on the differences in the management of the East and the West, and expounds the attraction and retention of talent in Talent Management. Readers may not know much about the Record of the Three Kingdoms and the history of the Three Kingdoms, which is not clear to Chinese history and culture. Therefore, the researcher made a detailed introduction to it to help readers better understand this history and culture. This chapter is presented in six sections. 1. HRD Activities and Function 2. People Management 2.1 Theory of People Management 2.2 Western World People Management 2.3 East Asia People Management 2.4 Different between Western and East Asia People Management 3. Record of the Three Kingdoms 3.1 Record of Three Kingdoms 3.2 Introduce History of the End of Eastern Han Dynasty 3.3 Introduce of Cao Cao 3.4 The Analysis of Scholars on the Three Kingdoms Stories 4. Leadership Attributes 5. Talent Management 5.1 Attracting the Talent 5.2 Retaining the Talent 6. Conclusion

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1. HRD Activities and Function Human resource development is a young discipline with rich practical experience and it is an old well-established field of practice. It is almost part of human nature that it followed the human beings purposefully developing and expect to improve conditions. HRD theory and practice are deeply rooted in this developing and advancing perspective (McLagan, 1989). Human Resource Development was originally thought as the hirer to give the employees an organizational learning experience, and make the possibility of organizational performance and personal growth in a specific time period (Nadler & Nadler, 1970). Different scholars put forward different definitions of human resources development but a universally accepted definition does not exist (Abdullah & Hiok, 2009). With the progress of time, different experts and scholars have given different definitions to it but the goals of it are the same ones. Human Resource Development through developing activities improves personal ability and vitality to improve the performance of the employees to achieve organizational success (Swanson & Holton, 2001). In general, human resource development is a planning activity. It includes demand assessment, goal setting, action planning, implement, evaluation and so on. HRD professionals always look for the executives, managers and employees which was credibility, recognition and status (Legge, 1995). Nadler and Nadler (1970) mentioned the first specific definition of HRD. HRD is organized learning experience from employers, and it will bring about the possibility of performance improvement or person within a specified period of time (Nadler & Nadler, 1989). HRD always included encompassing the individual, organization and career development. It involves learning interventions, mentoring and specific development processes in organization development like management, leadership and talent development, training and development, career planning and development, performance management and change management for organizational development (Abdullah & Hiok, 2009; McLagan, 1989). Human resource development is an activity based on humans and shows their value. The purpose of HRD is to achieve both personal success and organizational success (Marsick & Watkins, 2003; Ruona, 2000). Human Resource Development activities can provide people with the necessary knowledge and skills to 10 make the people fit within society and organizations require flexibility and responsiveness (Rhebergen & Wognum, 1997). Imperative in maintaining and developing the capabilities of both employees and organizations as whole is one of the most significant functions of human resource practice in Human Resource Development (Lee & Bruvold, 2003). Human resource development is an activity of problem orientation. The development of a human resources development program must be based on different areas and relevant organizations, such as accounting, management, finance, management techniques, production processes, health and security. Human Resources Development is according to the different field to selection of different programs (Garavan, 2007). Human resource development is a systematic way to organize human resource and make it better to work for the organization. HRD has commendable strategic roles to offer key contributions for organizations to develop their employees (Torraco & Swanson, 1995). HRD is designated by the organization. HRD provides workers with the knowledge and ability the organization needs. It raises the professional knowledge and skills of employees. It can help meet the feasibility and business objectives that need to be accomplished. Organizational success is based on the organizational ability. Therefore, professional knowledge and skills are very important because the organizational ability is based on the workers’ abilities. HRD is the main way for keeping the competitive edge of the organization. It can enhance the worker’s ability to meet the organization’s needs (Jacobs & Jones, 1995; Swanson, 1994). The function of HRD includes three different parts: training and development; organizational development; and career development. Training and Development (T&D) is a systematic process that focuses on changing and developing the expertise of individuals for improving organizational performance (Swanson & Holton, 2001). The training of human resource development offers the basic skills for the new employees and makes them understand the values and regulations of the organization. And it is also providing knowledge and skills for the old employees. Training must be implemented when the ability of employees is not enough to reply for the organization’s needs. Training is an important means of personal development, enterprise or organization development, 11 its training is an important means to stabilize talents, and is also a need for the development of enterprises or organizations. From the strategic perspective of enterprise development or organization development, training is one of the important investment ways of enterprises or organizations, it can provide employees with learning opportunities, so as to enhance their personal skills and provide opportunities for employees to realize their personal ideals. Training has a common meaning for organizing employees. At the same time, the employees are also able to get enough training and development opportunities as one of the important indicators to measure the enterprise or Organization. Employee training is beneficial to the staff to fully understand the social mission of the organization. It is beneficial to cultivate a good sense of responsibility and creativity. Employee training strengthens the staff’s understanding of the company and organization. Companies or organizations use knowledge to arm employees to promote effective activities. Organizational training improves the personal quality and professional skills of the staff. It has also improved the economic and social benefits of enterprises and organizations (Education, 2004). Organization Development (OD) emerged in 1930s. It is the study of successful organizational change and performance. Organizational structures and processes caninfluence the behavior and motivation of employees. Organization development includes: organizational climate, organizational culture and organizational strategies (French & Bell, 1989; Porras & Robertson, 1992). Kaplan (1996, p. 89) defined organization development as “OD is the facilitation of an organization’s capacity to self-reflect, self-regulate and take control of its own processes of improvement and learning.” Simultaneously, organizational climate is very important for the process of organizational development. Organizational climate is a collection of properties of the work environment, it is often defined as the recurring patterns of behavior, attitudes and feelings that characterize life in the organization. It is perceived directly or indirectly by the employees that is assumed to be a major force in influencing employee behavior (Isaksen & Ekvall, 2007; Ivancevich, Matteson, & Konopaske, 1990). It includes procedural justice climate, service climate, and safety climate (Colquitt, Noe, & Jackson, 2002; Schneider, Salvaggio, & Subirats, 2002; Zohar & Luria, 2005). When policy and procedure in conform, it can cause a weak climate in the 12 organization. Therefore, organizational climate is a strength that cannot be ignored in the organization (Schneider, Ehrhart, & Macey, 2012). The organization atmosphere affects the development of organizational culture, and a good organization provides a good environment for the development of organizational culture. Organizational culture represents the collective values, beliefs and principles of organizational members and is a product of such factors as history, product, market, technology, strategy, type of employees, management style, and national culture. Culture includes the organization’s vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits (Needle, 2004). Organizational culture is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving and, even, thinking and feeling. Thus, organizational culture affects the way people and groups interact with each other, with clients, and stakeholders. In addition, organizational culture may affect how much employees identify with an organization (Schrodt, 2002). Leadership plays an important role in organizational culture. Good organizational culture has the role of attracting talents and retaining talents. Organizational culture can integrate company members or internal organizations, and generate great cohesion and centripetal force, so that employees have a sense of belonging. Organizational culture provides a valuable “incentive” to attract and maintain talents. This “inducement” is reflected in the material need of the talents, the sense of belonging and the realization of self-value. Good organizational culture attracts talents firmly in its unique way (Eversole, Venneberg, & Crowder, 2012). Leadership plays an important role in organizational development and organizational culture. The differences in leadership style constitute the different connotations of enterprise culture. The change of leadership style will affect the orientation of enterprise development. Highly transformational leadership will lead to strong changes in corporate culture orientation. Corporate culture and leadership style have synergism. The synergy of corporate culture and leadership style affects employee satisfaction and work efficiency. This synergy has a positive impact on employee satisfaction. The better the synergy of corporate culture and leadership style, the higher the employee satisfaction. This synergy affects employee 13 performance at the same time. When this kind of synergy is good, the performance of the enterprise will be better (Straw & Cerier, 2002). Therefore, in the course of the development of organizational culture, the influence of leadership style cannot be ignored. Organizational strategies are the sum of the actions a company intends to take in order to achieve long-term goals. All these actions are common together with organizational strategies. Organizational strategies must come from the organizational target. Every activity in an organization must follow this target. It will direct all organizational strategies. The organizational strategies element includes resources, strategic scope, and competitive edge. Based on the organizational strategies, the organization must allocate reasonable resources, quantitative strategic scope and limpid competitive edge (Milkovich & Newman, 2002). Organizational strategy is a way to show how an organization achieves its goals, and the overall plan to accomplish its mission is the starting point for detailed action plans, but it also exceeds the details of any particular plan. The organizational strategy reflects a manager’s understanding of the fundamental links between action, environment and performance to ensure the realization of a defined mission, vision, and value. The adaptability of organizational strategy is a very complex dynamic adjustment process. It requires an organization to strengthen internal management, while allowing organizations to continue to launch an adaptive and effective organizational structure. A useful organizational strategy can balance the division of rights in the organization and form a good organizational environment. Good organizational strategic goals can make people see the future direction of the organization, in order to make personnel more actively serve the organization (Miles, Snow, Meyer, & Coleman, 1978). The main purpose of training and development is to contribute to long-term strategic performance and recent performance improvement. It is to ensure that members of the organization have the opportunity, conditions for personal performance improvement and experience interpretation in the context of organizational strategic needs and work requirements. Human capital theory argues that investment in training and development can protect core competencies (Lepak & Snell, 1999). The ability, capabilities and skills determine the people’s value in the 14 organization. The organization’s competitive advantage with unique skills and capabilities, and the competitors difficult to replicate and imitate it gives the organization an advantage in competition (Rainbird, 1995). The HRD function is concerned with nurturing learning within work activities, encouraging greater individual responsibility and the sharing of learning, and helping line managers create a learning climate, culture or environment (Sambrook, 2000). Human Resource Development makes sure the right people in the organization attain the goal of the plan and conduct performance appraisals. HRD has the important function of cherishing and developing people (Chalofsky, 2007). HRD also encourages people with a new way to look at things and make them maintain flexible criteria for methods. A good human resource development policy enables employees to understand their social significance and their sense of being a member of a company. Thereby generating a sense of mission and responsibility. And it can enhance employees’ sense of belonging (King, 1998). Modern human resource development is in the guidance of economics and ideology, through recruitment, selection, training, compensation and other ways related to the effective use of human resources to meet the current and future development of human resources, achieve business objectives, and ensure maximum business activities. The source of human resource supply of the organization is divided into two parts, one is the internal organization’s human capital reserve, and the other is the organization’s external human resources supply. The supply of human resources outside the organization is derived from the human resources of society. The human resources within the organization are the effective use and development of the existing human resources. Within the scope of any organization, employees will be affected by two kinds of forces, namely, the “outward pull” generated by various attractiveness outside the organization and the “outward thrust” of the various factors within the organization on the staff (Schein, 1978). Therefore, for the leaders of the organization, the effective solution of these two problems is the focus of human resource development and management activities. The centripetal force of enterprises is the sum total of the spiritual wealth that is generated by the enterprise’s own characteristics in the process of operation, mainly refers to the common code of conduct and values formed by enterprises. 15

Establishing the enterprise and employees is the concept of partnership, and increases the sense of belonging of the employees. The relationship between being employed in traditional enterprises and hiring employees and the enterprise, although has always stressed that staff should have the spirit of the masters, but the master status of staff is a difficult thought to be affirmed, they always feel that they are in a passive position, so it is difficult to produce effective incentives for employees. Enhance the sense of belonging and mission of the employees in the enterprise, and make the employees and leaders in a harmonious cooperative relationship can make the employees work better. To let employees feel the recognition and respect of the enterprise is a lasting incentive effect to the employees (Steyaert & Janssens, 1999). The establishment of enterprise culture and the cultivation of enterprise spirit are a fundamental guarantee of strengthening the enterprise’s centripetal force. Corporate culture provides the core values that can be accepted by the organization. With the core values of this enterprise, workers and enterprises are linked together to strive for a common goal. The formation of corporate culture must be guided and nurtured by various management mechanisms, including staff training and various collective activities. Through organizational training, organizational culture can be recognized by employees. Organizational culture is beneficial to the organization and staff to form a consensus, develop good habits and customs, and thus become the values that all the staff and workers are willing to accept. Enterprise culture not only affects the workers’ thoughts and behavior, but also affects the development of the enterprise itself. Therefore, enterprises need to adhere to humanized management, firmly grasp the labor productivity factors in one of the most active factors to do good work, and guide the workers with the spirit of enterprise. This can stimulate an infection, each employee has a love for enterprises to serve the corporate responsibility and the spirit of creation, to enhance the centripetal force, and to promote the healthy and steady development of enterprises. Enterprise spirit is also an important aspect of enterprise culture. The spirit of the enterprise is in fact a high degree of refinement to the centripetal force of the employees of the enterprise. The spirit of forming a healthy environment and reflecting the common interests of the workers is the spiritual force that condenses, attracts and motivates workers and enterprises to succeed together (Hall & , 1990). 16

2. People Management 2.1 Theory of People Management People management as a science originated in the United States. It is a generic term for plan, organize, command, coordinate, information and control people. It is the process of managing people in organizations in a structured and thorough manner (Noe, 2003). With economic globalization people are the most important essential factor for the world activity. People are the promoters of capital movement. Humans are part of the most energetic, initiative in the capital and also the most important part of the social activity. Different people are the basis of different growing environments, educations, experiences, etc., because people are different all over the world. Some people are easy to manage and some are hard. Someone is talented but not collaborative. Someone is collaborative but not too talented. Someone is too aggressive and others not aggressive enough. Someone is well-intentioned and some are high maintenance, moody or easily distracted (Lipman, 2014). As managers know, people are the most important part of an organization. People are the importance between success and failure. People who work effectively in organizational management, manage, develop, motivate, involve and engage the willing contribution is a key determinant of how well those organizations perform. There has been a powerful impact on performance decisively with people management practices. The way companies manage their employees is crucial to business success (Patterson, West, Lawthom, & Nickell, 1997). Enterprise people management is an important part of enterprise management, and plays an important role in the management of the whole enterprise. People management system has become an indispensable part of enterprise management. It is a necessary condition to adapt to the requirements of the modern enterprise system to promote scientific and standardized labor as well as personnel management of enterprises. Personnel management, in a broad sense, is also regarded as a synonym for human resource management. Human resource management is a part of personnel management. Personnel management is the general name for a series of management work on personnel planning, organization, command, coordination, information and control. It is by the scientific method, employing the correct principles and reasonable management system, adjust the relationship between 17 people, people and things, people and organizations; and seeking the staff’s physical strength, intelligence and to play the most appropriate role and protect their legitimate interests. The main task of personnel management is discussed below. First, organization. People management personnel formulate and modify the organizational structure of rights and responsibilities, and establish a double track, mutual, vertical and horizontal information exchange system. The organization as a function of management refers to the group of targets that have been determined. The business activities that achieve organizational goals must be combined, and according to the width of management principle and management level be divided into different departments. These will oversee the activities required of each competent authority granted personnel at all levels and departments the interaction of these provisions, and the level and the door. Its purpose is to establish a good environment for the members of the organization, to play their respective interactions, thus eliminating conflict caused by work or responsibilities, the members of the organization are in their respective positions on the goals for the organization to make contribution. Through the scientific method of organization, we can maximize the advantages of the employees and create a good atmosphere of the enterprise. At the same time, a good distribution of the company’s functions will be done to make the company run in a reasonable and orderly manner (Meyer & Smith, 2000). Second, planning. The people managers measure the needs of the staff, take the personnel into the plan, and anticipate the required management policies and plans. In the company’s work and life, the personnel plan has a very important role. In the process of enterprise personnel management, personnel management personnel make corresponding plans according to the objectives of the enterprise and make corresponding allocation to the personnel. The personnel management plan is a systematic and complex project. The level of personnel management is reflected in the function of the management plan of the company. From the staff recruitment, configuration, training, development, salary management, labor relations and other aspects of the planning management functions. The personnel management plan helps to improve the productivity and labor efficiency of the enterprise. It can improve employee’s income and labor relations, and enhance employee’s sense of belonging and satisfaction. According to the enterprise development plan, the personnel 18 management plan is analyzed and evaluated according to the future supply and demand of human resources, and corresponding functional plans are made. The main role of the personnel management plan is to explain future work and the steps to be done by the human resources department (Martell & Carroll, 1995). Third, people positioning. People management personnel, in accordance with the need of the work, employs, deploys, assesses, rewards and punishes the staff and so on. The management of personnel refers to the appropriate and effective selection, training and evaluation of competent personnel, its purpose is to equip the appropriate personnel to enrich the duties stipulated in the organization, to ensure the normal activities of the organization, so as to realize the goals of the organization. People positioning is not only about selecting people, judging people and educating people, but also how to use staff and enhance organizational cohesion to retain personnel, which are closely related to guidance and leadership. Through the existing and expected organizational structure, the company determines the number and type of required staff. The supervisor needs to analyze the recruitment, selection, placement and promotion processes, the source of external and internal talent, but also competent staff assessment and training. Appropriate staffing contributes to doing a good job of guidance and leadership. In the same way, the selection of excellent executives will also promote control (Flanagan & Deshpande, 1996). Fourth, training. Personnel managers help staff to continue to improve their personal ability, and to carry out on-the-job training. Personnel managers help staff to continue to improve their personal ability, and to carry out on-the-job training. Training is a kind of organized knowledge transfer, skills transfer, standard transmission, information transmission, beliefs transmission, management admonition. It is the process of imparting the correct thinking, knowledge and skills necessary for new employees or the existing employees to complete their work. In order to achieve the standardization of science and technology standard, unified operation, through the planning goals setting, knowledge and information skills and drills, job evaluation, the exchange announcement reached the modern information process, let the staff education and training by means of technology, to achieve the desired target level. Scientific training plan can cultivate more useful talents for enterprises and provide strong intellectual resources for the development of 19 enterprises. So, some large enterprises take training as an important job and allocate special funds as special funds for training funds. The planned organization training can train all kinds of talents for the enterprise ladder type, and prevent the human resource tension caused by the loss of personnel loss and so on. Targeted training is also, according to local conditions, combined with the actual need of the enterprise itself, training professionals and technical backbone (Matlay, 2002). Fifth, salary and welfare. People management personnel, according to the principle of enterprise distribution, do a good job of salary grading, upgrading and all kinds of insurance and welfare work. Remuneration is a kind of benefit for employees to provide services to the organization in which they are located. Pay in the narrow sense refers to the money and the rewards that can be converted into money. A reasonable and scientific salary and reward system are related to the stability of the staff in the organization. The human resource management department should work out the corresponding attractive salary reward standard and system for employees on the aspects of qualification, rank, post and actual performance. Employee welfare is a part of social and organizational security, which is a supplement or continuation of wage remuneration. It mainly includes pensions, medical insurance, unemployment insurance, work-related injury insurance and holidays, and provides the necessary safety training, education and good working conditions to ensure that employees work is safe (Guan & Guo, 2005). Sixth, ideological work. Personnel management personnel through various educational methods, improve the ideological awareness of the staff, and encourage the enthusiasm and creativity of the staff. In the process of enterprise development, there will be many problems and contradictions. In order to solve these problems, it is very important for enterprises to carry out ideological work. People management for employees’ ideological work mainly refers to effective communication with employees, while guiding and coordinating employees’ thoughts, psychology and behavior. This kind of work can combine the idea of the employee with the idea of the enterprise, so that the employee and the company can be integrated into a whole in the mind. Improve the personal quality of employees and ideological awareness, but also stimulate the enthusiasm and initiative of the staff (Alvesson & Kärreman, 2007). 20

Finally, the assessment of people management. The people management assessment is the personnel management department to summarize and evaluate the work situation and procedures in order to improve management work. The research of people management is a systematic project, and its significance is to improve the people’s management system. Personnel management evaluation is the measurement of the cost effectiveness of the overall activity of human resource management, and it is compared with the past performance, the performance of similar organization and the organizational goals of the organization. Through human resource management such as recruitment and selection, training, salary management, performance evaluation, and welfare management. The organization changes management behavior to achieve specific productivity improvement, and improve the quality of products and services to improve and promote the five goals of organizational change (Ahmed & Haboubi, 2010). People management practice could promote knowledge sharing. Human capital in an organization means the individuals skills, abilities and knowledge. People are carriers of knowledge. It is necessary to use human capital for achieving a competitive advantage. Building people management and management knowledge is very important for every organization in the current economic world (Cabrera & Cabrera, 2005). In social activities, only human factors can directly and ultimately determine the effectiveness of capital. Resources that provides a source of sustained competitive advantage for a firm is valuable, unique, inimitable and non-substitutable. Human capital resources meet all of these criteria. Not only does higher quality human capital provides value for a firm, but high quality human resources are rare and they are causally ambiguous and socially complex, making them difficult to imitate or substitute (Wright, McMahan, & McWilliams, 1994). Managing people effectively is vital. It canmake people more actively involved in work and the success that comes from managing people effectively (Pfeffer, 1994). Managers know that people are the key to make the critical difference between success and failure (Patterson et al., 1997). Producing sustainable competitive advantage through the effective management of people (Pfeffer, 1995).

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2.2 Western World People Management French et al. (1989) started from the historical background of personnel management, and divided the development of personnel management into scientific management movement stage, industrial welfare stage, early stage of industrial psychology, interpersonal relationship movement stage, labor movement era and behavioral science and organization theory era (Dobbin & Sutton, 1998). Rowland and Ferris divided the history of personnel management into five stages. The first four stages are similar to those of the first four stages of French. But the fifth stage is different. The fifth stage is the quality of work life (Rowland & Ferris, 1986). The labor management stage of personnel management. This stage comes from the development of industrial civilization to the social productive forces. At this stage, there is no difference between the value of a man and the value of the machine. At this stage, the working life of the workers is hard and the relationship between labor and capital is tense. In order to alleviate this contradiction, the factory started an early welfare trial, that is, the employer unilaterally provided some resources to improve employees’ work and family living conditions. This stage is an employee’s perception of the physical and mental health of the working environment and the requirement for the quality of life. The initial attempts at welfare personnel also gave birth to the first specialized personnel management department. In 1910, Plymouth publishing house set up a personnel department, whose responsibility was to identify appropriate personnel through work analysis, train and guide employees, and provide some logistics services. The earlier human resource theory put forward many different opinions. Owen (1815) suggested that companies need to encourage employees through welfare and performance appraisal for employees. Taylor (1914) put forward that companies need to use discipline and detailed work instructions to strictly regulate employees’ activities, and use large amounts of money to enhance employee’s work enthusiasm. Münsterberg (1915) proposed that the business needs to choose the right staff to fit the right job. Münsterberg (1915) envisaged that a psychological test can know a person’s personality characteristics, and whether this person on the basis of the evaluation on the test quality is consistent with the requirements. The phase of interpersonal relationship. Hawthorne Works of Mayo (1933) 22 proved that industrial organizations not only needed technological progress but also relied on every member’s cooperation in an interpersonal relationship. Mayo believed that the improvement of material conditions does not necessarily affect production efficiency. The interpersonal relationship in the team affects the employee’s job satisfaction, and the satisfaction of the employees is essential to improving productivity. The scientific stage of organizational behavior. This stage acknowledges the value of human beings and emphasizes that employees are not machines. It emphasizes that the members of the organization are required, motivated and individual. The personnel manager should start from the needs of the staff, motivate the employees to act actively and inhibit the negative behavior of the employees. The stage of organizational behavior science has corrected the limitation of the interpersonal relationship school. It integrated the reasonable parts of psychology, management and interpersonal relations, and studied the group and organization from a holistic perspective. It has a deeper cognition of human value (Quinn & Cameron, 1983). Strategic human resource management stage. Initial people management theory was suggested in the 1980s by American academician Guest (1990). Devanna, Fombru, and Tichy (1981), “Human resources management: A strategic perspective” is considered to be the symbol of the birth of strategic human resource management. The theory of human resource management should be in the core position rather than the coordination position in the management activities of the organization. It emphasizes that human resources should match the organizational strategy. Strategic human resource management has put forward a clear task for human resources work, namely, the training and development of the employees. Strategic human resource management has switched the original management focus of the company. It shifted the company’s career focus to job management and employee focus. Boxall, Purcell, and Wright (2007) classified the initial people management as two different kinds models: the matching model and the Harvard framework. The matching model thinks human resource systems and organizational structure need to match the organization strategy. It included four different parts: selection, 23 appraisal, rewards and development. The Harvard framework emphasizes the stakeholders’ interests and the environment influenced the strategic decision of a company. Walton (1985) expounded the Harvard framework and further emphasized the important commitment and mutuality in human resource. People management theory after continuous, different scholars raised different ideas. Maslow’s (1943) hierarchy of need can help the manager to understand employees. Maslow indexes the people’s need is a process from a lower level to a higher level. People in different periods must have one need level predominantly and another need level subordinate. The manager who uses this theory can understand workers’ physiological needs, safety needs, love and belonging, esteem and self-actualization. Managers that adopt this theory understand workers’ needs and niche targeting motivate and satisfied the employees need to achieve the organizational success. Built on the initial people management theory, Storey (1992) and Legge (1995) expanded Human Resource Management model as Hard Model and Soft Model. The Hard Model asserted the human resource policy needs coalescent with business strategy. Employees as the same resource with another factor in organization. Soft Model assertion the employees are the valued assets in an organization. Company gets a competitive edge from the employee’s commitment, adaptability, skill and performance. Open Systems theory is prior to the 1960s. Open systems models are based on the general systems models (Von Bertalanffy, 1972). This theory recognized the external environmental influences can significantly impact companies or organizations. And the external environment is a direct factor (like employment law change) and indirect factor (like culture). This theory indexes the manager cannot control organizational environmental factors but can manage the inputs, process, outputs and feedback to response the external environmental change. Edge of chaos is order and randomness in people management. Organizations are dynamic systems in a continuous state of adoption and improvement. It is an index when the things remain static it will stop people from expecting to get a realistic ambition. The organization will always be in a state of flux. Edge of chaos helps by highlighting the need to include continuous improvement and feedback as part of the ongoing training and development of teams and 24 individuals. It also helps managers find themselves at the edge of chaos and react positively to change (Buckley & Monks, 2007). 2.3 East Asia People Management (China, Japan and South Korea) The theory of people management in the Eastern world developed later than the Western world. Asia scholars studied people management knowledge from the Western world but used different applications. Eastern Asia people management was influenced by eastern culture and eastern experimentalism. Eastern culture uses as a starting point outward radiation (like Japan and Korea). Confucianism influenced and restrained people’s actions (Choi, 2004). People management in Eastern world squints towards empiricism and localization. At present, the classification of human resource management in China is mainly divided into two kinds of situations. One is the 3P model, the other is the 5P model. The 3P model is a traditional model of China’s human resource management classification method. It is from the Evaluation System, Performance Appraisal System, Pay Administration System three aspects of human resources management content. Position, Performance, and Pay, this “3P” management occupies the central position of management. It has become the basis of implementing scientific management, and becomes the core of human resource management. 3P theory is a modern Chinese enterprise management theory based on the modern development of Chinese companies. According to the current situation of Chinese enterprises, Chinese enterprises may not lack the ideas of human resource management and enterprise management. But there is a lack of standardized technology that embodies these ideas and ideas. Due to the limitations of personnel quality and material conditions of Chinese enterprises, it is impossible for companies to conduct comprehensive and standardized human resource management for reducing the cost of management. Therefore, the company only seizes the key of human resource management, in the aspects of job responsibilities, job evaluation, salary distribution, core and essence fully embodies the modern human resources management “understanding of human nature, respect for humanity, people-oriented”, we can get out of Chinese enterprise human resources management problems, to a more standardized track.

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The 3P theory model is based on the enterprise’s production and management characteristics and strategic objectives to evaluate the position of the position. It clearly identifies the responsibilities of all employees, and designs human resource performance appraisal programs and tools according to the evaluation results of enterprises. According to the results of the performance assessment, salary benefits and their bonus distribution schemes and tools are designed. The position evaluation system, the performance evaluation system and the salary management system are the three units of organic connection. The organic connection of the three can fully reflect the fair, reasonable and scientific competition principle, emphasizes the unity of individual efforts and cooperation, unity of the work of pay and reward, personal fate and the fate of the company does not emphasize the qualifications and value integration, realistic work performance, quantitative evaluation and qualitative analysis, performance appraisal and salary, reward interdependence, appraisal is the objective basis for personnel decisions, treatment is the result of the assessment of reward and punishment in order to form a complete, clear and easy to operate system of human resource management (Liu, , & , 2005). The 5P model of human resources in China is “Perception, Pick, Placement, Professional, and Preservation”. It provides a valuable reference for enterprises to establish a complete set of scientific and effective human resource management systems. The normal operation of an enterprise requires the normal operation of a variety of resources in accordance with a certain structure and process. Therefore, the enterprise management and utilization of resources in the final analysis are reorganization, in the era of knowledge economy, many resources in the enterprise, the importance of people as a kind of resources more and more attention, the effective allocation of the development of any enterprise cannot do without the excellent human resources and human resources. To find suitable talents for enterprises, retain talents, develop talents, provide strong support for organizations to maintain strong vitality and competitiveness, and how to build a systematic human resource management system have become important strategic tasks. The basic tasks of the modern human resource management are the requirements of enterprise development strategy. There are plans to carry out the reasonable allocation of human resources, the enterprise employees through recruitment, training, use, evaluation, evaluation, 26 motivation, adjustment and a series of process, to mobilize the enthusiasm of the employees, play their potential to create value for the enterprise, to ensure the realization of the strategic goal of enterprise. The human resources department of the enterprise should pay more attention to the human resources business activities that can provide greater value for the enterprise with the energy and time. The characteristics of human resource management of enterprises in Japan are a unique mode of human resource management for long-term employment, seniority and internal union based. The mode of its long-term employment is mainly aimed at the office employees. At the same time, the office employees enjoy all kinds of welfare from the company while undertaking relatively important duties. Contractual members usually sign contracts with companies for one year, and the treatment is basically the same as formal employees. They even have a slightly higher salary than the formal employees, but they don’t have the identity guarantee and do not enjoy a one-off pension. Temporary workers are usually housewives or students. Wages are usually calculated in or days, monthly, and no bonuses or other benefits (Kopp, 1994). There are two main features of the recruitment of Japanese enterprises. First of all, the recruitment of Japanese enterprises does not pay attention to the professional requirements of students, but is mainly based on the popularity of the students’ university. Secondly, Japanese enterprises attach importance to the team cooperation ability of applicants. Good interpersonal skills and teamwork are the central elements of Japanese corporate culture. Japanese enterprises emphasize the sense of belonging and attach importance to its relationship with employees. In Japan, employees have high loyalty to the business. Japanese enterprises attach importance to the training of talents through professional development. An employee’s career plan is very important. Generally, Japanese enterprises stand in the position of the staff to consider career plans and carry out corresponding training, which is also a means of keeping employees. And the internal qualification system has played an object role (Taylor, Beechler, & Napier, 1996). The human resource management of South Korean enterprises has been influenced by western theories and culture, and has experienced several different periods of development. These four stages are as follows: paternalistic personnel management, standard personnel management according to a fixed number of years, 27 personnel management at the center of labor and capital relations, and personnel management of capacity (Rowley, Benson, & Warner, 2004). The human resource model in South Korea is a personnel management model based on ability. The personnel management model of the capacity doctrine has three characteristics. First, the talent is the focus, and pays attention to the training of the staff. Most Korean enterprises take “talent” as the starting point, through the establishment of a research institute within the enterprise or the use of industrial education institutions to cultivate excellent talents. Some specialized large enterprises and small and medium-sized enterprises have established a corresponding talents reserve system for their own professional and technical talents. South Korea’s dominant enterprises also pay attention to the staff’s overseas research and study to promote their employees’ self-development. Second, the corporate culture of Korea emphasizes the internal unity of the members of the organization. The main goal of its organizational culture is to actively cultivate the collective consciousness of the employees so as to stabilize the labor and capital relations. South Korean enterprises can solve interpersonal relationships between managers and employees. This leads to mutual trust between the operators and the employees, thus realizing the internal settlement of labor and capital in the company. Third, appoint professional managers and build management responsibility systems. South Korean enterprises establish management responsibility systems by appointing competent professional managers (specialized operators). The main business groups in Korea have set up business headquarters systems. According to the diversified requirements of business activities, the system of appointing operators with special operational ability has strongly promoted the healthy development of enterprises (Rowley, Sohn, & Bae, 2012). 2.4 Difference between Western and East Asia People Management The West relies on institutions and formal institutions to deal with internal and external challenges. On the contrary, the East is more concerned with social and spiritual means (Pascale & Athos, 1981). Based on the differences between Eastern 28 and Western cultures, represented by the United States and Japan expound five different parts. For the Talent concept, westerners are more careful of personal success but Japanese are for collective success. The essence of Western commercial civilization is contract and it influences a specific code of conduct of every person. The contract in the Western world is a written contract with a different understanding of rights. “Humans are born to enjoy freedom and equal rights.” The Western world thinks of equal rights and obligations, and advocates competitiveness. The Eastern world sense of worth is based on Confucianism that is similar to collectivism. It uses “loyalism” as the standard personal inhibition. It emphasizes collectivism and teamwork (Earley, 1993). American companies always select the best person to join the company to work. The companies in Japan selects suitable employees as the selection criteria for the company. American companies utilize talents to maximum pay. The Japanese use the strengths of the employees. Eastern Asia is more contract at heart. It is a psychological contract. The Eastern world is influenced by Confucianism. It is a humanism and lays stress on the relationship between people. It is understood as a warm human feeling between people and strongly emphasizes reciprocity (Yum, 1988). The educating methods of American and Japanese companies are different. American companies always use external recruitment managers or makes employees do external training at a university. Japanese companies are more careful of internal training fidelity. The retention strategy is also different between American and Japanese company. For the retention strategy, American company use an elimination system but the employees in Japan are generally not easily dismissed. Relative to the straight forwardness of Westerners, Asians are more careful about “face”. The interpersonal relationship is the foundation of social relations. The bottom line for East Asians are that people cannot cause a loss of face (Björkman & Lu, 1999). There is different communication between the West and East Asia. Westerners communicate without mincing words. They adopt a straight forward way to communicate with another person. Eastern Asians adopt an implicit way to communicate with people. It is based on the relationship with other people. Eastern 29

Asia people aren’t usually straightforward to express “No” or their opinion. Based on the respect of some person they always use another way of euphemistic expressions to give their opinion. In Eastern countries, communication requires the receiver to understand and judge. This may cause some difficulties in management because a manager cannot really know what they think (Yum, 1988). There has been a low level of hierarchy in the western world and a weak relationship between people. The western world encourages people to have the same power and the power of the leader has controlled. Westerners are open minded and positive about the way things change. They believe the work and daily life have the same importance. Western world culture emphasizes individual values and influence with industrial civilization it has an aggressive natural sense of worth. Japan has a strict hierarchy. Subordinates obey higher positions and it emphasizes the individual needs to follow the ideology and ethics of the masses. Employees trust in the organization and have a violent emotional attachment (Ouchi, 1981). People management in Korea is synthesized from the American and Japanese people management model. The ideology and ethics is also based on Confucianism and traditional culture in Korea. Employees have a certain loyalty and attach importance to collective credit. It has a strong job responsibility. Organizational culture theory first appeared in the United States. Ouchi (1981) indexed Z-theory and also indexed the key factor for the success of Japanese companies is their unique corporate culture. Since the 1970s American companies are facing more and more serious competition from Japanese companies. Pascale and Athos (1981) indexed in the art of Japanese Management the Japanese management is different with the American’s “hardware” management. It is “software” management. And also indexed Mckinsey 7S Model (strategy, structure, skills, staff, shared values, systems and style) in management. China has a two thousand year feudalism history. The management practice in ancient China is the administrative management based on experience management. In the Pre- Period, many famous thinkers sprang up and engendered many learning sects. and Meng Zi “people oriented”; Lao-tzu “governed by doing nothing that goes against nature”; Sun Zi Master Sun’s Art of War...... This ancient people theory influenced China and also East Asia (like Japan and Korea) for 30 a thousand years. Confucianism influenced South Korea organization and education culture. The manager in South Korea is more inclined to authoritative leadership. The characteristic of organizational culture is a hierarchical closed system, an age- ranking system, paternalism, masculine dominant culture, and academic collectivism based on Confucian ethical values and principles (Lee, 2001). People management in South Korea accepts the American and Japanese people management model and combines national characteristics and culture to form South Korea’s own people management (Rowley et al., 2012).

3. Record of the Three Kingdoms The Three Kingdoms (AD 220–280) was the tripartite division of China between the states of Wei, Shu, and Wu, following the Han Dynasty and preceding the . The term “Three Kingdoms” itself is a matter of a mistranslation, since each state was eventually headed not by a king, but by an who claimed legitimate succession from the Han dynasty (Tanner, 2009). Nevertheless, the term “Three Kingdoms” has become standard among sinologists. To further distinguish the three states from other historical Chinese states of similar names, historians have added a relevant character: Wei is also known as Cao Wei, Shu is also known as Shu Han, and Wu is also known as Dong (or Eastern) Wu (Ward, 2008). The authoritative historical record of the era is Chen Shou’s Records of the Three Kingdoms, along with ’s later annotations of the text. Academically, the period of the Three Kingdoms refers to the period between the foundation of the state of Wei in 220 AD and the conquest of the state of Wu by the Jin Dynasty in 280. The earlier, “unofficial” part of the period, from 184 to 220, was marked by chaotic infighting between warlords in various parts of China. The middle part of the period, from 220 and 263, was characterized by a more militarily stable arrangement between three rival states of Wei, Shu, and Wu. The later part of the era was marked by the conquest of Shu by Wei (263), the usurpation of Wei by the Jin dynasty (265), and the conquest of Wu by the Jin (280).

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3.1 Record of the Three Kingdoms The Record of the Three Kingdoms is a Chinese historical text which covers the history of the late Eastern Han Dynasty (c.184–220 A.D.) and the Three Kingdoms period (220–280 A.D.). Characterized by its brevity in content, it is widely regarded as the official and authoritative historical text for that period. Prepared by Chen Shou in the third century, the work combines the smaller histories of the rival states of Cao Wei, Shu Han and Eastern Wu in the Three Kingdoms period into a single text. Together with the Records of the Grand Historian, and , the Records of Three Kingdoms is part of the early four of the Twenty-Four Histories canon. It contains 65 volumes and about 360,000 which are divided into three books. The contains 30 volumes, the Book of Shu 15 volumes, while the Book of Wu contains 20 volumes. Each volume is organized in the form of one or more biographies. The amount of space a biography takes up is driven by the importance of the figure. The three books in the Records of the Three Kingdoms end at different dates, with the main section of the Book of Wei ending with the abdication of Cao Huan in 265, the Book of Shu ending with the death of in 271, and the Book of Wu ending with the death of Sun in 284. The book is also important to the research of Japanese history (where it is known as ). For its volume on is the first historical document to make explicit mention of Japan. 3.1.1 Book of Wei

Table 1 Book of Wei

Volume Title Notes 1 Annals of Emperor Wu Cao Cao 2 Annals of Emperor Wen Cao 3 Annals of Emperor Ming Cao 4 Annals of the three young , Cao , Cao Huan

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Table 1 (Continued)

Volume Title Notes 5 Biographies of empresses and Bian, concubines Lady , Guo Nüwang, Empress Mao, Empress Guo 6 Biographies of Dong, the two Yuans, , Shao, and Shu, 7 Biographies of Lü Bu and Zang Miao, Chen Hong 8 Biographies of the two Gongsuns, Gongsun Zan, , Tao, and the four Zhangs Zhang , Gongsun Du, Zhang , , 9 Biographies of the Xiahous and Dun, , Xiahou Caos Yuan,, Cao Chun, ,Cao Xiu, , Cao Shuang,Xiahou Shang, Xiahou Xuan 10 Biographies ofXun Yu, Xun You, , Xun You, and and Jia Xu 11 Biographies of Yuan, Zhang, , , ,Liang Guo, , , Bing, and Guan Mao, ,Tian Chou, ,Bing Yuan, 12 Biographies of Cui, Mao, Xu, He, , , Xu Yi,He , and Kui, , Bao Xun, Sima 13 Biographies of , , Zhong Yu, andWang Lang

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Table 1 (Continued)

Volume Title Notes 14 Biographies of Cheng, Dong, Guo, , Sun Xiao, , Liu, Jiang, and Liu Dong , Liu , Jiang , Liu Fang 15 Biographies of Liu, Sima, Liang, Liu , Liu , Sima Lang, Zhang, Wen, and Jia Liang ,, Zhang Ji, , Jia Kui 16 Biographies of Ren, Su, Du, , , ,, Zheng Hun, and Cang Cang 17 Biographies of Zhang, , Yu, , , , Zhang, and Xu , 18 Biographies of the two Lis, Zang, , Li Tong, Zang ,Wen Wen, Lü, Xu, Dian, the two Pangs, Ping, Lü Qian, Xu , and Yan Dian Wei, , Pang Yu,Yan Wen 19 Biographies of the princes of Cao Zhang, , Rencheng, Chen, and Xiao 20 Biographies of nobles in Emperors Cao Ang, , Wu and Wen’s time , Cao , , , Cao Gun,, Cao Jun, Cao Ju, Cao Gan, Cao Shang, Cao Biao, Cao Qin, Cao Cheng, Cao Zheng, Cao Jing, Cao Jun, Cao Ji, Cao Hui, Cao Mao, , Cao Mao, Cao Lin, , Cao Yong, Cao Gong, Cao Yan 21 Biographies of Wang, Wei, and the Wang Can, Wei Ji, Liu Yi, two Lius Liu Shao, Fu Jia 34

Table 1 (Continued)

Volume Title Notes 22 Biographies of Huan, the two Chens, Huan Jie, Chen Qun, , Xu, Wei, and Lu , Xu Xuan, Wei Zhen, Lu Yu 23 Biographies of He, Chang, Yang, He Qia, Chang Lin, Yang Jun, Du, Zhao, and Pei , Zhao Yan, Pei Qian 24 Biographies of Han, Cui, Gao, Sun, , , Gao Rou, Sun and Wang Li,Wang Guan 25 Biographies ofXin Pi, , Xin Pi, Yang Fu, Gaotang Long and Gaotang Long 26 Biographies of Man, Tian, Qian, and , , Qian Zhao, Guo 27 Biographies of Xu, Hu, and the two , Hu Zhi, Wang Chang, Wangs 28 Biographies of Wang, Guanqiu, Wang Ling, Guanqiu Jian, , Deng and Zhong Zhuge Dan, , 29 Biographies offangshis and artisans , Du Kui, Jianping, Zhou Xuan, 30 Biographies of the , Wuhuan, , Xianbei, and , ,Okjeo, Yilou, Yemaek, Samhan, Wa; and a long footnote at the end containing the chapter on theXirong, or ‘Peoples of the West’ from the Weilüe, or “Brief Account of the Wei Dynasty,” composed by in the second third of the AD.

35

3.1.2 Book of Shu

Table 2 Book of Shu

Volume Translation Notes

31 Biographies of the two Lius ,

32 Biography of the Former

33 Biography of the Later Lord Liu Shan

34 Biographies of concubines and sons of Lady Gan, , the two Lords Empress Zhang (former), Empress Zhang (later), Liu Yong, , Liu Xuan

35 Biography of Zhuge Qiao, Zhuge Zhan,

36 Biographies of Guan, Zhang, , , , Ma , Huang, and Zhao ,

37 Biographies of and Pang Tong, Fa Zheng Zheng

38 Biographies of Xu, Mi, Sun, Jian, Yi, , Mi Zhu, Mi Fang, and Qin ,, , Qin Mi

39 Biographies of Dong, Liu, Ma, Chen, , , Ma Liang, Dong, and Lü , Chen Zhen, , Chen Zhi,Lü Yi

40 Biographies of Liu, Peng, Liao, Li, , , , Liu, Wei, and Yang ,Liu Yan, ,

36

Table 2 (Continued)

Volume Translation Notes

41 Biographies of , Wang, Xiang, Huo Jun, , , Zhang, Yang, and Fei , Xiang Lang, Xiang Chong,, Yang Hong, Fei ,

42 Biographies of Du, Zhou, Du, Xu, , , Du Qiong, Meng, , Yin, Li, Qiao, and Xi , , ,,, Qiao Zhou,

43 Biographies of Huang, Li, Lü, Ma, Huang , , , Wang, and Zhang , Wang Ping,

44 Biographies of , Fei Yi, Jiang Wan, Fei Yi, andJiang Wei

45 Biographies of Deng, Zhang, Zong, Deng Zhi, Zhang Yi, , and Yang Liao Hua,

3.1.3 Book of Wu

Table 3 Book of Wu

Volume Translation Notes

46 Biographies of Sun Who Defeats , Barbarians, and Sun Who Attacks Rebels

47 Biography of the Lord of Wu

37

Table 3 (Continued)

Volume Translation Notes 48 Biographies of the three heirs , Sun Xiu,

49 Biographies of , Taishi Ci, and Ze Rong, 50 Biographies of concubines and ladies Lady Wu, , Lady Xie, Lady Xu, Bu Lianshi, Lady Wang, Lady Wang, Empress Pan, Quan Huijie, , Empress Dowager He, Fanglan 51 Biographies of nobles , , Sun Jiao, , Sun Ben, , , Sun Kuang, , Sun Huan 52 Biographies of Zhang, , Zhuge, and , Zhang Fen, Bu Zhang Cheng, Zhang Xiu, , Gu Shao, Gu , Gu Cheng, Zhuge Jin, 53 Biographies of Zhang, Yan, Cheng, , , Kan, and Xue , , 54 Biographies of , , Zhou Yu, Lu Su, Lü Meng and Lü Meng 55 Biographies of Cheng, Huang, Han, , Huang Gai, Jiang, Zhou, Chen, Dong, Gan, Ling, Han Dang, , Xu, Pan, and Ding , , , Gan Ning, , , , 38

Table 3 (Continued)

Volume Translation Notes

56 Biographies of Zhu Zhi, Zhu Ji, Zhu Ran, Lü Fan, and Zhu Huan

57 Biographies of Yu, Lu, Zhang, Luo, , , , Luo Lu, Wu, and , , , Zhu Ju

58 Biography of

59 Biographies of the five sons of the , Sun Lü, Lord of Wu , , Sun Fen

60 Biographies of He, Quan, Lü, Zhou, He , , Lü Dai, and Zhou Fang, Zhongli Mu

61 Biographies of Pan Jun and Pan Jun, Lu Kai

62 Biographies of and Hu Zong Xu Xiang

63 Biographies of Wu Fan, Liu Dun, and Wu Fan, Liu Dun, Zhao Da Zhao Da

64 Biographies of Zhuge, Teng, the two Zhuge Ke, , , Suns, and , Puyang Xing

65 Biographies of Wang, Lou, He, Wei, , Lou Xuan, and Shao, Wei Zhao, Hua He

3.2 Introduce History of the End of Eastern Han Dynasty According to the research needed, the researchers expounded the history of the Three Kingdoms so as to facilitate the readers’ understanding of it. This section mainly expounds the historical events of the period of the Three Kingdoms and the activities of Cao Cao. The Three Kingdoms period is divided into three parts. 3.2.1 The 184 A.D. - 194 A.D. At the end of the Eastern Han Dynasty, because of the decadent rule of 39 the dynasty, the exploitation of the landlords and the natural disasters, finally led to a large-scale peasant uprising in 184 AD. The Yellow turban rebellion was led by Zhang Jiao. It was an organized and prepared national peasant uprising. The Yellow turban rebellion in the country influence was very widespread. The Han Dynasty did not have the ability to effectively suppress it. In 188 years, each of the local executive organizations in the army ordered the emperor of the Yellow turban army crackdown. Local despots had also organized armed forces to protect their homes. The Yellow turban rebellion in 194 years finally surrendered and declared the end of the Yellow turban army. What is traditionally thought of as the beginning of the “unofficial” Three Kingdoms Period is the Yellow Turban Rebellion led by Zhang Jiao in 184. The year- long revolt devastated northern China, as Zhang’s religious sect, the Way of Peace, battled the weakened Han , whose army was led by . The Way of Peace was primarily composed of farmers who had suffered greatly under the corrupt government system and thus easily converted from Zhang Jiao to create a “new and peaceful world.” The rebellion ended when Zhang Jiao died of illness, but the chaos the rebellion wrought, when combined with the natural disasters that had overrun China in the same period, destabilized the Han Dynasty and doomed it to fall. The rebellion also caused the central government to increase the allowance of military power of the local governments, which was one of the causes of the warring period that followed. Activities of Cao Cao: Yellow Turban Rebellion, Cao Cao was responsible for exterminating the bandits for the area of Yingchuan City. In several strategic movements and battles, he controlled Dui province and defeated several factions of the Yellow Turban rebels.Afterwards, Cao Cao was in office in Ji Nan and punished corrupt officials. 3.2.2 The Period of Dong Zhuo from 190 A.D. - 192 A.D. The death of Emperor Ling in May 189 A.D. led to an unstable regency under General-in-chief He Jin and renewed rivalry between the factions of the eunuchs and regular civil bureaucracy. The assassination of He Jin, his chief ally the Colonel-Lieutenant of Retainers, led a massacre of the eunuchs in the imperial palaces in . This event prompted the invitation of frontier general 40

Dong Zhuo to enter Luoyang from the northwest boundary of China. At that time China faced the powerful barbarians of the Qiang tribe to the northwest, and thus Dong Zhuo controlled a large army with elite training. When he brought the army to Luoyang, he was in a position to easily overpower the existing armies of both sides and took control of the imperial court, ushering in a period of across China. Dong Zhuo then manipulated the succession so that the future Emperor Xian can take the throne in lieu of his elder half-brother. Dong Zhuo, while ambitious, genuinely hoped for a more capable emperor. On his way to Luoyang, he encountered a small team of soldiers providing protection for the two sons of Emperor Ling fleeing the war zone. In the encounter, Dong Zhuo acted arrogant and threatening, causing the elder half-brother to be paralyzed with fear; the younger brother, future Emperor Xian, responded calmly with authority and commanded Dong Zhuo to protect the royal family with his army to return to the Imperial Court. While Dong Zhuo originally wanted to re-establish the authority of the Han Empire and manage all the political conflict properly, his political capability proved to be much worse than his military leadership. His behaviour grew more and more violent and authoritarian, executing or sending into exile all that opposed him, and showed less and less respect to the Emperor. He ignored all royal etiquette and openly carried weapons into the imperial court frequently. In 190 A.D., a coalition led by Yuan Shao was formed between nearly all the provincial authorities in the eastern provinces of the empire against Dong Zhuo. The mounting pressure from repeated defeat on the southern frontline against the Sun Jian forces drove the Han Emperor and later Dong Zhuo himself west to Chang’an in May 191 A.D. Activities of Cao Cao: 190 A.D. Cao Cao with another warlord against Dong Zhuo. 3.2.3 The Period of the Vassal Melee 191A.D. - 220 A.D. 191 A.D., The Battle of Jieqiao between warlord Yuan Shao and warlord Gongsun Zan (warlord of Eastern Han dynasty); Sun Jian (father of Sun Ce and Sun Quan, general of the Eastern Han Dynasty) was killed in action at the Battle of when he against with Liu Biao; Yuan Shao annexed (magistrate of the Eastern Han dynasty). 41

Activities of Cao Cao: The Han empire was divided between a number of regional warlords. Xun Yu came to join Cao Cao’s group, later to become one of the main adviser to Cao. In the autumn of 191 A.D., the Heishan rebels led by Yu Du, Bai Rao, Gui Gu were attracting Wei and Dong counties. Cao Cao led his troops defeated them and occupied Puyang city. 192 A.D., Dong Zhuo forced millions of residents of Luoyang to migrate to Chang’an. Dong Zhuo was slain by his own adopted son, Lu Bu and his father-in- law . The Battle of Jieqiao, warlord Yuan Shao fought with warlord Gong Sunzan; The Battle of Jumashui, warlord Gong Sunzan fought with warlord Yuan Shao; The Battle of Longcou, warlord Gong Sunzan fight with warlord Yuan Shao; Li , (both of them was the general of Dong Zhuo) led the army into Changan and fought with and Han (warlord of Eastern Han Dynasty in north-west of China). Activities of Cao Cao: The Battle of Wuyang, Cao Cao attacked Heishan Army, Battle of Yanzhou, Cao Cao broke the Yellow turban army. This earned him the aid of other local militaries controlled by and , who joined his cause to create his first sizable army. He continued the effort and absorbed approximately 300,000 Yellow Turbans into his army as well as a number of clan-based military groups particular to the eastern side of Qing province. 193 A.D., Yuan Shao and Gongsun Zan fight for Qing province; Battle of Congzhou, (warlord in the End of Eastern Han Dynasty, brother of Yuan Shao) incorporated the residual force of Heishan army and prepared to attack Cao Cao; The Battle of Fengqiu, Cao Cao defeated Yuan Shu; 42

The Battle of Pengcheng, Cao Cao went to war with Tao Qian of Xu Province; The Battle of Youzhou, Gongsun Zan defeated (Magistrate of You province); The Battle of , (son of Yuan Shao) attacked (general of Gongsun Zan). The Battle of Changshan, Yuan Shao attacked Heshan robbers. Yuan Shu occupied Huainan province; Battle of Yan Province between Cao Cao and Lv Bu (general of Eastern Han dynasty). Activities of Cao Cao: Cao Cao defeated Yuan Shu, and remove Yuan Shu’s threaten for Yan province. Cao Cao had defeated Tao Qian and slaughtered the people because Tao’s subordinate Zhang Kai murdered Cao Cao’s father Cao Song in Xu province. 194 A.D., Tao Qian received the support of Liu Bei and Gongsun Zan against with Cao Cao; Lv Bu occupied Yan province from Cao Cao and defeat him; Sun Ce’s conquests in Jiangdong began. Battle of Lujiang, Sun Ce defeat Lu Kang; Tao Qian died, Liu Bei led Xu province. Activities of Cao Cao: Zhang Miao and Chen Gong revolted Cao Cao, they elected Lv Bu as the leader of Yan Province and helped Lv Bu attacked Cao Cao. Cao Cao was defeated by Lv Bu, then Yuan Shao persuaded Cao Cao submitted to the authority of him. Cao Cao followed with Cheng Yu’s idea rejected by Yuan Shao. 195 A.D., Battle of Changan, Dong Zhuo’s former subordinates Li Jue and Guo Si dueled in Changan (city name, Capital of the Eastern Han dynasty); Yuan Shao greeted the Emperor wanted to “controls the political situation using emperor”; Emperor Xian returned to Luoyang; The Battle of Dingtao, Cao Cao defeat Lv Bu occupied Yan province again; Sun Ce began accomplishments of obtaining the dominant position. Battle of ’e, Sun Ce attacked Liu Yiao; Battle of Shenting, Sun Ce fight with Taishi Ci. 43

The Battle of Yuzhang, Liu Yao attack Zhuge Xuan; The Battle of Hongnong, Guo Si and Li Cui attack and ; The Battle of Dongjun, Yuan Shao attack Zang Hong; The Battle of Baoqiu, Xianyufu attack Gongsun Zan. Activities of Cao Cao: Cao Cao retook Yanzhou from Lv Bu. Lv Bu fled to and was received by Liu Bei, and an uneasy alliance began between the two. Cao Cao led the Yan province. 196 A.D., Cao Cao found Emperor Xian of Han in the ruins of the old capital Luoyang and brought him to , where the new capital was established; Yuan Shu attacked Liu Bei; The Battle of Xiapi, Lv Bu seized control of Xu Province’s capital Xiapi from Liu Bei; The Battle of Liangxian, Cao Cao attack Yang Feng (general of Eastern Han dynasty); The Battle of Kuaiji, Sun Ce attack (magistrate of Kuaiji); Cao Cao received the Emperor to Xu. Activities of Cao Cao: Cao Cao broke the Yellow turban army in Ru’nan and Yingchuan. Guo Jia an important adviser join Cao Cao’s team. Cao Cao established an imperial court at Xuchang and developed military agricultural colonies (“”) to support his army. Although the system imposed a heavy tax for hired civilian farmers (40% to 60% of agricultural production), the farmers were more than pleased to be able to work with relative stability and professional military protection in a time of chaos. 197 A.D., Yuan Shu claimed to be emperor; The Battle of Wan was Battle of Yushui and Battle of Huyang. Cao Cao attack Zhang Xiu in 197 AD; Campaign against Yuan Shu began. Battle of Qiyang, Cao Cao attack Yuan Shu. Liu Bei, Sun Ce and Lv Bu attack Yuan Shu; The Battle of Huaiyang, Yuan Shu eliminated Liu Pang; The Battle of Ju, Lv Bu attack Zang Ba; Sun Ce suppressed the rebellion. 44

Activities of Cao Cao: January, 197 A.D. Battle of Wan city. Cao Cao led his army from Xuchang to attack Jing Province, which was governed by Liu Biao. On the way, Cao Cao arrived at Wan city, which was controlled by Zhang Xiu. Zhang Xiu’s strategist Jia Xu suggested to his lord to feign surrender to Cao Cao first, and then drew up a plan to drive Cao away. Zhang Xiu revolted against Cao Cao and launched a surprise attack on Cao’s camp at night. Cao Ang (Son of Cao Cao) and Dian Wei died in battle. Nonverbal, Cao Cao against Zhang Xiu again, and defeat him to regain of lost territory. 198 A.D., Second Battle of Wan, Cao Cao attack Zhang Xiu again; Duan Wei killed Li Jue; The Battle of Xiapi, the combined forces of Cao Cao and Liu Bei defeat Lv Bu; Cao Cao annihilated Lv Bu; was killed by his general; Sun Ce met Zhou Yu. Activities of Cao Cao: Cao Cao attack Zhang Xiu again on March 198. On May, Liu Biao led army to support Zhang Xiu. Cao Cao was back in because Yuan Shao prepared to attack Xu. Cao Cao used troops in ambush defeat Liu Biao and Zhang Xiu’s army and victory retreat. September, Cao Cao attack Lv Bu in battle of Xiapi. Cao Cao killed Lv Bu and Chen Gon, and got Zhang Liao and Zang Ba to join his team. 199 A.D., Yuan Shao eliminated Gongsun Zan in the Battle of Yijing; Gongsun Zan died. Yuan Shao annihilated Gongsun Zan and occupy Qing, You, Bing, Ji four province; Yuan Shu was defeated and dies in Shouchun; Yuan Shu died; Liu Bei revolted and Cao Cao occupy Xu province; Cao Cao defeats Liu Bei and retakes Xu Province; Guan Yu surrendered to Cao Cao and temporarily served the latter. Activities of Cao Cao: Cao Cao stormed and captured of Henei. Yuan Shao didn’t listen Ju Shou’s idea and prepared to attack Cao Cao. Cao Cao prepare to 45 fight with Yuan Shao. Zhang Xiu surrendered to Cao Cao. Cao Cao accepted Zhang Xiu and vice nice to him. Cao Cao said heroes just only Liu Bei and Himself. 200 A.D., Secret imperial edict hidden in the clothing pocket (Dong Cheng, Liu Bei, Zhong Ji, Wu Zilan conspired to kill Cao Cao and failed); The Battle of Xuzhou, Cao Cao defeat Liu Bei. Liu Bei go to Yuan Shao for shelter; Sun Ce pacified Yuzhang; Sun Ce was assassinated; Sun Quan succeeded Sun Ce as warlord of Jiangdong; The Battle of , Liu Biao occupied Changsha; The Battle of Yangzhou, occupied Yangzhou city; The Battle of , Zhang Lu occupied Hanzhong city; The Battle of Guandu between Cao Cao and Yuan Shao. Activities of Cao Cao: Dong Cheng secretly killed Cao Cao the things leaked, Dong Cheng, Wu Zilan, Wang Zilan, and imperial concubine Dong (daughter of Dong Cheng), were killed by Cao Cao. Cao Cao defeat Liu Bei, Guan Yu was booked by Cao Cao. Two major forces between Cao Cao and Yuan Shao. Battle of Baima Cao Cao’s team killed (general of Yuan Shao); Battle of Yan Jin Cao Cao’s team killed (general of Yuan Shao); Battle of Guandu Cao Cao defeat Yuan Shao and killed seventy thousand captives. 201 A.D., Battle of Cangting, Cao Cao defeated Yuan Shao in Cangting; Cao Cao‘s campaigned to reunify northern China begin; Liu Zhang succeeded his father Liu Yan defeated rebel of Zhao Wei. Activities of Cao Cao: Cao Cao defeated Yuan Shao in Cangting. September, Cao Cao defeated Liu Bei. 202 A.D., Cao Cao built Suiyang canal; Yuan Shao dies. His sons Yuan Shang and Yuan Tan fight for the domains of his father; Liu Bei defeated Cao Cao’s general ; Cao Cao‘s campaigned to reunify northern China begin; Sun Quan didn’t send the hostage to Cao Cao. Activities of Cao Cao: Cao Cao built Suiyang canal and army stationed in 46

Qiao county. The same year, Cao Cao dispatched Zhong You fight with Southern (an ancient nationality in China). Zhong You acquired Ma Teng’s help. 203 A.D., Cao Cao was ordered to build schools; Brothers of Yuan Tan and Yuan Shang were attacking each other; Wenji returned to the Han Dynasty; The Battle of Liyang and Ye, Cao Cao attacked Yuan Tan and Yuan Shang; Cao Cao attacks Liu Biao; Yuan Tan surrendered to Cao Cao; The Battle of Xiakou between Sun Quan and Liu Biao; Sun Quan stabilized DongWu. Activities of Cao Cao: Cao Cao started schools. Cao Cao dispatched a messenger to atone for talented woman Cai Wenji. Cai Wenji according to the memory of deceased father compiled 4000 volumes of more than 400 articles. And she collected the writings of a dead author of Cai Yong. February, Cao Cao attacked Li Yang and defeated Yuan Shang and Yuan Tan. Cao Cao followed Gu Jia’s idea did not attack them and waited for them to fight each other again. August, Yuan Tan was defeated by Yuan Shang and surrender for Cao Cao. 204 A.D., Cao Cao built Baigou, and used water to Grain transportation; Cao Cao attack and occupy Ye City; Cao Cao attack and destroyed Yuan Tan; The Battle of Danyang, Sun Quan defeat Wei Lan. Activities of Cao Cao: Cao Cao defeated Yuan Shang and occupy Ye City. Xu You was killed because he adopted an arrogant attitude and made Cao Cao angry. Cao Cao professed Yuan Tan did not follow convention, afterwards attack and destroy Yuan Tan. 205 A.D., and Yuan Shang escape to WuHuan; Cao Cao suppressed the rebellion; Cao Cao attack WuHuan. Activities of Cao Cao: Cao Cao suppressed the rebellion and killed rebel leader Zhao Du and Huo Nu. The chieftain of Heishan army joined Cao Cao’s team. In summer, WuHuan (original inhabitants) attack Guangping. Cao Cao lead the army to rescue Guangping and defeated WuHuan. 47

206 A.D., The Battle of Huguan, Cao Cao defeated Gao Gan and occupy Bing province. Activities of Cao Cao: Cao Cao lead his army and defeated Gao Gan to occupy Bing province. After that he made arrangements for Liangxi to administer Bing province. Yue Jin and Li Dian defeated pirate Guan Cheng with Cao Cao’s order. 207 A.D., Northern China was united under Cao Cao’s control after the Battle of White Wolf Mountain; Zhuge Liang served Liu Bei. Activities of Cao Cao: Cao Cao used Zhang Liao as a vanguard and defeated WuHuan in The Battle of White Wolf Mountain and killed WuHuan’s leader TaDun. 208 A.D., Battle of Jiangxia between Sun Quan and Liu Biao; Liu Cong surrenders Jing Province to Cao Cao; The Battle of Dangyang, Cao Cao defeat Liu Bei; The between Cao Cao and the combined forces of Liu Bei and Sun Quan. Activities of Cao Cao: Cao Cao serving Prime Minister and make war to south Liu Biao. Liu Biao die in his bed. Liu Chong son of Liu Biao surrender to Cao Cao. Rong with his talent always ridiculed Cao Cao. Because of ’s fame, Cao Cao was so tolerant of his words but disgusted with his deeds. Xi Lv collected Kong Rong’s crimes under Cao Cao’s acquiescence and Cao Cao killed Kong Rong. Battle of Red Cliffs Cao Cao was defeated by Zhou Yu. 209 A.D., The Battle of , Sun Quan attack Cao Cao; Sun Quan married his sister to Liu Bei Activities of Cao Cao: Battle of Hefei City, no victory between each other. He Qia suggested Cao Cao an official could not be chosen in one respect and acquired admiration from Cao Cao. 210 A.D., Cao Cao issued decrees to recommend talents; Cao Cao built the Assassins in Ye City; Liu Bei met Sun Quan in Jingkou; Sun Quan’s general Zhou Yu die. The Battle of , Bu Zhi eliminate Wu Ju in Jiaozhou; 48

Activities of Cao Cao: Cao Cao issued decrees to recommend talents. Cao Cao built the Assassins in Ye City. In winter, Cao Cao issued decrees Yang Xia, Zhe, Ku, made three counties of twenty thousand households returned to the state to reduce the slander remarks about him. 211 A.D., The Battle of between Cao Cao and a coalition force led by and Han Sui; Cao Cao’s campaigns in northwestern China. Activities of Cao Cao: Cao Cao appointed Zhongyou troops to crusade Zhang Lu of Hanzhoung. Gao Rou cautioned Cao Cao against such a move, saying that sending troops west could draw suspicion from the warlords in the area and cause them to revolt. The various warlords in the region were afraid that Cao Cao wanted to attack them, because Zhong Yao’s army would pass by Guanzhong on the way to Hanzhong. As soon as Zhong Yao’s army entered Guanzhong, the warlords, under the leadership of Ma Chao and Han Sui, formed a coalition (known as the “Guanxi Coalition”, or “coalition from the west of Tong Pass”) and rebelled against the Han imperial court. The Coalition was defeated by Cao Cao. Cao Cao occupy . 212 A.D., Liu Bei’s takeover of Yi Province begins; Cao Cao led the troops against Sun Quan. Activities of Cao Cao: Cao Cao led the troops against Sun Quan in Ruxu. Cao Cao gasped in admiration of Sun Quan’s army and took his army back. Xunyu due to illness in Shouchun, and die when he drank the poison. 213 A.D., Emperor Xian of Han enfeoffs Cao Cao as “Duke of Wei” and granted him the nine bestowments; Battle of Ruxu, Cao Cao attack Sun Quan. Activities of Cao Cao: Cao Cao led the troops against Sun Quan. Cao Cao interjected that I wish I had a son like Sun Quan. Emperor Xian of Han enfeoffs Cao Cao as “Duke of Wei” and granted him the nine bestowments. Ma Chao was defeated by Yang Fu.

49

214 A.D., Sun Quan broke Wan City; Liu Bei occupied Yi province. Activities of Cao Cao: King of Han, empress Fu and her father Fu Wan conspired to kill Cao Cao, but the plan leaked. Cao Cao killed Fu Wan and empress Fu. 215 A.D., Liu Bei takes complete control of Yi Province from Liu Zhang; Zhang Lu surrenders Hanzhong to Cao Cao after the Battle of Yangping; Battle of Xiaoyao Ford between Cao Cao and Sun Quan Activities of Cao Cao: Cao Cao’s daughter became empress. In March, Cao Cao attack Zhang Lu. In November, Zhang Lu surrendered to Cao Cao, and Cao Cao occupied Hanzhoung and unified the North. Cao Cao dispatched Zhang He to Dangqu. 216 A.D., Emperor Xian of Han promoted Cao Cao to “King of Wei. Activities of Cao Cao: Cao Cao Knighted as “King of Wei”. In May, Cao Cao dispatched Pei Qian to placate WuHuan. The same mouth, Cui Yan was framed by others. Cao Cao killed him. In July, Cao Cao split south Xiongnu into five parts because of south Xiongnu the population multiplied and the power grew. In October, Battle of Ruxu, Cao Cao attack Sun Quan in Ruxu. 217 A.D., Liu Bei attack Hanzhong; Second Battle of Ruxu between Cao Cao and Sun Quan. Activities of Cao Cao: Cao Cao promulgated a decree to make subordinate introduce talents. Second Battle of Ruxu, Cao Cao ordered the army against with Sun Quan. 218 A.D., revolted and against Cao Cao. Yan Kuang defeated Ji Ben; Cao Hong defeated and killed Wu Lan; WuHuan revolt Cao Cao, and Cao Cao dispatched Cao Zhang to fight; Hou Yin revolt Cao Cao in Wan, Cao Ren led the army fight to him. Activities of Cao Cao: Ji Ben revolted against Cao Cao. Yan Kuang defeated Ji Ben. WuHuan revolt Cao Cao, and Cao Cao dispatched Cao Zhang (son of Cao Cao) to fight. Cao Zhang with Tian Yu’s stratagem defeated WuHuan. Hou Yin revolt Cao Cao in Wan, Cao Ren led the army defeated and killed him. In the south, Cao Hong defeated and killed Wu Lan. 50

219 A.D., Liu Bei emerged victorious in the Hanzhong Campaign and declares himself “King of Hanzhong”; Battle of Fancheng between the forces of Cao Cao and Liu Bei; Lv Meng’s invasion of Jing Province; Guan Yu was captured and executed by Sun Quan. Activities of Cao Cao: General Yu Jin was capture and general Pang De was killed by Guan Yu. Cao Cao sent letter to Sun Quan and asked Sun Quan to attack Guan Yu. 220 A.D., Cao Cao dies; forced Emperor Xian of Han to abdicate the throne to him and ends the Han Dynasty; Cao Pi established the state of Wei; Sun Quan becomes a vassal under Wei. Activities of Cao Cao: Cao Cao died of illness, Cao Pi son of Cao Cao succeed to the post of father. 3.2.4 Maps of Warlords in the End of Eastern Han Dynasty

“—” shows Limits of power; “---” shows Land change caused by earth change; “●” shows major cities.

Figure 1 The Major Warlords of the Han Dynasty in the 190s, including Cao Cao Source: Wikipedia (2018a)

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3.2.5 Three Kingdoms Period Since 211 A.D., Cao Cao unified the north of China and ended the state of the feudal separatist state in the north of China. At that time, the warlords only occupied Hanzhong City, Liu Zhang occupied Yi province, Sun Quan occupied Jiangdong, Liu Bei occupied Jing province. In 215 A.D., Liu Bei occupied Yi province. Cao Cao destroyed Zhang Lu and the occupation of Hanzhong City, from the beginning of the Three Kingdoms. Because Cao Cao didn’t become an emperor before his life. Liu Bei and Sun Quan also continued to obey the Han Dynasty. So, at that time, though the state was divided, they still served the Han Dynasty. In 220 A.D., Cao Cao died, his son Cao Pi inherited his position and force the hanxiandi way. In 221 A.D., Liu Bei did not recognize the Wei Dynasty and proclaimed himself Emperor in . In 229 A.D., Sun Quan stood as an emperor and countered with Cao and Liu. 3.2.6 Map of the Three Kingdoms Periods

“- - -” shows Limits of power “◌” shows Major City

Figure 2 Map Showing the Three Kingdoms as of 262 A.D. Source: Wikipedia (2018b)

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3.3 Introduce of Cao Cao Cao Cao, Mengde, was a Chinese warlord and the penultimate Chancellor of the Eastern Han dynasty who rose to great power in the final years of the dynasty. As one of the central figures of the Three Kingdoms period, he laid the foundations for what was to become the state of Cao Wei and was posthumously honoured as “Emperor Wu of Wei”. Although he is often portrayed as a cruel and merciless tyrant in subsequent literature, Cao Cao has also been praised as a brilliant ruler and military genius who treated his subordinates like his family. During the fall of the Eastern Han dynasty, Cao Cao was able to secure the most populated and prosperous cities of the central plains and northern China. Cao had much success as the Han chancellor, but his handling of the Han emperor Liu Xie was heavily criticized and resulted in a continued and then escalated civil war. Opposition directly gathered around warlords Liu Bei and Sun Quan, whom Cao was unable to quell. Cao was also skilled in poetry, martial arts, and wrote many war journals. 3.4 The Analysis of Scholars on the Three Kingdoms Stories Three Kingdoms has an extremely high research value. Different scholars form different angles to analysis it. Three Kingdoms is a description of the war and history but is also implicitly political (Lam, 2011), cultural (Xiao-lin, 2002), economical (Chen, 1994), art (Roberts, 1999), management (Tung, 1996) and also traditional Chinese medicine (Wai, 2004). It has a unique value in academic circles. Record of Three Kingdoms influenced the Chinese political though (Moody, 1975). The Record of Three Kingdoms influenced Mao’s global order of tripolarity (Lam, 2011). The human-human interaction in Record of Three Kingdom has a scale free and hierarchical network properties (Lee, Shin, Ku, & Kim, 2009). The spatial narration in Record of Three Kingdoms is a very important part. It included long periods of general plans of the important officials in every kingdom and geographical conditions in every campaign (Yan-lei, 2005).

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4. Leadership Attributes A leader is a person that holds a dominant or superior position within a field, and is able to exercise a high degree of control or influence over others. From the Philosophical writings from Plato’s Republic, the quest for leadership has been going on for centuries (Jowett, 1901). Leadership is the art of motivating a group of people to act towards achieving a common goal. Leadership is a key construct in organization sciences. It leads to a number of desired outcomes for the individual, group and also organizational levels (Yukl & Van Fleet, 1992). Leadership contributes significantly in the success and failure of an organization. Leaders help themselves and others to do the right things. They set the direction, build an inspiring vision, and create something new. Leadership is about mapping out where you need to go to “win” as a team or an organization; and it is dynamic, exciting, and inspiring (Bass, 1990; Manz & Sims, 1991; Sarros & Woodman, 1993). Leadership for the person creating an inspiring goal of the future. Effective leadership needs to share values. Leader needs to identify and promote the value because the value is a strong organizational culture property (Gill, 2002). Culture is the heart and soul of an organization (Slattery & Rajan Selvarajan, 2005).Values not shared can make the organization dysfunctional (Drucker, 1999). Leadership adopts a clear goal and makes the team or organization to fight with it to be successful. Leadership motivates and inspires people to struggle for the future. Leadership needs to give clear goals and show values. There must be some straitened circumstances. Leadership motivates and inspires “morale” to make the team or organization overcome difficulties. The leader needs to use positive and appealing language to frame their rhetoric (Conger, 1999). The motivation of rhetoric motivates and inspires people. Leadership coaches and builds a team to achieve the goal. Individual and team development are the important activities and the leader must know the dynamic state of them. The leader needs to ensure the team has the necessary skills and abilities to finished the goal. Organizational competence is a necessary skill for leadership (Caligiuri, 2006). Bird’s (1940) summary of leader Attributed included accuracy in work, knowledge of human nature, and moral habits. Stogdill (1948) cited decisiveness in 54 judgment, speech fluency, interpersonal skills, and administrative abilities as stable leader qualities. Each person is different, different people have their own attributes. Leader Attributes can be defined as relatively coherent and integrated patterns of personal characteristics, reflecting a range of individual differences that foster consistent leadership effectiveness across a variety of groups and organizational situations (Zaccaro & Banks, 2004). This definition has three key components. First, leader attributes are not to be considered in isolation, it as an integrated constellation of attributes that influence leadership performance. Second, as the component in this definition of leader attributes includes a variety of personal qualities that promote stability in leader effectiveness. Third, the component in this definition of leader attributes specifies the leader attributes as relatively enduring, producing cross- situational stability in leadership performance. It is consistency or coherence. Yukl and Becker (2006) emphasized the variety of individual differences that predict leader effectiveness. It includes personality attributes, motives, values, cognitive abilities, social and problem-solving skills, and expertise. Leader attributes are defined in reference to leader effectiveness. This definition is followed from the leadership effectiveness of the leader’s problem-solving activities in an organization (Mumford, Zaccaro, Harding, Jacobs, & Fleishman, 2000). Mumford et al. (2000) specified several individual differences could promote effective leader problem solving. Such an approach implicitly assumes congruence between leader effectiveness and leader emergence or, more broadly, leader role occupancy. One can argue that individual differences promoting effectiveness also should promote leader emergence (Hogan et al., 1994). Zaccaro et al. (2004) offered a model of how leader attributes influence indicators of leader performance. It was based on other models of leader individual differences and performance (Redmond, Mumford, & Teach, 1993). It rests on several tested premises of leader attributes. The model of leader attributes, including cognitive capacities, personality or dis-positional quality, motives and values, problem-solving skills, social capacities, and tacit knowledge. Reviews by Bass (1990), Zaccaro et al. (2004), and Yukl and Becker (2006) have specified the particular attributes that belong in each of these sets. 55

For example, cognitive capacities include general intelligence, cognitive complexity, and creativity. Dispositional attributes include adaptability, extroversion, risk propensity, and openness. Motives and values include the need for socialized power, achievement, and motivation to lead. Social capacities include social and emotional intelligence as well as persuasion and negotiation skills. Problem-solving skills include meta-cognition, problem construction and solution generation, and self- regulation skills. The characteristics and qualities of leaders are formed in practice, and can be through education and training. The characteristics and qualities of a leader are not all innate. It could be formed in practice and also could be formed in the practice of leadership. The American Management Association surveyed 1800 managers who had career success. It found that successful managers generally have twenty qualities and abilities. Baumol, Blackman, and Wolff (1991) stated that forward representative of an entrepreneur should have 10 Conditions, which are: teamwork spirit, Decision- making ability, organizational ability, Proficiency in licensing, Adept of contingency, Dare to seek novelty, Dare to take risks, Dare to take responsibility, Respect for others, and Noble character. The subject of leadership refers to the persons who hold the responsibilities of decision-making, command, coordination and supervision of the organization, including leading and leaders. The main body of leadership is the core force that leads to the expansion and success of leadership activities. Each leader must act within a specific range of leadership. Leaders should give leadership and carry out leadership activities, and they must get the backing of the leadership power, and have the leadership authority as the basis. Leadership is the highest power to achieve backing leverage and effective tools for leadership must rely on, but there is still one of the most effective conditions to contribute to the formation and development of the leading authority. Leadership is also the most effective and necessary tool for achieving leadership. Both of which are the most important resources and tools for the implementation of leadership. The leading generally possess or control these resources more fully, and then they can develop leadership activities more fully and freely. This is a necessary condition for leading bodies to do a good job in leadership. Information, intelligence, 56 knowledge and human resources are the key factors related to leadership success, any deviation or lack of resources, will lead to serious damage to the leading cause, regardless of whether the subject of leadership has great power authority and other social resources (Selznick, 2011). The leadership of the main task since it is specific in the specific leadership scope, performance and complete specific leadership, but also a large number of masters and use a variety of resources is extremely limited, especially the power of this double-edged sword is often used as a decisive lead industry, which has with the specific value and function, is absolutely necessary and important leadership responsibilities. Establish and fulfill this duty and quality level, realize the relationship between the function of leadership, leadership resources effective and appropriate for the development and utilization of leadership functions properly and correct exercise, especially if the relationship between the object of leadership interests can be fully protected and realized, which is very important. Leader uses the beyond the ordinary members of the authority to accomplish duties, and as defined in the scope of basic groups or organizations and even the whole society, carries out leadership established and a recognized leadership system. So as to make the leadership activities on one hand by the constraints, to ensure the normal operation of the leadership mechanism without damage. The leadership’s quality is good, it must have high quality and abundant energy, and play a greater role, to achieve better results (Allison, 1986).

5. Talent Management The CIPD (2009) defined talent management is the systematic attraction, identification, development, retention and deployment of high potential individuals who are of value to an organization. Both talent management and HRD include about getting the right people in the right place at the right time (Lewis & Heckman, 2006). Talent management is the integrated selective focus of HRD. Talent management is focused on a relatively small segment of the workforce. And it uses the same tools as HRD. Talent management includes organizational focused competence development. It is closely related to human resource planning. It focuses on the talent continuity, linking into succession planning and leadership development (Iles, Chuai, & Preece, 2010). 57

The labor mark is constantly changing. The characteristics of the labor market are safety, increasing mobility, outsourcing, and organizational commitment. And these characteristics will lead to new challenges for the organization of the organization perspective. General organizational success will be increased by finding and retaining the talent individuals to make sure the organization meets the present and future need (Florida, 2005; Frank & Taylor, 2004). Currently TM (Talent Management) is a “fashion” in HRD, and the recent literature has begun to use the term talent development (Holland, Sheehan, & & De Cieri, 2007). Talent management has become a central component of corporate human resource strategies and it has gained increasing interest in the area of HRM/HRD research (Berger & Berger, 2003; Burbach & Royle, 2010). A lot of scholars argued that many HRD practices commonly with Talent Management such as assessment centres, succession planning and 360 degree appraisal (Cappelli, 2008). Talent Management is not only an HR process but also a strategic management. Talent is defined “those individuals who can make a difference to organizational performance, either through their immediate contribution or in the longer term by demonstrating the highest level of potential.” Talent management refers to a series of activities that plan, organize, coordinate and control the internal and external factors that affect the function of the talents. In the twenty-first Century, there were different definitions of TM (Talent management): Fitz-enz (2005) believes that talent management encompasses six human resources services: employment and resettlement, succession, leadership development, performance management, training and education and retention. Farley (2005) put forward that talent management is a set of processes to bring employee value into play. The core issue of the definition of talent management has become “attracting, appointing, training and retaining talents”. Ashton and Morton (2005) described eight categories of talent management activities: recruitment, retention, development, leadership development, performance management, employee feedback or measurement, talent planning and culture. No matter how scholars define talent management, the four aspects of recruitment, appointment, development, and retention are the main body of talent management. Attraction and Recruitment. Recruitment is the basic prerequisite for the appointment of the organization. The results of recruitment have a direct impact on 58 the quality and ability of the organization. Organizational attractiveness is the prerequisite for recruitment. Competition in today’s society is the competition of talents, and the change of the world traffic tools, talent is not limited to a region. Enterprises and organizations are in the recruitment of talent, while the same talent is also choosing the right job. Organizational attractiveness is the ability of organizations (employers, business) to attract external applicants themselves. Organizational attractiveness was first proposed by Turban and Keon in 1993. They believed that the organization’s attractiveness is the extent to which the organization itself attracts potential applicants to apply for the job. Assessment and appointment. Personnel assessment is a comprehensive assessment of people’s ability and quality. Its purpose is to grasp the characteristics of employees, so as to create conditions for workers to better play their expertise. Personnel evaluation is the basis of personnel application. There are two sources of talent for enterprises: external demand and internal promotion. Personnel assessment can accurately and effectively evaluate the basic qualities of the candidates in a short time, and can effectively screen and eliminate all the candidates, and provide selection information. At the same time, the personnel evaluation, as the basis of the system of rewards and punishment within the enterprise or organization, has the benefit of creating a fair cultural atmosphere in the enterprise or organization. Personnel evaluation can be used to evaluate the basic quality and development potential of the talents in the organization or enterprise. Talent assessment provides the organization with the forecast information for the reserve managers (Delmotte, De Winne, & Sels, 2012). Talent development. Talent development refers to the exploration and training of human intelligence, knowledge and talent as a resource, so as to improve the quality of talents and make more rational use of them. The development of talent includes: excavating talents and cultivating talents. Talent development is the ability of enterprises or organizations to find the ability in the existing talent resources, and to train them. This is beneficial to improve the workers’ business technology and management level (Iles, Preece, & Chuai, 2010). Employee retention is the concept of economic development in the early and middle twentieth century. In the era of knowledge economy in the twenty-first 59 century, the core talent has become an important factor in the development of enterprises. Retaining core talent means reducing costs, and also means the guarantee of efficiency and value of creation (Woodruffe, 1999). With the deepening of the knowledge economy, more and more people pursue personality and development. Employee turnover is influenced by many factors. The Maslow demand model provides a very good theoretical basis for the organization to retain employees. Organizations now pay more and more attention to the role of non-remuneration and non-welfare factors on employee retention, and try to give them satisfaction. The emphasis of modern enterprise management is from material management to human management, which is an important trend of enterprise innovation management. The core of talent management is to protect the right people and engage in suitable time at the right time, so as to ensure the continuous supply of talents in the implementation of company strategy. The emphasis of modern enterprise management is from material management to human management, which is an important trend of enterprise innovation management. Humans are not only a management tool but also a management content. It is not only the object and object of management, but also the main body and power of management (McCauley & Wakefield, 2006). Organizations must develop systems and practices to achieve the type of talent which the organization needs. The human resource department has an important mission to finding, managing, and developing talent and making sure the individual and organizational objectives are aligned (Nilsson & Ellström, 2012). The focus of talent management is to create a good environment for talent development, not only to improve the quality and ability of talents, but also to the use of talent. Companies or organizations can mobilize the internal factors of talent by creating good external conditions. This is conducive to the maximum use of human ability and the full development of the potential ability of talents (Williams, 2000). 5.1 Attracting the Talent The organization essentially competes for talents. One important factor for the organization is how to manage talent (i.e., attracting talent, identifying talent, retaining talent, deploy talent). The organization ensures that a sustainable talent strategy can ensure that organizations remain invincible in the future. 60

Salary is the foundation and guarantee for keeping people and attracting people. According to Maslow’s theory of demand, talents are human beings, and they have their own material pursuits. Good compensation system can ensure that personnel meet the material needs. A good pay system is required to establish a competitive wage ratio. The salary can be said to be the most important, the easiest to use incentive mechanism method to enable employees to achieve their best potential. It is the reward given by the enterprise to the contribution made by the employees to the enterprise (including their achievements, efforts, time, knowledge, skills, experience and creativity). In the eyes of employees, pay more than their labor income, it represents the value of its own staff to a certain extent, on behalf of business to employee identity, even represent their personal ability and development prospects (Farndale, Scullion, & Sparrow, 2010). The salary system is an important part of the system and system of the whole human resource management of the enterprise. The scientific and effective incentive mechanism can give employees the best potential and create greater value for the enterprises. In the eyes of employees, salary is not only their own labor income, but to a certain extent, it represents the value of employees themselves, represents the recognition of employees’ work and even represents their personal capabilities and development prospects (Srivastava & Bhatnagar, 2008). The salary system is based on fluency, complexity, employee responsibility and labor intensity basis, according to the staff actual completion of the work quota, time or labor consumption and pay the labor remuneration. Salary is not a single wage, nor pure economic reward, it is an employee incentive system. The scientific and effective incentive mechanism can give employees the best potential and create greater value for the enterprises. There are many ways to motivate, and salary is one of the most important and easiest ways. A flexible and effective salary system plays an important role in motivating employees and maintaining the stability of employees. It is the corresponding reward and reply paid by the enterprise to the contribution made by the employee to the enterprise. The pay system is an important part of the human resource management system. It is the most concerned content of top management and all employees. It is directly related to the effectiveness of human resource management and the overall performance of enterprises (Prasetya & Kato, 2011). 61

The salary system consists of five elements: Compensation, Benefits, Work- Life, Performance and Recognition, and Development and Career Opportunities. Salary is the affirmation and compensation of the work that the enterprise has already given to the employees, and it is also the expectation of the employees of the enterprise to get the reward for the work to be carried out. Welfare is an employee’s indirect reward. Generally, it includes health insurance, paid vacations, holidays and pensions. As part of the welfare of the enterprise members, these are awarded to the individual or staff. The relationship between work and family balance (Work & Life Balance), employees in the organization in addition to occupation life also experience family life. The family is of great significance to the employees themselves and has a lot of impact on the professional life. Employee performance is aimed at the work done by every employee in the enterprise, and applies various scientific qualitative and quantitative methods to assess and evaluate the actual effect of employee behavior and its contribution or value to the enterprise. Whether the design of enterprise performance appraisal system is scientific and reasonable depends on whether employees support or approve of it. Otherwise, there will inevitably be resistance from employees in the process of landing. Personal development is the desire for employees to improve their self-awareness, to achieve personal talent and to develop their potential (Mehran, 1995). Whether the salary management is fair is the most important factor that affects the satisfaction of the employee’s salary. Salary satisfaction refers to the psychological state of the employees after comparing the economic reward and non- economic reward to their expectations. Salary satisfaction mainly includes salary, bonus, welfare, salary related management system and management status, the level of salary level and so on. The fairness of salary can arouse great concern of the employees of the enterprise, and influence the psychology of the employees (Folger & Konovsky, 1989). Fairness can have the most obvious influence on the satisfaction of all kinds of salary. The fairness of the program has a significant impact on the two-salary satisfaction of management system and management status related to bonus and salary. The fairness of communication has no obvious influence on staff’s salary satisfaction. The fairness of information has an obvious influence on all kinds of 62 satisfaction of employees’ salary. In the process of management, enterprises pay fair salaries to employees according to the principles of fairness, justice, equality and needs, which can increase the satisfaction of employees’ salaries. By making all kinds of decisions, enterprises can mobilize workers to participate in the formulation of salary related systems, which can greatly increase employee’s satisfaction with bonus and salary related management system and management (Finn & Lee, 1972). The system of rewards and punishment is the general term for the stipulation and punishment of the workers in the process of labor. A good system of rewards and punishment is beneficial to the strengthening of organizational culture and the organization. Every organization in the management of staff, rewards advanced employees, incentives behind employees, but also regulates the behavior of employees and arouses the enthusiasm of staff to develop some reward management system. A good reward and punishment system can provide a good guide for organizing staff (Akhtar, Ding, & Ge, 2008). Through the establishment of enterprise human resource strategy to business strategy, core competitive advantage and core values can be converted into a plan of action and measurement indicators, strengthen employee performance and with the help of an incentive salary system, enhance the enterprise’s capability of strategy implementation which can strongly promote the goals of enterprise strategy. The manager’s attraction to foreign employees. Managers’ attraction to foreign personnel can be divided into two aspects: one is that when managers contact foreign personnel, they attract their companies or organizations with their unique personality charm. The second is that managers attract talents through their own ability and social influence. Status in sociology or anthropology is the honor and prestige of a person in society because of its social class. The halo effect is a shining ring on the star. This aura has the effect of radiation, which results in the marginal effect of the stars, so that they produce different commercial values with the movie stars related characters or things. This effect is well explained by Job’s apple. There are two kinds of people in the world, one is a leader, and the other is the leader. Leaders tend to be influenced by leaders. A charismatic leader is called a charismatic leader from the point of view of human resources. The charismatic leadership was put forward by House in 1977. 63

He believes that charismatic leadership has the charisma of its own characteristics, which can exert profound emotional impact on subordinates, and enable subordinates to follow leadership, and have higher satisfaction and performance on work and the organization. Since the 1980s, with the development of economic globalization, market competitiveness is becoming increasingly fierce. Business organizations urgently need the reform and innovation spirit of charismatic leaders to cope with the challenges of the environment, which makes the charismatic leadership theory increasingly attract the attention of researchers. Robert House and other researchers studied the motivations of charismatic leaders to arouse, guide and transform followers. The attraction of charismatic leadership to talent is mainly reflected in its attraction. Charismatic leadership is more likely to be recognized by talent because of its own ability. The ability of a charismatic leader creates a psychological set of obedience to the obedient, which provides a cohesive force for the organization (Shamir, House, & Arthur, 1993). EQ (Emotional Quotient) is a necessary condition for a leader to succeed. The improvement of EQ is to change the part of the emotion that cannot be controlled to control the emotions, so as to enhance the ability to understand others and to get along with others. Goleman (1995) first proposed emotional control. He believes that through control of emotions, managers can become leaders of excellence. Good mood management can build a good working atmosphere. Working atmosphere affects organizational culture and organizational performance. More and more EQ is applied to enterprise management. EQ is an important part of leadership for the organization manager. Emotional quotient is embodied in the emotional control of managers and employees in the organization. EQ is an important part of leadership for the organization manager. EQ in the organization is embodied in the emotional control of managers and employees. The level of EQ has a decisive impact on a person’s life, work and career success, and the most important thing to improve EQ is to manage his own emotions. Emotional management refers to cultivating the ability to control emotions by studying the cognition of individuals and groups to their emotions and emotions, and resulting in good management results. Modern business management education, such as MBAs and EMBAs, all regard EQ and self-emotion management as an important part of leadership. 64

Emotion cannot be completely eliminated, but it can be effectively dredging, affect management, and moderate control. Emotion management is the process of perception, control and adjustment of individual and group’s emotion. The core of human emotion is to take the human principle as the most important management principle to fully develop human nature and human emotion and fully reflect human’s value. Emotional management is a good self-control ability. Interpersonal relationships depend on whether a person’s emotional expression is appropriate. Each enterprise has a certain atmosphere, showing the mood of the organization, such as the pleasant working atmosphere, the dull working atmosphere, the complex interpersonal relationship and so on. This organizational mood affects employees’ work efficiency and mood, and may even become a reason for an employee to stay in the business. At the same time, good organizational emotion has a certain attraction when it comes into contact with the external talent and organizations. Good emotional control of managers also creates a good organizational atmosphere and provides team cohesion for the organization (Rapisarda, 2002). Organizational culture is the key to attracting and retaining talent. Organizational culture, including the organization vision, values. It is an enterprise’s self-expectations and norms of conduct. Organizational culture leads the personal goals to organization goals. It make personal growth and self-fulfilling goals consistent (Martins & Terblanche, 2003). Organization objectives. In order to ensure the organization’s human resources are long-term and have effective service for the development of the organization, it is necessary to encourage employees to work hard at the same time, so that employees themselves also get development, and this is also the value of enterprise culture construction (Bowen & Schuster, 1986). Organizational culture also plays an indispensable role in attracting talents in the organization. Organizational culture is the spirit of the charm to attract talent and it provides a cohesive force and sanction for organization. For an organization, the plan development plan continues to be successful. It will gradually form a new organization culture. This culture is not only a strong cohesive force for employees within the enterprise, but it is also a strong attraction for job seekers outside the enterprise. It can attract all kinds of talents from all over the world to join the 65 organization and find the opportunities for the development of organization. Therefore the organization can become a gathering place for talented people (Ready, Hill, & Conger, 2008). Talent is not only get from interview but also from attraction. Recruitment is the simplest and most straightforward way to accept talent. The leader as a “banner” it could make the talent easier and faster to looked at this “banner” that make them decide to join the organization (McCauley & Wakefield, 2006). An organizational goal is the purpose or program of an organization, which illustrates the purpose of establishing the organization. Different organizations have different goals. Prospects of organizations are the basic symbols of identifying the nature, category and function of the organization. Any organization is the most important thing to determine organizational goals. Organizational objectives play a guiding and restrictive role in all activities of the organization. Organization refers to an organization within the next period of time to achieve the purpose that guides the actions for all members of management and organization, is the basis of decision-making, efficiency evaluation, coordination and evaluation. Prospects of organizational indicate the direction of the progress of the organization, and thus determine the course of development for the activities of the organization. Determining goals is the foundation of an organization’s strategy, plan and other work arrangements. Whether the organization objectives and members’ personal goals (personal interests) are consistent and consistent directly affect the achievement of the prospects of organizational and the efficiency of achieving goals. The impact of individual goals should be taken into account in the formulation of each organization’s goals. Prospects of the organization may not be consistent with individual goals. That is, the conflict between social and personal interests. Therefore, the process of the organization’s goal setting is the process of coordinating the three party interests of society, organization and individual, so as to achieve the maximum consistency between the three party goals. Prospects of the organization affect organizational development (Lawrence & Lorsch, 1969). The prospect of organizational development is to predict and deduce the future direction, level, scale, and so on, according to the existing development level and environment. Good prospects for the development of the organization are conducive to attracting talent. The organization provides a good and clear occupation 66 path that can make employees feel the growth and development of space, so that employees can feel the occupation development prospects of their optimism, and achieve higher self-satisfaction and job satisfaction (Scullion & Collings, 2011; Kompaso & Sridevi, 2010). The previously mentioned organizational culture, organizational goals, and remuneration and fair reward and punishment system are aimed at organizations or enterprises. The leader’s emotional control can be an effective way for a leader to create a team atmosphere. As for leaders, the selection and use of people as their important ability in work plays an important role in the development of the organization. The identifying is the basis of utilizing the people. The key to a candidate is to know the person. Performance assessment, as a “hard indicator” within the organization, is the benchmark for organizations or leaders to select talents. In addition to the “hard indicators” of their own ability to work, the talent also has a “soft index”. “Soft indicators” are different from the workers’ personal skills, knowledge, educational background, and work experience. It refers to the individual’s value orientation, personal development potential and character characteristics. Leaders need to be good at discovering talent. Determine the right person to do the right job according to the needs of the organization (Fengru & Zhang, 2011). Identifying and utilizing people is an important part of leadership. The ability of identifying people can make the leader understand the strength of the people. It have a certain ability to predict and judge the potential of the employees. By judging the strengths and potentials of the employees, leaders can better allow the employees to do the job that is best for them. The ability to identify people can make the leaders notice the needs of their subordinates and take incentives to motivate their employees’ work enthusiasm. The predictability of the leaders’ potential for their subordinates can better serve the personal development of their employees (Cerinsek & Dolinsek, 2009). The leader using the ability of identifying and utilizing people could make a good organization atmosphere (Ramlall, 2004). Leaders use this ability to place employees in the right position. This can save the organization’s resources and maximize the abilities of the members of the organization.

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5.2 Retaining the Talent The talent is very important for the organization. Each enterprise needs reliable and competent people. However, the people today are finding better opportunities for career growth and development (Branham, 2001). Retaining the talent is the key for an organization to be successful (Bhatnagar, 2007). Now, there are many organizations that focus on employee retention. Many organizations believe that retaining employees is a strategic opportunity for the organization to maintain a competitive labor market (De Long & Davenport, 2003). Salary and welfare, work culture, development and progress, balanced work and life activities can improve the employee retention rate (Messmer, 2006). The attraction and retention of talent, the most frequently mentioned advice in the literature is to provide a good salary for them. Another aspect of the proposal is to treat them well (Cappelli, 1999). But many studies show that in most countries and industries, pay has no significant impact on employee attraction and retention. Most managers, when discussing employee loyalty, most often mention the sense of pride in the company and the trust of the leader in making decisions. As a way to retain employees, salary is third. The use of pay as a key way to attract and retain talent may be very expensive (Challenger, Gray, & Christmas, 1999). Payment as a means of attracting and retaining talents, salaries are faced with risks and problems. Some experts believe that many companies will have to find other ways to attract and retain good people. This includes a realistic job preview, good employer orientation, career opportunities, challenging tasks, etc. They believe that the ability to attract and retain talent is largely dependent on non-monetary factors (Hiltrop, 1999). Enterprises provide excellent talents with space for growth and development, ensure their continuous improvement, help talents fully play and use their potential, to a greater extent to achieve their own value and improve job satisfaction (Scullion & Collings, 2011). Leaders need to make employees feel that personal career prospects for optimism, can enhance the sense of belonging and sense of responsibility to the enterprise, so that they consciously stay in the enterprise, and strive to serve the enterprise (Kompaso & Sridevi, 2010). By displaying a reasonable organizational development goal for the employees, the enterprise can make clear the social responsibility of the organization. More and more research evidence shows that 68 corporate social responsibility is an important way to attract and retain excellent employees. Salary can keep a person at work, but it cannot make a person emotionally at work alone. The corporate social responsibility initiative reveals the company’s values, which depicts the company’s contribution to society. Using Corporate Social Responsibility could help the company attract and retain talents (Bhattacharya, Sen, & Korschun, 2008). The company ensures internal consistency, complementarity and intensifies their practices of attracting, selecting, developing, evaluating and retaining talents, which ensures that human resource management is in good condition. High internal culture and appropriate strategies have created a unique system that promotes talent management and organizational learning and knowledge management (Stahl, Björkman, Farndale, Morris, Paauwe, Stiles, & Wright, 2012). Organizational culture has the unique competitive advantage to retain talent. It makes the talent fit well with its core culture and work for the organization (Harris & Brannick, 1999). The influence of culture is subtle, the organization used the organizational culture to unify the organization goals and individual goals. It achieves personal success while achieving personal value (Branham, 2001). The establishment of a good salary system is conducive to employee retention. For the employees the link between salary and their performance is an important part for their attention. Employees want to get a salary that is equal to their performance (Srivastava & Bhatnagar, 2008). For employees who quit because of dissatisfaction with their salary, its deeper reasons because the employees cannot see the link between the salary that they get and their performance. And they can get a higher commission for other companies (Bhatnagar, 2007). As mentioned earlier, the impartiality of the internal salary system of the organization affects the psychology of the internal personnel of the enterprise. A reasonable and fair pay system can increase the stability within the organization. Good salary not only meets the material needs of the members of the organization, but also the quality of its work. A good reward system and material benefits enable employees to better play their role. It could greatly arouse the enthusiasm of employees, effectively reduce the cost of wages, and better improve production efficiency. An effective reward is an affirmation of the work of the employee. So, employees from the psychological trust to the employer. It could better retain employees (Lawler & Worley, 2006). Choosing 69 the right time and the right place to reward and punish the staff is an art that a leader needs to learn. The system of rewards and punishment has an impact on the employees’ personal thoughts. Therefore, the leaders need to choose the right time when they are rewarding and punishing. In the operation of the daily business, the manager must learn to establish an effective reward system and improve the employee’s identification with the value of the enterprise. Encouraging, praising, criticizing, and so on as a non-cost incentive can make an enterprising and responsible employee more active in serving the organization. The emotional control of leaders has been studied by more and more researchers in recent years and applied to the field of management. The EQ of leaders and followers has a positive impact on job performance and attitude. The research results of Wong and Law (2002) show that the EQ of the followers affects employees’ work performance and job satisfaction, while the leader’s EQ affects employee satisfaction and extra role behaviors. Leaders’ good interpersonal relationships can make the team members well in a harmonious working atmosphere, which can refresh employees’ happiness and satisfaction in work. Thus, it has a good role in the organization for the retention of talents.

6. Conclusion This chapter reviews the literature on Human Resource Development, People Management, Leaders and Leadership, and Talent Management. In this chapter the researcher discusses the different people management between the Western world and Asian countries (i.e., China, Japan and Korea). Leaders and leadership are very important in Human Resource. According to the above review of literature, the study shows that talent management is the central component of corporate human resource strategies and it is gaining increased interest in the area of HRD. Record of Three Kingdoms is a great work of history, it attracts lots of scholars and people to read and analyze it. It has great research value for HR managers to read and analyze it. The knowledge in Record of Three Kingdoms for the HR manager is very good and useful for their work and daily life.

CHAPTER 3 RESEARCH METHODOLOGY

This chapter introduces the research paradigm, research methods and research strategy employed in this study. The purpose of this chapter is to inform the reader of what has been done for the data collection and data analysis.

1. Research Paradigm A research paradigm is a set of beliefs or assumptions that a researcher has in doing research. The assumptions are related to 1) the nature of reality or ontology issue; 2) the relationship of the researcher to that being researched; 3) the role of values in a study; and 4) the process of the research (Creswell, 2013). Creswell (2013) expounded four different kinds of paradigms or worldviews which are generally discussed in the literature: Post-positivism, Constructivism, Transformative, and Pragmatism. These four different kinds of paradigms lead researchers to a qualitative, quantitative, or mixed methods approach in their research (Creswell, 2013, see Figure 3). In this study the researcher selected pragmatism as the paradigm to follow. Pragmatism is seen as the paradigm that provides the underlying philosophical framework for mixed-methods research (Somekh & Lewin, 2005; Tashakkori & Teddlie, 2003). Pragmatism is not committed to any one system of philosophy or reality and it also focuses on the ‘what’ and ‘how’ of the research problem. According to the research question ‘central’, data collection and analysis methods are chosen as those most likely to provide insights into the question with no philosophical loyalty to any alternative paradigm (Creswell, 2003, p. 11).

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Post-positivism Constructivism Determination Understanding Reductionism Multiple participant meanings Empirical observation and measurement Social and historical Theory verification Construction Theory generation Transformative Pragmatism Political Consequences of actions Empowerment issue-oriented Problem-centered Collaborative Pluralistic Change-oriented Real-world practice oriented

Figure 3 Four Paradigms or World Views Source： Adapted from Creswell (2013, p. 6)

2. Research Method Creswell (2003) suggested three research methods for conducting a study, namely: quantitative, qualitative and mixed methods. The researcher used mixed methods to do this research. Mixed methods emerged from the 1900s as a research method. Currently it is co-present with qualitative and quantitative as three methodologies or research paradigms (Johnson, Onwuegbuzie, & Turner, 2007), between the qualitative research method and quantitative research method having a long-standing debate. Based on pragmatism, mixed research is the third research paradigm. It offered an attractive philosophy. It supplements both a qualitative research method and a quantitative research method. Mixed method does superior research because of its methodological pluralism or eclecticism (Johnson & Onwuegbuzie, 2004). 2.1 Mixed Methods Research Strategy In this study the researcher started the mixed method with a sequential exploratory strategy by employing a qualitative research method to explore Cao Cao’s leadership competencies, then conducting a quantitative method by asking current 72

Chinese managers who were working in companies in China to answer a questionnaire developed from the results of the qualitative study. The quantitative research aimed to confirm the results of the qualitative study done prior. There are two different major types of mixed methods research designs. One is mixing qualitative and quantitative approaches within or across the stages of the research process, and the other one is the inclusion of a quantitative phase and a qualitative phase in an overall research study. The researcher must make two major decisions about the mixed-method design, which are 1) to control or not control largely within in one dominant paradigm and 2) to control at the same time or control sequentially. Mixed could make the researcher better to find, summarize and penetrate the problem. Mixed method strategies that develop the field can describe with notation. The mixed methods notation provides a way to make the researcher easily communicate their procedures. Morse (1991), Tashakkori and Teddile (1998), and Creswell and Plano Clark (2007) suggested adaptation of notation as shown in Figure 4, Sequential Designs and Concurrent Designs. Based on the research topic, the researcher chose the Sequential Design. With the continuous development of academics, the combination of qualitative and quantitative research is becoming more and more popular. Creswell (2003) argued that the mixed method could help to clarify the nature of the researcher’s intentions. Based on the research objectives: 1) To explore the leadership attributes of Cao Cao; 2) To explore how Cao Cao attracted the talents; 3) To explore how Cao Cao retained the talents; 4) To propose Methods of talent management according to the Three Kingdoms approach and the research question:1. What were the leadership attributes of Cao Cao? 2. How did Cao Cao attract talents to work for him? 3. How did Cao Cao retain the talents? 4. What should be the method of talent management according to the Three Kingdoms approach? The researcher chose the QUALITATIVE- quantitative -QUALITATIVE model to do this research. The researcher used qualitative research to get the data. According to the research questions to get the data and summarize the results. Then designed a questionnaire and surveyed some Chinese managers to show how much they agreed with it.

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Sequential Explanatory Design QUAN qual QUAN QUAN qual qual Interpretation Data Data Data Data of entire Collection Analysis Collection Analysis analysis

Sequential Exploratory Design QUAL quan QUAL QUAL quan quan Interpretation Data Data Data Data of entire Collection Analysis Collection Analysis analysis

Sequential Transformative Design

QUAL quan

SOCIAL science theory, qualitative theory, advocacy worldview

QUAN qual

SOCIAL science theory, qualitative theory, advocacy worldview

Figure 4 Sequential Research Strategy Source: Adapted from Creswell (2003) Note: “qual” stands for qualitative, “quan” stands for quantitative, “→” stands for sequential, capital letters denote high priority or weigh, and lower case letters denote lower priority or weight.

2.2 Mixed Methods Process Mixed methods adopt consistency of test results with different tools, from one method with another method to clarify and build on the results (Creswell & Plano Clark, 2007). For this research, the researcher chose documents analysis to do 74 qualitative research to set the goal and describe the questions. Quantitative research was used to design a questionnaire to get the data and analyze it to authenticate the results. 2.3 Qualitative Research 2.3.1 Qualitative Data Collection: Document Analysis and Content Analysis Document analysis is a systematic procedure. It is reviewing or evaluating the documents both printed and electronic. Document analysis is like other analytic methods in qualitative research which needs the data to be examined and explained to derive the meaning, achieve understanding, and develop empirical knowledge (Corbin & Strauss, 2008). The superiority of documents analysis is its non-reactivity, low cost, and research inaccessible objective. Documents can take a variety of forms for systematic evaluation, which include books, brochures, program proposals, various public records, institutional reports, etc. These kinds of document are found in libraries, newspapers, historical society offices and computer websites. Researchers review and analyze the prior literature about what they are studying to get information (Bowen, 2009). Based on the research objectives and research questions, this research used history to get the data. The researcher used Records of Three Kingdoms to do the content analysis. Content analysis is a research method based on all kinds of literature. The early content analysis method borrowed natural science from social science, and carried on the quantitative analysis of the historical literature content. Content analysis has three different parts to analysis the content. These are Hermeneutic content analysis, Empirical content analysis and Computer-assisted content analysis. Hermeneutic content analysis is a way to convey intentions through intensive reading, understanding, and interpretation of the text. Empirical content analysis is mainly based on the method of combining content analysis with qualitative content analysis. Computer-assisted content analysis is using the computer to help the researcher to do content analysis (Kelle, 2004). The researcher chose Hermeneutic content analysis for this study. This method emphasizes the true, objective and comprehensive reflections of the original meaning of the text content. It has a certain depth and is suitable for a case study with the purpose of describing facts (Bergman, 2010). 75

Records of three kingdoms was written by Chen Shou, it is a Chinese historical text. This book covers the history of the late Eastern Han Dynasty (c. 184- 220 AD) and the Three Kingdoms period (220-280 AD). It is widely regarded as the official and authoritative historical text for that period. Pei Songzhi (372 - 451) was a historian and politician who lived in the late Eastern Jin dynasty and Liu . Emperor Wen of the Liu Song dynasty felt that the historical text Records of the Three Kingdoms (Sanguozhi), written by Chen Shou in the third century, was too brief, so he commissioned Pei Songzhi to make annotations to the text. Pei Songzhi collected historical materials to make up the history which was not written in Records of the Three Kingdoms. The Pei Songzhi’s annotations detailed the Records of Three Kingdoms.

3. Data Collection 3.1 Preparation Phase The preparation stage started with choosing the individual of analysis (Cavanagh 1997; Guthrie, Yongvanich, & Ricceri, 2004; McCain, 1988). Researchers can choose the contents of their analysis based of the objective and research questions of their study (Robson, 1993). The preparation can be a word or a subject (Polit & Beck, 2004). Conducted analysis can use an inductive or deductive approach after making sense of the data (Kyngäs & Vanhanen, 1999). Based on the research objectives and research questions the researcher chose the inductive way to do the content analysis and get the information.

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Preparation phase

Inductive Deductive Approach approach Selecting the unit of analysis

Making sense of the data and whole

Open coding Developing structured analysis matrix Organizing phase

Developing analysis Data coding according Coding sheets matrix the categories

Grouping v Data gathering by Hypothesis testing content correspondence Categorization comparison to earlier studies etc.

Abstraction

Preparation phase

Model, conceptual system, conceptual map or categories

Figure 5 Preparation, Organizing and Resulting Phases in the Content Analysis Process Source: Elo and Kyngäs (2008, p. 110)

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4. Data Analysis Content analysis has two different processes: inductive and deductive content analysis. Both the inductive and deductive analysis processes are represented as three main phases: preparation, organizing and reporting (Elo & Kyngäs, 2008, see Figure 5). The inductive approach starts with the observations and theories that are proposed towards the end of the research process as a result of the observations (Goddard & Melville, 2004). Based on the research objectives and research questions the researcher used the inductive way to analyze the data. For this research, the researcher analyzed the content of Record of Three Kingdoms. The researcher did the content analysis with the following steps: 1) Perused the Records of Three Kingdoms (which was written by Chen Shou with Pei Songzhi’s annotations). Perused the records of Cao Cao and built open coding. 2) Conducted open coding and did coding sheets. 3) Grouped the codes obtained into categories. 4) Abstraction of the concepts according to the research questions. 4.1 Trustworthiness Qualitative is a different approach in studying humans. Qualitative research emphasizes exploring individual experiences, describing phenomena, and developing theories (Vishnevsky & Beanlands, 2004). Trustworthiness in qualitative research includes five criteria: credibility, dependability, confirmability, transferability, and authentiCity (Guba & Lincoln, 1994). China has a long history, currently the technology influence with ancient China’s technology (like four great inventions of ancient China). Now with the eastern countries’ economies developing very fast the researcher based these circumstances to do this research. This research explored the knowledge of HR influence at the present and whether some HRD knowledge has been mislaid. The analysis process and the results are described in sufficient detail so that the readers have a clear understanding of how the analysis was carried out and its strengths and limitations (GAO, 1996). 4.2 Quantitative Research 78

For the quantitative research, the researcher adopted logical positivism or employed an experimental method and quantitative measures to text the hypothetical generalizations (Hoepfl, 1997). It also focused on the measurement and analysis of causal relationship between variables (Denzin & Lincoln, 1998). According to the quantitative research question: what should be the methods of the talent management according to the Records of Three Kingdoms, the researcher chose five different Chinese companies to do the quantitative research and get the results on their agreement with this method. 4.3 Population Population is a group of subjects who are considered as a group because of some criteria or set of criteria. In this study, the researcher chose managers who are working in Chinese companies. Thus, the population is 229 managers. 4.4 Sample A sample is the group of things or people that represent the population that the researcher wants to study. The researcher always works with a sample of subjects rather than a full population. A random selection procedure is the safest way to ensure the sample can be used. If the sample does not represent the population then the statistic will be biased (Hopkins, 2008). For this research, the researcher will choose the random selection to select the sample from the population to make sure the statistics were not biased. Random selection refers to how the sample is extracted from the whole, and the random allocation refers to how the participants are assigned to the experimental group or the control group. The researcher did a random selection for the 229 managers. According to the Krejeied Morgam Table the researcher randomly selected 158 managers as the sample for this research. 4.5 Research Tools A questionnaire is a research instrument consisting of a series of questions and other prompts for the purpose of gathering information from respondents. The researcher designed the questionnaire according to the aforementioned conclusion of quantitative research. The researcher invited three experts to validate the questionnaire with IOC (Item Objective Congruence= 0.50-1.00) to ensure the authentic City of the questionnaire.

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4.6 Data Collection The researcher distributed and collected the questionnaires by sending them to HR managers of the companies, and requested they distribute and collect the questionnaires. Because this research got data from China, the questionnaire was in Chinese. 4.7 Data Analysis Analysis of data is a process of inspecting, cleaning, transforming, and modeling data. The process also produces the achieving of goals. Generally, the goals include finding useful information suggesting conclusions, and supporting the decision making. The researcher used the following steps for the data analysis: Step 1: Organized and prepared the data for analysis. Step 2: The researcher checked for the completeness of the data, the number of sent out questionnaires and the returned questionnaires. Step 3: Used SPSS software to analyze for the mean, standard deviation and t-text. Step 4: A final step in data analysis involved making interpretations or meaning of the data.

5. Conclusion In this chapter, the research indicates the Research Paradigm, Research Method, Mixed Methods Research Strategy, Mixed Methods Process and the Research Results. This chapter elaborates on the mixed methods used in this research. According to the qualitative research questions and quantitative research question, the researcher describes the data collection and data analysis for Records of Three Kingdoms. Finally, mixed methods adopt consistency of the test results with different tools. It is good using one method with another method to clarify and build on the results.

CHAPTER 4 RESEARCH RESULTS

This chapter presents the results of the research. It introduces the data collection method and answers the research questions according to the research questions. For the research results, it includes two different parts: Qualitative research and Quantitative research.

1. Result of the Qualitative Study For the Qualitative research, the researcher chose the document analysis and content analysis to analyze the study. Document analysis is reviewing or evaluating the material (Corbin & Strauss, 2008). Content analysis is systematic reading or observation of texts and using codes to indicate meaningful patterns (Hodder, 1994). For this research, the qualitative research questions are 1) What were the leadership attributes of Cao Cao? 2) How did Cao Cao attract talents to work for him? 3) How did Cao Cao retain his talents? The researcher gathered the data by document and content analysis, and identified the literature on Cao Cao from the Record of Three Kingdoms and Pei Songzhi’s annotation. The researcher conducted the qualitative research as below. 1.1 First, Document Selection and Selection of Content The researcher selected the book entitled Record of Three Kingdoms which was reviewed by Chen Naiqian (philologist, editor and publisher in China). He has a profound knowledge of history, archaeology, colophon, bibliography, local chronicles and cultural stories. This book came off the press by Zhong Hua Press in 1959. Chen Naiqian was in history, archaeology, edition, bibliography, local history, culture and other academic fields with very deep attainments. He also collated, sorted, edited and published a large number of Chinese ancient books and books, for later scholars left a precious cultural heritage. Consequently, the researcher chose the Record of Three Kingdoms which was reviewed by Chen Naiqian as the document. The value of the historical material which Pei Songzhi annotated to Record of Three Kingdoms is very precious. Pei Songzhi collected more than one hundred 81 and fifty kinds of raw materials in the Three Kingdoms period, citing the original text of various writers’ work for the annotation of Record of Three Kingdoms. Most of the materials he used have been lost now. Pei Songzhi’s annotation of Record of Three Kingdoms is somewhat misleading, and in this study, the researcher did not discuss this. For some historical figures and names of locations, the researcher consulted related literature and introduce. The “Three Kingdoms” was written in ancient Chinese words. This causes some reading difficulties for the present readers. So, researchers in reading the Record of Three Kingdoms consult with the modern annotations of Records of Three Kingdoms. The modern annotations of Records of Three Kingdoms were edited by Professor Su Yuanlei (Su, 1991) of Normal University. It is annotated and translated using modern Chinese. The original text is based on the punctuation book of the Chinese Book Bureau, and the paragraphs and punctuation are basically the same. For the convenience of the reader, this book changes all the traditional Chinese characters and variants into simplified Chinese (Cui, 2003). There are 65 volumes of Record of Three Kingdoms. The first volume of the Three Kingdoms Annals of Emperor Wu recorded the life of Cao Cao. Volumes 2-5, Volume 9 and Volume 19 were recorded by Cao Cao’s family members. Volumes 6-28 recorded the worlds of the Eastern Han Dynasty and the biography of the officials of the state of Wei. Volume 29 recorded the science and technology at that time, such as medicine. Volume 30 recorded the different nations or races at that time. The Book of Wei in the Three Kingdoms is the main content selected by the researcher. In this study, the researcher has reviewed Cao Cao’s leadership. So, the Book of Wei (volumes 1- 30) was the position of the main reading and content selection. Volumes 31-45 and volumes 46-65 were the record of Shu and Wu’s history and character. The researcher has chosen all of the volumes that related to Cao Cao as the content. 1.2 Second, Conduct the Open Coding and Do Coding Sheets The researcher had read and skimmed the written content to identify the context and select the volumes that are related to the leadership attributes of Cao Cao: 1) How did Cao Cao attract the talents? and 2) How did Cao Cao retain his talents. The researcher set up an open code by reading the selected data. When the 82 researcher established an open code, the content of the selected data was encoded. The content encoded was classified and summed up. The researcher chose the content related to Cao Cao on the basis of research questions and encoded them. The researchers got a total of 168 codes. 1.3 Third, Grouping the Codes Obtained into Categories The researchers made a preliminary classification of the codes by analyzing the data. The researcher built coding sheets with the information which were noted in the book. The information was analyzed according to the research questions, and the researcher grouped the information. The refinement of the coding categories was done after continuous reading and analysis, the researcher established group names and grouped the codes. According to the analysis of the content of the data, the researchers grouped the information into preliminary groups as: Suppression of the Yellow turban uprising; Against Dong Zhuo; End the vassal separatist; Against the foreign invasion; the use of legal norms; A decent official; Be good at empowerment; Far sighted political and military capabilities; Good strategic strategy; A good desire for knowledge; Good listening ability; A fair leader; Pay attention to the cultivation of talents; Effective identification and use of talent; and complex characters. 1.4 Finally, Abstracting the Conceptual According to the Research Questions The researchers summarized and collated each group on the basis of the research questions proposed in this paper. Then the researchers came up with the results of the study. An example is the Figure 6.

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Codes obtained Abstraction Coding sheets into category conceptual

5. “In 184 A.D., Cao Cao wanted Ji'nan

to be the chancellor. He punished

corrupt officials. He made everyone A obey the law in Ji’nan (vol. 1, Record of decent official Three Kingdoms ).”

62. “In 208 A.D., Cao Cao placated the surrender officer when he occupied Jing Reliable province . Cao Cao relied on their contributions to award them (vol. 1, Record of Three Kingdoms).”

A Fair leader 96. “In 215 A.D., Cao Cao ordered awards to people that did merit for the

country (vol. 1, Record of Three Kingdoms ).” “→” stands for sequential

Figure 6 Qualitative Research Method Strategic

The researchers summed up the leadership attributes of Cao Cao into eight modules. The models of leadership attributes include cognitive ability, personality or personality traits, motivation and values, problem solving ability, social competence and tacit knowledge (Mumford et al., 2000). According to the expression of his personal ideals in Cao Cao’s Shu Zhi Ling and the specific behavior of his service for the Han Dynasty. The Shu Zhi Ling is an important article with the nature of autobiography reflecting Cao Cao’s thoughts and experiences. It was written in Jianan fifteen years (210 A.D.), Cao Cao was fifty-six years old. At that time, he had 84 completed the unification of the north. His regime was gradually consolidated and then wanted to unify the country. But the two military forces of Sun Quan and Liu Bei were still a great threat to him. Liu Bei and Sun Quan not only fought against Cao Cao militarily, but they also attacked Cao Cao politically. In this political situation, Cao Cao published the article to show his ambition and fought against the opposition assault. This article outlines the process of Cao Cao’s unification in the northern part of China. It expressed his political ideal to unify the country as his responsibility. This paper was straightforward, grand and magnificent, and full of heroism. It showed Cao Cao’s magnanimity and knowledgeable politicians. The researchers suppressed Cao Cao against the Yellow turban rebellion, fought with Dong Zhuo, ended the vassal separatist and the fight against foreign invasion of four different parts that showed Cao Cao was an ambitious leader. The existence of any team is based on the rules, and in order to operate normally and have lasting vitality, it is necessary to restrain all actions. The rise of Cao Cao in the chaotic times of the Eastern Han Dynasty was inseparable from the laws he carried out. Therefore, the researcher summered up that Cao Cao used the law to regulate the behavior of his subordinates and his people as rule consciousness. Researchers have divided Cao Cao’s abilities to solve problems and social competence into reliability, foresight, management and strategic ability. The reliability of leadership is an important factor of team cohesion. Therefore, the researcher took Cao Cao’s responsible behavior and his subordinates’ behavior to solve the Dynasty’s problems as a separate one and defines it as reliability. Cao Cao had foresight in political, military and talent training. Cao Cao was good at taking the advice of subordinates, impartial leadership, attaching importance to talent training, effective identification and appointment of talents, and ingenious at attracting talents, which is a good management ability. His military command was summed up as his strategic ability. The thought and emotions expressed in Cao Cao’s literary works are defined as his cognitive ability. Finally, the researcher expounds and summarizes the personal character of Cao Cao.

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2. Background of the Eastern Han Dynasty and Cao Cao When a person wants to analyze a historical figure, they must analyze it according to the historical circumstances at that time (Allison, 2014). Consequently, the researcher introduces the background to the period of the Eastern Han Dynasty and Cao Cao. This will help some people who do not know Chinese history or to better understand the values and social conditions of the society at that time. 2.1 The Influence of Confucianism (And the Essence of Confucianism) Confucianism created for the . Confucius advocated self-cultivation, secular utilitarian ethics, consanguinity cunyang, moral reason, the central idea is to forgive, loyalty, filial piety and fraternal duty, courage, benevolence and righteousness, propriety, wisdom and trust, its core is “the kernel”. Experienced rulers respected Confucianism, Confucius and his heritage and development, which played a decisive role in the development of Chinese culture, in the deep concept of Chinese culture, all under the brands of it (Weber & Gerth, 1953). Confucianism had a wide influence on all the countries in East Asia. Confucianism occupies an important position in the history of Chinese culture. The Confucian classics are not only the tools of ideological rule, but also the main body of Chinese feudal culture, which preserve the rich cultural heritage of the nation. Confucianism is not only in China, but also occupies an important position in East Asia. Confucianism and Chinese characters, precepts, like , had spread to neighboring countries, and had an important influence on the thoughts and culture. In Korea and Japan, ethics and etiquette have been influenced by the views of Confucian benevolence, righteousness, rituals, etc., which is very obvious (Yum, 1988). The people were influenced to be loyal and patriotic by Confucianism. The king did not have the authority to control the country and the power was controlled by the warlords and aristocratic families, but the king nominally controlled the country. The emperor of the Eastern Han Dynasty was orthodox, and every heterodox was resisted by the aristocrats and civilians. For example, in 197 A.D., Yuan Shu declared his independence from the Han Dynasty and became emperor. His practice was attacked by Sun Ce, Cao Cao, Lv Bu and other warlords. 86

2.2 The Social Environment at that Time The Han Dynasty was started by Liu Bang in 202 B.C in China. It was divided into two periods: the Western Han Dynasty and the Eastern Han Dynasty. The Western Han Dynasty was from 206 B.C. to 24A.D. The Eastern Han Dynasty was from 25 A.D. to 220 A.D. In the middle period of the Eastern Han Dynasty, the emperors died and a young child became king. It was the formation of the relatives of the emperors and the eunuchs alternately held power. With the political corruption and aristocratic family exploitation, the famine make peasants start the Yellow Turbans Uprising (a large-scale peasant uprising at the close of the Eastern Han Dynasty). The dynasty tried to quell the uprising. The imperial government conferred the power of the army to the local . The powerful families and despots in various regions began to have their own troops. After Dong Zhuo held power, it evolved into warlords waging war. The Eastern Han Dynasty chose officers by a recommendation and appointment system. It was electing or appointing the people with morality and reputation to be officials. However, it is not always true. At that time, knowledge was controlled by the stratum of the aristocracy and aristocratic families because the paper was not popularized. Currently at that period, the stratum of aristocratic families and despots had a lot of power and economic strength. It was difficult for the civilian population to get knowledge and achieve success. 2.3 Background of Cao Cao Cao Cao was born in Qiao City (present-day , ) in 155 A.D.. His father Cao Song was the foster son of Cao Teng, who in turn was one of the favourite eunuchs of Emperor Huan. Cao Teng had no descendants. So, he adopted Cao Cao’s father, Cao Song. According to the background of the time, although Cao Cao was born in an official family but his ancestors were eunuchs. In the Eastern Han Dynasty, at the time intellectuals and noble family paid attention to the individuals prestige and reputation. So, his origins were not very good and many intellectuals looked down on him, e.g., wrote an official accusation and accused Cao Cao of being a ’s descendant. Because of Cao Cao’s official family, the learning handed down from generation to generation of his family he could easily get knowledge. When he was 20 years old, he was recommended by Sima Fang to court officials. 87

3. Leadership Attributes of Cao Cao After reading all the documents selected, the researcher did the analysis with coding. The results are classified as follows: 3.1 Ambitious 3.1.1 Strong Ambitions In his early political career, Cao Cao tried to show his political aspirations to solve the corruption problem of the dynasty. At the End of the Eastern Han Dynasty, Cao Cao was active in fighting the warlords who were out of the central government. And he annihilated the people who assumed the title of “Emperor”. “In 193 A.D., Jue Xuan (a person at the ) was claiming to be emperor and unite with Tao Qian(governor of Xu province during the late Han dynasty). Cao Cao led his troops to attack them and occupied more than ten cities (vol. 1, Record of Three Kingdoms).” “In 197A.D., Yuan Shu (courtesy name Gonglu) was a warlord who lived in the late Eastern Han Dynasty and wanted to be king. Cao Cao was taking his soldiers to attack him (vol. 1, Record of Three Kingdoms).” “Around 180 A.D., Cao Cao returned to the imperial court as a consultant. He was presented with two memoranda for reforming the government corruption (vol. 1, Record of Three Kingdoms, Weishu).” The Yellow Turban Rebellion broke out in 184 A.D. Cao Cao attacked the rebels to protect the Dynasty. Cao Cao also took his troops to fight with thieves to protect the location. “When the Yellow Turban Rebellion broke out in 184 A.D. Cao Cao was recalled to Luoyang by the emperor, and appointed as a Captain of the cavalry. The imperial court sent him to Yingchuan in Yu Province to suppress the rebels (vol. 1, Record of Three Kingdoms).” “In 191 A.D., Yu Du, Bai Rao, Gui Gu robbers of Heishan lead more than one hundred thousand robbers to attack Wei and Dong prefecture. Cao Cao led his army to rescue and defeat Bai Rao in Puyang (vol. 1, Record of Three Kingdoms).” “In 192 A.D., Cao Cao led his army to pursue the Yellow Scarves. At Jibei, Cao Cao led his troops to making the Yellow Scarves surrender. Cao Cao reorganized more than 300, 000 surrendered soldiers (vol. 1, Record of Three Kingdoms).” 88

“In 196 A.D., Cao Cao defeated the Yellow Scarves, killed Liu Pi, Huang Shao and made He Yi and He Man surrender to him (Liu Pi, Huang Shao, He Yi, He Man, they are the Yellow turban insurrectionary army generals in the Eastern Han Dynasty) (Vol. 1, Record of Three Kingdoms).” “In 205 A.D., Zhao Du, Huo Nu lead the people’s uprising and killed the proprietor. Cao Cao lead troops that defeated and killed them (vol. 1, Record of Three Kingdoms).” Dong Zhuo held power and controlled the emperor, Cao Cao was actively against him for restoring the national order. “In 189A.D., Dong Zhuo (courtesy name Zhongying, powerful minister of the Late Eastern Han Dynasty) held power, and he deposed Emperor Shao and placed the puppet Emperor Xian on the throne. Because of Dong Zhuo’s brutal rule, Cao Cao rejected Dong Zhuo’s offer of appointment and left Luoyang to (place name, located in province) (vol. 1, Biography of Cao Man, Record of Three Kingdoms).” “In 189 A.D., Dong Zhuo held power. Cao Cao made up and fled to his hometown Chen Liu. Cao Cao used his family’s money to recruit soldiers, and called on all the warlords to crusade against Dong Zhuo (vol. 1, Biography of Cao Man, Record of Three Kingdoms).” “In 190 A.D., regional warlords formed a military alliance under Yuan Shao (courtesy name Benchu, a warlord who lived in the late Eastern Han Dynasty) against Dong Zhuo. Cao Cao joined them, becoming one of the few fighting active members of the coalition (vol. 1, Record of Three Kingdoms).” “In 190 A.D., Cao Cao revolted against Dong Zhuo because the warlords halted the troops and waited. Cao Cao led his army to fight Dong Zhuo. He was defeated by (a famous genera served for warlord Dong Zhuo) because he had few troops (vol. 1, Record of Three Kingdoms).” “In 190A.D., Cao Cao blamed Yuan Shao’s allied forces for not fighting with Dong Zhuo and every day they drank together (vol. 1, Record of Three Kingdoms).” At the end of Eastern Han Dynasty, the warlords set up their own power. Although on the surface the warlords still followed the Eastern Han 89 dynasty’s rule, but in fact they were fighting with each other to develop their own power. Cao Cao actively fought with these warlords, and finally unified the north of China. “In 198 A.D., at the Battle of Xiapi, Cao Cao eradicated Lv Bu (vol.1, vol. 7, Record of Three Kingdoms).” “In 199 A.D., Zhang Xiu followed Jia Xu’s idea to surrender to Cao Cao (vol.1, vol. 30, Record of Three Kingdoms).” “In 200 A.D., the battle of Guandu, Cao Cao defeated Yuan Shao (vol.1, vol. 6, Record of Three Kingdoms).” “In 206 A.D., Cao Cao defeated Gao Gan and occupied Bing province (vol.1, vol. 6, Record of Three Kingdoms).” “In December 207, Cao Cao’s expedition of Wuhuan completely destroyed Yuan Shao’s forces (vol.1, vol. 30, Record of Three Kingdoms).” “In 211 A.D., Battle of Tong Pass between Cao Cao and a coalition force led by Ma Chao and Han Sui. Cao Cao destroyed Ma Chao’s forces (vol.1, vol. 36, Record of Three Kingdoms).” “In 215 A.D., Zhang Lu surrendered to Cao Cao (vol.1, vol. 8, Record of Three Kingdoms).” In the Eastern Han Dynasty, the dynasty was faced with different federal invasions. Cao Cao fought with them and defeated them. It solves the problem of separate nations harmed to China’s main nationality. At the same time, this forced some different nations to surrender to the Dynasty. The following are statements that support the claim. “In 191 A.D Cao Cao defeated Yu Luofu (the of South Xionnu in ancient China). Finally, Yu Luofu surrendered to Cao Cao. This war almost let the southern Xiongnu stop the intrusion of the Han Dynasty.” “In 195 A.D., Yu Luofu (Chanyu of Xiongnu) died. Hu Chuquan became Chanyu and mutinied in 202 A.D. He was defeated by Zhong Yao and surrendered to Cao Cao again. In 216 A.D., Cao Cao left Hu Chuquan in Ye City. Cao Cao broke Xiongnu into five different parts and each department set up a military governor to control it. This completely solved the threat to Xiongnu (vol.1, vol. 30, Record of Three Kingdoms).” “In 196 A.D., Cao Cao followed Xun Yu (courtesy name Wenruo, was a strategist and statesman who served as an advisor to the warlord Cao Cao) and Cheng 90

Yu’s Cheng Yu’s (courtesy name Zhongde, was an official and adviser to Cao Cao) suggestion to join Emperor Xian. He convinced him to move the capital to Xuchang, as Luoyang was ruined by war and Chang’an was not under Cao’s military control, and he was appointed chancellor (vol. 1, Record of Three Kingdoms).” “In 206-207 A.D Cao Cao requested Tian Chou (courtesy name Zitai) as a guide, he led his troops to attack and defeat WuHuan (minority, multiple rebellions and inroads) (vol. 1, vol. 11, Record of Three Kingdoms).” “The Xianbei (the other nationalities in the north of China) repeatedly encroached on the border. Tian Yu (courtesy name Guorang, was a military general of the state of Cao Wei) defeated them and forced them to surrender to the Dynasty (vol. 26, vol. 30, Record of Three Kingdoms).” “Qiang and (the other nationalities in north-west of China) had harmed the northwest of the country. Cao Cao ordered Xiahou Yuan (brother of him) to protect the northwest of the country after he defeated Ma Chao, eleven warlords, Han Sui, etc. 214 A.D. Xiahou Yuan led his troops on a westward march and defeated Qiang, Di, and other nationalities. He was overawed by the other nationalities in the northwest of China and made them surrender to the Dynasty (vol. 9, vol. 30, Record of Three Kingdoms).” 3.1.2 Ambitions in Shu Zhi Ling “I had just begun to be an official when I was young. And I don’t want to be a mediocre person, so I want to be the chief executive of a county. I want to do a good job of politics and education to build my reputation and let the people in the world know me clearly”. “Then I was an officer of the army, and I was thinking about the country. I hope that after I die, my tombstone is written “the dead Han Dynasty general’s tomb”.” “Yuan Shao usurped the title of emperor, I sent armed forces to suppress him.” “Yuan Shao occupied the north of the , and his military power was very strong. I reckon my strength can’t beat him. But I think this is a great sacrifice for justice, this is enough to be remembered. Fortunately, I defeated Yuan Shao and killed his two sons.” 3.2 Rule Consciousness At the end of the Eastern Han Dynasty, the aristocratic families and despots 91 had great power and economic strength. Civilians interests were not guaranteed. Cao Cao used the law to rule and protect the people. Cao Cao was able to set an example to enforce the law. 3.2.1 Used the Law to Administrate the Territory “When Cao Cao was 20 years old, he was appointed as a peace officer of Luoyang. He punished people that violated the law regardless of their status (vol. 1, Record of Three Kingdoms).” “In September 205 A.D., Cao Cao ordered to rectify the social climate because of the war people had forgotten to be ethical (vol. 1, Record of Three Kingdoms).” “In 205 A.D., Cao Cao prohibited personal vendettas, everything needed to follow the law (vol. 1, Record of Three Kingdoms).” “At the battle of Wan, Cao Cao led his troops past a cornfield. He ordered the troops to not damage the cornfield. But his horse damaged wheat because a bird frightened it. Cao Cao cut his hair instead of beheading (biography of Cao Man). At that time, the ancient Chinese believed the body was indicated by the parents. If somebody harms the body, it means he is not in accordance with filial piety. That was serious behavior at that time (Biography of Cao Man).” “In 202 A.D., Lun Li Shi Xing Neng Ling, was the laws of administrative officials. Cao Cao stipulated that people who did not have administrative ability could be not appointed to be officers (vol. 1, Record of Three Kingdoms; Wei Book)”. “In 203 A.D., Jian Xue Ling was the laws to set up schools for the people to learn (vol. 12, Record of Three Kingdoms; Wei Book)”. “In 204 A.D., because of the war, Cao Cao issued a decree for people north of the Yellow River to be exempt from tax for one year (vol. 1, Record of Three Kingdoms; Wei Book)”. “In 209 A.D., Jun Qiao Ling, the law stipulates that soldiers who were killed, the families should be comforted and compensated. Their children should be given an education and he set up a temple to commemorate them (vol. 1, Record of Three Kingdoms; Wei Book)” “In 208 A.D., Cao Cao occupied Jing province and implemented a new law to rule personal behavior (vol. 1, Record of Three Kingdoms).” 92

“In 210 A.D., Bai Jun Ling was personally written by Cao Cao, he was defeated after the general provisions should be punished (vol. 1, Record of Three Kingdoms; Wei Book)”. “December, 214 A.D., Cao Cao considered the rule is the life of the people, but the person who wields the rule is casual. And his order to choose a person who was proficient in law to implement the law. Meanwhile, Cao Cao ordered to install Cao-yuan-shu (official title in Period Three Kingdoms, it in charge of personnel work) (vol. 1, Record of Three Kingdoms).” “In 218 A.D., Cao Zhang son of Cao Cao led the troops to attack Wuhuan. Before he left, Cao Cao warned him to obey the law (vol. 19, Record of Three Kingdoms).” “Guo Jia said Cao Cao won Yuan Shao by management. The Han dynasty declined due to a lack of discipline and law enforcement. Yuan Shao condoned his followers and their ill-discipline, so he failed in administration. Cao Cao upheld discipline sternly and firmly among his followers (vol. 14, Record of Three Kingdoms).” 3.3 Reliable The reliability of Cao Cao was in two different aspects. First, Cao Cao was a decent official in his immediate official period. Cao Cao used his ability to manage the area very well and the proposed plans to reform the rotten system. At the end of the Eastern Han Dynasty, Cao Cao was a suitable officer for the dynasty. 3.3.1 A Decent Official “When Cao Cao was 20 years old, he became a peace officer of Luoyang and punished people that violated the law regardless of their status. Luo Yang was the capital of the Eastern Han Dynasty with many high officials and noble lords in this area. Cao Cao used his ability to enforce law and discipline (vol. 1, Record of Three Kingdoms).” “Around 180 A.D., Cao Cao returned to the Dynasty as a consultant. He has presented two memoranda to limit the eunuchs’ influence in court and government corruption during his tenure (vol. 1, Record of Three Kingdoms, Weishu).” 93

“In 184 A.D., Cao Cao was sent to Ji’nan as the Chancellor and he punished corrupt officials and evildoers. He made everyone obey the law in Ji’nan (vol. 1, Record of Three Kingdoms).” “In 184 A.D Cao Cao offended the leading local families in the process of rectifying the administration of the officials (vol. 1, Record of Three Kingdoms).” “ (courtesy name Gongren, was an official of the state of Cao Wei ) said Cao Cao used the righteous army to punish riots and protect the Eastern Han dynasty was a great contribution (vol. 14, Record of Three Kingdom).” “Guo Jia said Cao Cao won Yuan Shao with righteousness. Yuan Shao attempted to achieve supremacy from an opposing position, but Cao Cao used the Han Empire’s authority to command respect (vol. 14, Record of Three Kingdom).” Second, Cao Cao was a judicious leader. Cao Cao didn’t think all of his achievements were his own. He gave merits to his subordinates. Cao Cao sympathized with the subordinates and appeased them at the right time. 3.3.2 A Reasonable Leader “Battle of Wan, Cao Cao was rejected by Zhang Xiu. Some solider informed of Yu Jin (courtesy name Wenze, was a military general serving under the warlord Cao Cao in the late Eastern Han Dynasty). Because of the troops lay in disarray. Yu Jin came to explain after he arranged troops. Cao Cao praised him (vol. 17, Record of Three Kingdoms).” “202 A.D., Cao Cao granted rewards to people, and comforted and compensated a bereaved family (vol. 1, Record of Three Kingdoms).” “In 207 A.D., Cao Cao throught the merits and achievements were not got by himself. They were also made by his subordinates. He rewarded people for meritorious service (vol. 1, Record of Three Kingdoms).” “In 211 A.D., Cao Cao was rejected by Ma Chao. Cao Cao’s subordinates were terrified because they couldn’t find Cao Cao. Later, Cao Cao’s men saw Cao Cao, some of them was sad because they were out of war, some of them were scared and cried. Cao Cao laughed and stated, “Today, I was nearly trapped by a thief!” Cao Cao soothed his subordinates’ feelings with one word (vol. 1, Record of Three Kingdoms).”

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“Lu Xun (courtesy name Boyan, was a military general and statesman of the state of Eastern Wu) said Cao Cao, Liu Bei and Guan Yu were outstanding figures (vol. 58, Record of Three Kingdom).” “Xun Yu said Cao Cao was an official of Yan province and led the army to protect , the common people supported him(vol. 10, Record of Three Kingdom).” “Guo Jia said Cao Cao won Yuan Shao with culture. Yuan Shao could not distinguish between right and wrong. Cao Cao respected someone when he thought they had done right and Cao Cao punished someone when he felt they had done wrong (vol. 14, Record of Three Kingdom).” Third, Cao Cao was a fair leader. Cao Cao rewarded and punished his subordinates depending on their merits. Cao Cao made the rewards and punishment system fair and transparent. And implemented it in a timely fashion. This made Cao Cao have moral credibility. At the same time, Cao Cao used laws fairly, and also used a humanized management method. 3.3.3 A Fair Leader “In 208 A.D., Cao Cao placated a surrendering officer when he occupied Jing province. Cao Cao relied on their contributions to awarded them (vol. 1, Record of Three Kingdoms).” “In 215 A.D Cao Cao awarded people who made merit for the country (vol. 1, Record of Three Kingdoms).” “Guo Jia was impeached by Chun Qun, because he was not paying attention to etiquette. Cao Cao rewarded Chen Qun, but he didn’t punish Guo Jia. Because Guo Jia did not offend the law, but he was morally lacking (vol. 14, vol.22, Record of Three Kingdoms).” Fourth, Cao Cao was a gratitude people. 3.3.4 Gratitude “When Cao Cao was not well known, Qiao Xuan the national military chief thought highly of him. In 202 A.D., Cao Cao passed by Qiao Xuan’s grave, he wrote a memorial to him (vol. 1, Record of Three Kingdoms).” Fifth, Cao Cao was able to admit his mistakes to his subordinates, if he did not listen to other people’s advice. After that, Cao Cao was able to confessed his mistakes frankly. 95

3.3.5 Dared to be Responsible “In 198 A.D., Xun You went with Cao Cao to fight against Zhang Xiu. Xun You had seen the situation at that time was very unfavorable for Cao Cao. So, he dissuaded Cao Cao to postpone the military action. Cao Cao did not accept his advice. Cao Cao later failed in the battle. After Cao Cao came back, he said to Xun You, I failed because I didn’t listen to your advice (vol. 1, Record of Three Kingdoms).” 3.4 Far-sighted Cao Cao was a provident statesmen, strategist, militarist and personnel trainer. Politically, Cao Cao in the early official because punishing corrupt officials offended many dignitaries. This endangered his family because the corruption of the political system could not be changed, Cao Cao resigned at home. In the Eastern Han Dynasty, although the warlords held power, the emperor was always orthodox. Cao Cao’s territory continued to expand because he fought with other warlords. Cao Cao suggested joining Emperor Xian and convinced him to move the capital to Xuchang. This gave him political superiority because he could command other warlords by holding the Emperor. In strategy and military, because the Eastern Han Dynasty had natural calamities and man-made misfortunes, the agricultural production was significantly damaged. Cao Cao ordered troops or peasants to open up wasteland and grow grain. Although this reduced the fighting capaCity of the army but it recovered agricultural production, and resolved the problem of food. Cao Cao ordered construction of water conservation facilities. It was advantageous to strengthen the traffic convenience and solve the military transportation problem. 3.4.1 Political, Strategic and Military Vision “In 184 A.D., Cao Cao offended the leading local families in the process, and resigned on grounds of poor health around 187A.D, fearing that he had put his family in danger (Book of Wei).” “In 187.A.D., Wang Fen tried to recruit Cao Cao to join his coup to replace Emperor Ling with the Marquis of Hefei (the feudal provincial or prefectural governor of Ji Zhou), but Cao Cao refused. Finally, the coup was failed (vol. 1, Record of Three Kingdoms).” 96

“In 189A.D., Dong Zhuo held power, Cao Cao refused Zhuo’s invitation because he ruled brutally. Finally, Dong Zhuo failed with his death in 192 A.D (vol.1, vol.6, Record of Three Kingdoms).” “In 196 A.D., Cao Cao suggested to join Emperor Xian and convinced him to move to the capital to Xuchang. This could make Cao Cao get a firm hold over the emperor to oppress the princes (vol. 1, Record of Three Kingdoms).” “End of 196 A.D., the agricultural production was undermined because of a vassal state fight. Cao Cao implemented a state collective farming system to solve the food problem (vol. 1, Record of Three Kingdoms).” “200 A.D., Most of Cao Cao’s generals thought Yuan Shao was the archenemy. But Cao Cao prophetic Liu Bei was the archenemy of him. Finally, Liu Bei built Shu in 221 A.D. (vol. 1; vol. 14; vol. 31, Record of Three Kingdoms).” “In 204 A.D., Cao Cao ordered to construct a canal in Baigou (place name, is located in Linzhang, province). It was a valuable waterway north of the Yellow river (vol. 1, Record of Three Kingdoms).” “In 206 A.D., Cao Cao ordered to build water conservancy projects and built Pingru (place name, is located in Tianji City) and Quanzhou (place name, is located in Hebei province) canal to expedite Wuhuan (vol. 1, Record of Three Kingdoms).” In personnel training, Cao Cao order to build schools to let people study. Because of Cao Cao’s decree, the people began to learn again. It also provided talents for the group of Cao Wei (it was the regime established by Cao Cao, Cao Cao’s son Cao Pi replaces Emperor Xian became emperor in 220 A.D). 3.4.2 Development of Talents Cao Cao paid attention to the development of talents and recruited talents with a long-term vision. “When Cao Cao and Yuan Shao discussed the situation in the world, he said he would take the world talents and heroes, with justice to manage them. It would make him invincible (vol. 1, Record of Three Kingdoms).” “In July, 203A.D., in the years of war, Cao Cao ordered to build a school and make people to learn knowledge (vol. 1, Record of Three Kingdoms).” “As the Zhou Gong courtesy to talent, made all the talents in the world 97 return to me (A Short-Song Ballad, vol. 1, Record of Three Kingdoms).” (Zhou Gong, the person who lived in , he was the paragon person of courtesy to talents). 3.5 Strong Cognitive Ability Cao Cao’s cognitive ability reflected in his literary work. Cao Cao’s scholarly achievements had far-reaching influence on later generations. In artistic style, Cao Cao’s poems expressed the historical process or expressed his feeling in a concise language. He pushed the literature of the Jian’an Period development (196A.D.-219 A.D.). “Cao Cao resigned on grounds with poor health around 187A.D., every day he read books and synthetics in his family (Book of Wei).” Major literature of Cao Cao: “Poetry: Song of Bitter Cold; Though the Tortoise Lives Long; View of the Blue Sea; A Short-Song Ballad.” “Prose: Shu Zhi Ling; Yu Wang Xiu Shu; Prose for sacrifice Qiao Xuan.” “Academic writing: Annotation for Art of the war.” 3.6 Good Management Skills Cao Cao was a leader with good management skills. That was the key he could win the war and unify the north of China in the end of the Eastern Han Dynasty. The researcher analyzed Cao Cao’s management skills as different as follows. First, Cao Cao was a good listener because he could hear and adopt proposals of his subordinate. 3.6.1 A Good Listener “In the end of 196 A.D., Cao Cao listened to Zao Zhi (was an official of the state of Cao Wei in the Three Kingdoms period), it was Han Hao’s idea to order the state collective farming system (vol. 1, Record of Three Kingdoms, Wei Book).” “In 197A.D., Cao Cao adopted the stratagem of Guo Jia and Xun You to use water to assault Xiapi and defeat Lv Bu (vol. 1, vol. 7, vol. 10, vol. 14, Record of Three Kingdoms).” “In 197 A.D., Cao Cao accepted Chen Deng’s strategic to defeated Lv Bu (vol. 7, Record of Three Kingdoms).” “In 200A.D., Battle of Baima (it was located in the northeast of Hua county, Henan province). Yuan Shao attacked Liyang City (it was located in the 98 northeast of Xun county, Henan province). Cao Cao adopted stratagem of make a feint to the east but attack in the west which propose by Xun You (courtesy name Gongda, was a statesman who lived in the late Eastern Han dynasty and served as an adviser to the warlord Cao Cao.), and used Zhang Liao (courtesy name Wenyuan, was a military general serving under the warlord Cao Cao) and Guan Yu (courtesy name Yunchang, was a general serving under the warlord Liu Bei, at that time serving for Cao Cao) as the vanguard defeated and killed Yan Liang (was a famous military general serving under the warlord Yuan Shao) (vol. 1, Record of Three Kingdoms).” “In 200 A.D., Cao Cao adopted Xun You’s stratagem to order Xu Huang (general of Cao Cao, he was best noted for breaking the siege at the Battle of Fancheng in 219 by routing the enemy commander Guan Yu on the field.) and Shi Huan (general of Cao Cao, he was famous with loyal and brave) as the general that the defeated transport and supply column of Yuan Shao (vol. 1, Record of Three Kingdoms).” “In 200 A.D., The Battle of Wuchao (place name, was the place for hoarding grains for Yuan Shao’s troops) Cao Cao adopt Xu You’s stratagem and used 5000 troops and greatly defeated fifty thousand enemies which was led by Cun Yuqiong (general of Yuan Shao). This battle is the key operation that decided the outcome of the Battle of Guandu (vol. 1, vol. 6, Record of Three Kingdoms).” “In 204 A.D Cao Cao adopted Cao Chun’s (brother of Cao Ren) idea to encourage his troops with the beat of a drum defeated Yuan Tan (son of Yuan Shao) and occupy Nan Pi (is a county of Hebei Provence) (vol. 1, vol. 9, Record of Three Kingdoms).” “In December, 214 A.D. Cao Cao accepted Mao Jie’s (courtesy name Xiaoxian, was an official serving under the warlord Cao Cao) idea installed Cao-yuan-shu (official title in period of Three Kingdoms, it in charge of personnel work) to select the official (vol. 12, Record of Three Kingdoms).” “In 211 A.D., Cao Cao used Jia Xu’s (courtesy name Wenhe, was an official of the state of Cao Wei in the Three Kingdoms period) strategy to drive a wedge between Ma Chao and Han Sui. Battle of Tongguan, Cao Cao defeated Ma Chao and Han Sui’s alliance (vol. 1, Record of Three Kingdoms).” 99

Second, Cao Cao paid attention to develop talents for his family members. 3.6.2 Attached Importance to the Cultivation of His Family’s Talents “Cao Pi and Cao Zhi (son of Cao Cao) got the highest attainments in literature (vol. 2; vol. 19, Record of Three Kingdoms).” “Xiahou Dun (courtesy name Yuanrang), Xiahou Yuan (courtesy name Miao cai), Cao Ren (courtesy name Zixiao), Cao Hong (courtesy name Zilian) brothers of Cao Cao were the good general at that time. Cao Xiu (courtesy name Wenlie) nephew of Cao Cao and Cao Zhang (courtesy name Ziwen) son of Cao Cao also a good general (vol. 9; vol. 19, Record of Three Kingdoms).” Third, Cao Cao was effective at identifying and utilizing the talents without restraint. Cao Cao knew which person is a talent and used them in the right place. In Cao Cao’s military career, Cao Cao not only knew his own talents, but also understood his enemies. Cao Cao chose different generals to deal with them according to separate enemies. Administratively, Cao Cao knew what kind of talent could do what kind of jobs. 3.6.3 Identifying and Utilizing the Talents without Restraint “In 199 A.D., Cao Cao told Liu Bei: The hero in the world is just Liu Bei and him. Afterwards, Liu Bei built the Shu Han regime and against with Cao Cao (vol. 32, Record of Three Kingdoms).” “Yu Jin (courtesy name Wenze, was a military general serving under the warlord Cao Cao) and Yue Jin (courtesy name Wenqian, was a military general serving under the warlord Cao Cao) were lower officials before they served Cao Cao. Afterwards, they were famous generals for Cao Cao (vol. 17, Record of Three Kingdoms).” “Dian Wei (was a military officer serving under the warlord Cao Cao in the late Eastern Han dynasty) and (courtesy name Zhongkang, was a military general who lived in the late Eastern Han dynasty and the Three Kingdoms period) were generals which had strong forces but were not good at controlling the troops. Cao Cao made them his guard captains (vol. 1, vol.18, Record of Three Kingdoms).”

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“Zang Ba (courtesy name Xuangao, was a military general who lived in the late Eastern Han Dynasty and Three Kingdoms period) was a general who surrendered from Lv Bu. Cao Cao made him administer Langya because he is a good general and protected this place before (vol. 1, Record of Three Kingdoms).” “Zao Zhi and Ren Jun (courtesy name Boda, was an official of the state of in the period) were hardworking people, Cao Cao gave them troops or peasants to open up wasteland and grow grain.” “Cui Yan (courtesy name Jigui, was an official serving under the warlord Cao Cao in the late Eastern Han dynasty) and Mao Jie (courtesy name Xiaoxian, was an official serving under the warlord Cao Cao in the late Eastern Han dynasty) were honest and upright people, Cao Cao make them to select the official (vol. 12, Record of Three Kingdoms).” “Cao Cao made Zhang Liao, Li Dian, Yue Jin to protect Hefei and leave a letter to them when Cao Cao attack Zhang Lu. In the letter Cao Cao make Zhang Liao and Li Dian lead the army to attack the enemy because they are good at fighting and Yue Jin protected the City because he was skilled at defending. These three general have contradictions before but after this battle they defeated Sun Quan’s and make a good relationship between each other (vol1, vol. 17 & vol.18, Record of Three Kingdoms).” “Guo Jia said Cao Cao win Yuan Shao in wisdom. Yuan Shao’s followers are often bickering and politicking and they give libelous and troublesome advice. Cao Cao governed his followers with the right principles, so corruption did not occur under his leadership (vol. 14, Record of Three Kingdoms).” Fourth, Cao Cao could recruit talented people with ingenuity. 3.6.4 Ingenious at Attracting Talents “Cao Cao heard of Taishi Ci is a very good general. He sent Angelica sinensis to him. Angelica sinensis is one traditional Chinese medicine. The Chinese is “dang gui” it means “should return” or “should come” (vol. 49, Record of Three Kingdoms).” Fifth, Cao Cao have good skills in (political) tactics. Cao Cao did not care about false reputation in his life.

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3.6.5 Skilled in (Political) Tactics “In 197 A.D., Yuan Shao was unified the north of Yellow river. Cao Cao was sealed as National military chief. Yuan Shao was ashamed of his status under Cao Cao. Cao Cao gave up his position to Yuan Shao to avoid fighting with him (vol.1, vol. 6, Record of Three Kingdoms).” “Cao Cao crusaded against yuan shu. Because Cao Cao’s army is short of food. So Cao Cao asked the food supply officer to reduce the supply of food foe saving food. This practice led to the discontent of the Army soldiers. Cao Cao killed the food supply officer to appease his soliders (biography of Cao Man).” “Cao Cao has just begun to be an official in Luoyang, using the law to kill (the uncle of the authority). It made the security of Luoyang well maintained (vol. 49, Record of Three Kingdoms; biography of Cao Man).” “After The Battle of Guandu, Cao Cao captured many letters from his subordinate written to Yuan Shao for surrender. Cao Cao burned them and said that he also could not protect himself when he fight with Yuan Shao and what about the others (vol. 1, Record of Three Kingdoms).” “Cao Cao expedition Ma Chao. Cao Cao was defeated by Ma Chao. Because of the failure, the morale of his soldiers and generals was low. Cao Cao laughingly said that today I almost was in a tight spot by a little thief (vol. 1, Record of Three Kingdoms).” “In 210 A.D., Cao published Shu Zhi Ling. It is an important autobiographical article reflecting Cao’s thoughts and experiences. This paper was drawn up after Cao almost finished the splendid career of unifying Northern China. In this paper, Cao stated he has more than his original desire he had become prime minister as a vassal has grandees to the pole. There will be many warlords to become the emperor if the country did not have him. At the same time, Cao bluntly said he would not give up his power because he was so skillful in his achievements as to make the emperor feel uneasy. He was afraid of this because so many ministers and their families were killed by the emperor in Chinese history (Vol. 1. Record of Three Kingdoms).”

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“Cao Cao’s subordinates suggested that Cao Cao should be emperor, but Cao Cao refused. Cao Cao said that if it was imperative, he will be the (he was the warlords in the . After his dead, his son built Zhou Dynasty he was made a king) (Pei Sonzhi’s annotation).” “In 219 A.D., Sun Quan (courtesy name Zhongmou, he was a monarch in Dong Wu during the Three Kingdoms period) wrote a letter to Cao Cao and suggested he be emperor. Cao Cao refused (vol. 1, vol. 47, Record of Three Kingdoms).” The dignity of a leader is inviolable, and did not allow others to challenge his bottom line. At Cao Cao’s resignation, Cao Cao killed or hounded several meritorious statesman to death. At that time Cao Cao has great power at politics and military, and he could not tolerate some person’s behavior. He also cleaned the road for this heir. Cao Cao, for his heir, killed some of his subordinates who have achievement for him. Cao Cao also killed some talents who did not surrender to him. “Cao Cao killed Cui Yan. Cui Yan’s niece was Cao Zhi’s wife. Cao Zhi and Cao Pi were competing for power at that time. After Cao Pi became prince. The force of Cao Zhi was suppressed by Cao Cao (vol. 12, Record of Three Kingdoms).” “Gao Shun was the general who served Lv Bu. Because he and Chen Gong refused to surrender to Cao Cao. Cao Cao killed them (vol. 7, Record of Three Kingdoms).” “Cao Cao killed because he served Cao Zhi. Yang Xiu helped Cao Zhi to compete for the power with Cao Pi (Biography of Cao Man, vol. 1, Record of Three Kingdoms).” “In 204 A.D., Cao Cao gave permission for Xu Chu to kill Xu You. After the Battle of Guandu, Xu You repeatedly make Cao Cao lose his face (biography of Cao Man).” 3.7 A Good Strategic Planner Cao Cao as a good strategic was manifested in two different parts. First, Cao Cao was good at using wisdom and strategy to win. In Cao Cao’s military career, Cao Cao always use a strategy to use few to defeat the many.

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3.7.1 Using Wisdom and Strategy to Win “190 A.D., Cao Cao blamed Yuan Shao’s allied forces not fight with Dond Zhuo and every day drank together. He proved his plan: the allied forces from the north, East, South three surrounded Luoyang and controlled the strategic location. He believed use of this strategy and take such troops deterrence Chang’an could end Dong Zhuo’s rule with the circumstances of a crusade against the treason (vol. 1, Record of Three Kingdoms).” “In 195 A.D., Cao Cao defeated Lv Bu (courtesy name Fengxian, was a military general and warlord who lived in the End of Eastern Han dynasty)with an ambush and occupy Dingtao (place name, is a district under the jurisdiction of in Shandong province, China) (vol. 1, Record of Three Kingdoms).” “In 198 A.D., The Battle of Wan, Liu Biao (courtesy name Jingsheng, was a government official and warlord who lived in the late Eastern Han dynasty) led his troops to rescue Zhang Xiu (was a military general and minor warlord who lived in the late Eastern Han dynasty) because Cao Cao attacked him. Cao Cao was to be encompassed by Zhang Xiu and Liu Biao. Cao Cao ordered a withdrawal and defeat them by using the subway and an army suddenly appearing from nowhere (vol. 1, vol.6, Record of Three Kingdoms).” “In October, 196 A.D., Yuan Shao had become the most powerful warlord in China when he united the northern four provinces rejecting the grand commandant, he think Cao Cao was trying to humiliate him, since the grand commandant technically ranked lower than the Great General, and therefore refused to accept the title. Cao Cao gave the grand commandant to him (vol. 1, Record of Three Kingdoms).” “The Battle of Yanjin (place name, it is located in north of Henan province) after Battle of Biama, Cao Cao use impedimenta to attract the enemy and with not more than 600 soldiers defeated and killed Wen Chou (was a famous military general serving under the warlord Yuan Shao).” “Battle of Ye, Cao Cao used water to assault Ye City (vol. 1, Record of Three Kingdoms).” “In 190-200 A.D., Cao Cao disposed Zang Ba to lead troops in eastern to contain Yuan Shao’s army. Yu Jin and Liu Yan (satrap of Dong county) led their army defends tenaciously strategic location. Cao Cao was replaced prevent Yuan 104

Shao’s attack and defeated him in the Battle of Guandu (vol. 1, vol. 17, Record of Three Kingdoms).” “In 197A.D., Cao Cao used water to assault Xiapi and defeat Lv Bu (vol.1, vol.7, vol.10, Record of Three Kingdoms).” “In 211 A.D., Cao Cao used strategy to drive a wedge between Ma Chao and Han Sui. Battle of Tongguan, Cao Cao defeated Ma Chao(courtesy name Mengqi, was a military general and warlord who lived in the late Eastern Han dynasty and early Three Kingdoms period) and Han Sui’s alliance(courtesy name Wenyue, was a military general and minor warlord who lived in the late Eastern Han dynasty) (vol. 1, Record of Three Kingdoms).” “Zhuge Liang (courtesy name Kongming) said Cao Cao is very smart and his ability of military like (was a Chinese general, military strategist, and philosopher who lived in the Spring and Autumn period of ancient China) and (was a Chinese military leader, Legalist philosopher, and politician in the )(vol. 35, Record of Three Kingdom).” “Lv Bu said to Cao Cao, Cao Cao is afraid of him and now he has surrender, no one will stop him to unify the whole country (vol. 7, Record of Three Kingdom).” “ (courtesy name Yuanhao, was an official and adviser serving under the warlord Yuan Shao) said Cao Cao is skillful of the troops, Although his army is small but cannot belittle (vol. 6, Record of Three Kingdom).” “Guo Jia said Cao Cao win Yuan Shao in military skill. Yuan Shao likes to display bravado and is not aware of the crucial elements in war. Cao Cao overcome an enemy superior in numbers with a smaller force, just like a god of war. The soldiers looked up to Cao Cao, his enemies feared him (vol. 14, Record of Three Kingdom).” “Lu Su (courtesy name Zijing, was a diplomat, military general and official serving under the warlord Sun Quan) said Cao Cao is a powerful enemy (Wei shu).” “Guo Jia said Cao Cao won Yuan Shao in strategy. Yuan Shao liked to listen to many ideas but is indecisive and he hesitated before he makes any move. Cao Cao are decisive and he adapt to changes well (vol. 14, Record of Three Kingdom).” 105

Second, Cao Cao has ability to monitor the situation as a whole. Cao Cao could resolve bad factors before him facing to resolve the main problems. 3.7.2 Resolved Bad Factors “In 200 A.D., before the Battle of Guandu. Cao Cao’s main enemy was Yuan Shao. But Cao Cao lead his troops to attack Liu Bei and defeat him in Xu Province (vol. 1, Record of Three Kingdoms). This made Cao Cao’s operations in two different lines.” “In 207 A.D., Cao Cao sent an expedition to Wu Huan to solve the northern border invasion (vol. 1, Record of Three Kingdoms).” “In 214 A.D., Cao Cao appointed Xiahou Yuan to protect the northwest of China. Xiaohou Yuan lead the troops to break the minorities allied forces of the Northwest. Xiahou Yuan’s attack not only destroyed entrenched in thirty years of the rebels, but also opened up the . It has paved the way for foundation for the Western China territory (vol. 9, Record of Three Kingdoms).” “In 218 A.D., Cao Cao let his son Cao Zhang break Wuhuan and Xianbei’s coalition forces and forced them to surrender (vol. 19, Record of Three Kingdoms).” 3.8 Mixed Personality Cao Cao’s character was very complicated, and his personality is contradictory. Cao Cao was an intelligent and crafty person. He was smart at that time. In his military of the research talked before. Cao Cao was skilled at using his wisdom to defeat his enemy. Politically, Cao Cao used the law to punish the corrupt officials and make the official’s family cannot revenge for him. But Cao Cao was criticized by later generations was some time he did everything in order to attain his ends. 3.8.1 An Intelligent and Crafty Person “When Cao Cao was young, his uncle always taught him because he did not study. Cao Cao pretended to be sickness and made his uncle tell his father. When his father came he was faked nonchalance to tell his father his uncle does not like him and wanted him to die. And made his father never trust his uncle (Biography of Cao Man).”

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“Battle of Wan, Cao Cao was leading his troops to attacked Wan City. The troops were thirsty with long marches. Cao Cao order in front there has a forest of plums. The solider quenched their thirst by just thinking about plums (Essays and Criticism).” “Battle of Guandu, Cao Cao was afraid that the soldiers would fail because they couldn’t eat. Cao Cao accept the suggestion of the official who was responsible for grain to give less food for the soldiers. Because of that time Cao Cao’s troops has not enough food to eat. Afterwards, the soldiers were angered with them cannot get sufficient food. Cao Cao killed the official and said this official was corruption in the grain (Biography of Cao Man).” “Cao Cao felt that he was ugly, and he asked Cui Yan instead of himself to receive the messenger of Xiongnu. He was holding his knife and disguise as a valet behind Cui Yan. After the receiving the messenger, Cao Cao sent an envoy to ask the messenger. The messenger said: “Although the appearance of Cui Yan is extraordinary, but the person who is holding a knife next to him is a real hero!” After listening to Cao Cao, immediately sent killers to chase the messenger (vol. 30, Record of Three Kingdoms).” “Liu Bei said Cao Cao is impatience, violence and strange and changeful to the people (vol. 32, Record of Three Kingdom).” Cao Cao was a transparent and sincerity person because he always showed his emotion to his subordinates. Cao Cao was able to speak frankly about his mistakes. 3.8.2 A Transparent and Sincere Person “In 197 A.D., Zhang Xiu surrendered first and betrayed later. Cao Ang (son of Cao Cao), Cao Anmin (nephew of Cao Cao) and Dian Wei (general of Cao Cao) died in this battle. In the first battle of Wan, Cao Cao lost this war that he accepted Zhang Xiu’s surrender but did not take the hostage. He admitted his mistake to his subordinate (vol. 1; vol. 8, Record of Three Kingdoms).” “After Cao Cao occupied Ji province, he invited his subordinates to a banquet. Cui Yan ridicule Cao Cao did not care about the common people’s life. Cao Cao apologized for his mistake (vol. 12, Record of Three Kingdoms).”

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“After Cao Cao defeated Wuhuan, Cao Cao reward the people who were against him to make the war. Cao Cao said he won this war by luck (vol. 30, Record of Three Kingdoms).” “After the Battle of Wan. Cao Cao held a memorial ceremony for Dian Wei, and cried for his death (vol. 18, Record of Three Kingdoms).” “After Cao Cao occupied Ye City, Cao Cao go to Yuan Shao’s tomb and cry to mourn him. Cao Cao and Yuan Shao were friends when they were young (vol. 1, vol. 6, Record of Three Kingdoms).” “Cao Cao was very grieved and cried to Gu Jia and Xun You’s die (vol.10, vol. 14, Record of Three Kingdoms).” “In 204 A.D., Ren Jun died, Cao Cao cried for a long time (vol. 16, Record of Three Kingdoms).” “In 219 A.D., Cao Cao heard Pang De(courtesy name Lingming, was a military served to Ma Teng, after the Battle of Tong Pass he served to Cao Cao)general dead, he sadly to cry (vol. 18, Record of Three Kingdoms).” “Guo Jia said Cao Cao won Yuan Shao in virtue. Yuan Shao uses his fame to attract people to serve him and boost his name. His followers were mostly people who are able to disguise their flaws through persuasion and glib talk. Cao Cao is sincere towards his followers and do not recruit them for the purpose of increasing his fame. Many loyal and truly capable people are willing to serve under him (vol. 14, Record of Three Kingdoms).” Cao Cao was a generous and open-minded person. He could manage his emotions and forgive the mistakes of other people. At the same time, he can humbly take up the valuable advice. 3.8.3 A Generous and Open-minded Person “Scientist Zhang Miao betrayed Cao Cao. Chen Bi’s family members were captured by the defectors. Cao Cao told him “You’re free to go to the rebels’ side because your family members are being held hostage by them.” Chen Bi kowtowed and reaffirmed his loyalty to Cao Cao. Cao Cao shed tears that he was so touched by Bi Chen’s sincerity. However, Chen Bi broke his promise later and joined Lv Bu. By late 195 A.D., Cao Cao had defeated Lv Bu. He forgave Chen Bi and appointed him as Chancellor of Lu State (vol. 1, Record of Three Kingdoms).” 108

“In November, 199 A.D., Zhang Xiu led his troops to surrender. Cao Cao appointed him to be a nobleman and let his daughter marry Zhang Xiu’s son (vol. 1, Record of Three Kingdoms).” “Chen Lin (courtesy name Kongzhang) had written an official call to arms for helping Yuan Shao attack Cao Cao. And in his article abuse of Cao Cao’s family. In 205A.D Cao Cao was captured and forgiven him (vol.1, vol. 2, Record of Three Kingdoms).” “In 199 A.D., Cao Cao defeated Lv Bu and captive Chen Gong (courtesy name Gongtai, was an adviser to the warlord Lü Bu in the late Eastern Han dynasty). Chen Gong betrayed Cao Cao before but Cao Cao still want Chen Gong works for him. Cao Cao was crying killed Chen Gong because he refused to surrender. Cao Cao was treat his family kindly (vol. 1, vol.7, Record of Three Kingdoms).” “After Cao Cao defeat Yuan Shao in battle of Guandu. Cui Yan satirize Cao Cao married Yuan Shao’s daughter-in-law to Cao Pi (son of Cao Cao) when Cao Cao gives a dinner party. He also satirizes Cao Cao ignoring the people’s life after the war. Cao Cao listened his satirize thanked him with smiling (vol. 12, Record of Three Kingdoms).” “After the Battle of Guandu, Cao Cao’s subordinates got some letter that was Cao Cao’s subordinates written to Yuan Shao for surrender. Cao Cao was not treated with these letters and burned it (vol. 1, Record of Three Kingdoms).” “Mi Heng (courtesy name Zhengping, was an ancient Chinese writer and musician who lived in the late Eastern Han dynasty) a famous person at that time. Cao Cao asked him to beat a drum to shame him but Mi Heng take off his clothes and beat the drum. Cao Cao said with a smile he want to shame Mi Heng but shamed by him. Later, Mi Hen face to face abuse Cao Cao. Cao Cao hate him but not kill him and let him meet Liu Biao (History of the Later Han Dynasty).” Cao Cao was retaliated against those who offend him.

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3.8.4 A Narrow-minded Person “Cao Cao killed Yang Xiu (courtesy name Dezu, was a litterateur who lived in the late Eastern Han dynasty) because he partake and help Cao Zhi in Cao Cao’s family select heir (vol. 1, biography of Cao Cao, Record of Three Kingdoms)”. “Xu You (courtesy name Ziyuan, was a strategist serving under the warlord Yuan Shao) several times to lose Cao Cao’s face. 204 A.D Cao Cao tacit permission Xu Chu to kill him (biography of Cao Man). “Zhang Miao betrayed Cao Cao, Cao Cao killed his family (vol. 1, Record of Three Kingdoms)”. “Xun Yu had a different political opinion with Cao Cao and opposed Cao Cao to become a Vassal King. He was a minister staunchly preserve Han dynasty. Finally, Xun Yu sickened and died in Shouchun (place name). Emperor mourn him and abolish Yan music in sacrifice for him (vol. 10, Record of Three Kingdoms)”. Cao Cao was able to ask people’s opinions modestly. 3.8.5 A Modest and Confident Person “Battle of Guandu, Cao Cao wined this battle because he adopted Xu You’s advice in a modest attitude (vol. 1, Record of Three Kingdoms).” Cao Cao was proud and arrogant after reunification with the north, so he lost the Battle of Chibi. 3.8.6 An Arrogant Person “Battle of Chibi, Because of Cao Cao’s conceit and his troops unaccustomed to fighting in the water. With the plague erupted, Cao Cao was defeated by Zhou Yu (courtesy name Gongjin, was a military general and strategist serving under the warlord Sun Ce and Sun Quan) (vol. 54, Record of Three Kingdoms).” Cao Cao was a suspicious man because the person easy to believe in others was easy to lose life in troubled times. As a leader, it is easy to be skeptical when he was threatened by his subordinates. Cao Cao was afraid some people plot to murder him. 3.8.7 A Suspicious Person “After Cao Cao refused Dong Zhuo’s invitation to be an official, Cao Cao was fled to his father’s friends Lv Boshe’s home. Cao Cao killed Lv Boshe’s family that he heard the sound at the midnight and he suspected they want to kill him (New 110

Anecdotes of Social Talk). After Cao Cao found it was a mistake, he sadly said “I prefer to let another person down, rather than the others let me down.” (notes by ).” “Lou Gui (courtesy name , was a hermit from Mount Zhongnan), Cao Cao was afraid of him. Cao Cao said his resourcefulness is not better than Lou Gui (vol. 12, Record of Three Kingdoms)”. “Cao Cao once said he loves killing people in dreams. No one was near him while he was sleeping after he pretended to sleep and killed one of his attendants (Brography of Cao Man)”. Cao Cao trusted his men very much, although there were some people in the early stage of the development of the forces has betrayed him, but a large number of loyal generals enabled by him. 3.8.8 A Naive Person “There was an armed rebellion at Yan Zhou (name of a place). Cao Cao said just Wei Zhong would not betray him, but Wei Zhong betray him and make him angry. Cao Cao re-appointment him after Cao Cao catch him (vol.1, Record of Three Kingdoms, Wei book).” “Zhang Miao was the best friend of Cao Cao. Cao Cao has said his family if he cannot come back they can be looked after by Zhang Miao. Chen Gong also has a good relationship with Cao Cao. Zhang Miao and Chen Gong, Cao Cao trust them very much. Nevertheless they were betraied Cao Cao and invite Lv Bu to occupy Yan province when Cao Cao attack Xu province (vol. 1, Record of Three Kingdoms).” “Zhang Liao was a surrendered general of Lv Bu. Cao Cao unitized him as general for fighting in a major battle (vol. 17, Record of Three Kingdoms)”. “In 200 A.D., Xu You came to serve Cao Cao and suggest him to launch an attack on Wuchao. Most of Cao Cao’s subordinates were not trusted Xu You, but Cao Cao trust him and applied his idea (vol. 1, Record of Three Kingdoms)”. “Zhang He and Gao Lan, generals of Yuan Shao, afterward be was a great general of Cao Cao’s troops (vol. 17, Record of Three Kingdoms)”. “Zang Ba general of Lv Bu, Cao Cao reused him very much (vol. 18, Record of Three Kingdoms)”. 111

“Wen Pin was general of Liu Biao. After he was surrender to Cao Cao, Cao Cao appointment him to protect Jing province (vol. 18, Record of Three Kingdoms)”. “Zhu Ling was a general Yuan Shao sent over to assist in Cao Cao. After that, Zhu Ling and all of his band soldiers admired Cao Cao and turned left to follow Cao Cao. He was dismissed by Cao Cao and followed with Cao Cao fight. He made lots merit (vol. 1, vol. 17, Record of Three Kingdoms).” “ Cui Yan served Yuan Shao before. After he surrendered to Cao Cao, Cao Cao oppointed him to selecting official for the dynasty (vol. 18, Record of Three Kingdoms)”. “Dong Zhao (courtesy name Gongren, was a strategic adviser serving under the warlord Cao Cao) was served to Zhang Yang. He became the important minister of state Cao Cao after he meets Cao Cao in Luo Yang (vol. 14, Record of Three Kingdoms)”. “Wang Can (courtesy name Zhongxuan, was an official, scholar and poet who lived in the late Eastern Han dynasty) served Liu Biao. He was deeply trusted by Cao Cao and his son Cao Pi (vol. 21, Record of Three Kingdoms)”. “Xu Huang general of Yang Feng, He partook many major battles with Cao Cao (vol. 17, Record of Three Kingdoms)”. Cao Cao treated his enemies and betrayal were very cruel. 3.8.9 A Cruel Person “In 194 A.D., Cao Song father of Cao Cao was killed by Tao Qian. Cao Cao lead his army revenge for his father. Summer, Cao Cao occupy five cities and make his domain extend to the eastern sea. Most people were killed when his troops passed (vol. 1; vol. 8, Record of Three Kingdoms)”. “In 195 A.D., Cao Cao occupied Yongqiu (is a county of , Henan Province). Because of Zhang Miao (viceroy of Chenliu, he has participated in a crusade against Dong Zhuo) betraied Cao Cao, Cao Cao killed all of his family (vol. 1; vol. 7, Record of Three Kingdoms)”. “In 197 A.D., Battle of Xiapi, Cao Cao used water assault Lv Bu, many common people dead ( vol. 7, Record of Three Kingdoms)”.

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“In 200 A.D., some minister headed by Dong Cheng(general of the Chinese Han Dynasty) plan to kill Cao Cao. With their planned leakage, Cao Cao killed them (vol. 1, Record of Three Kingdoms; History of the Later Han Dynasty). “The Battle of Ye, Cao Cao used water to assault Ye City, a lot of people dead with starvation (History as a Mirror)”. Cao Cao was very kind to his subordinates and the people who lived in his territory. 3.8.10 A Merciful Person “In 184A.D., Cao Cao prohibition of sacrifice because it luxurious and makes people poor (vol. 1, Record of Three Kingdoms；Book of Wei)”. “Cao Zhen (courtesy name Zidan, was a military general serving under the warlord Cao Cao) was a distant nephew of Cao Cao, though the latter treated him like a son. Cao Zhen’s father, Cao Shao, helped Cao Cao to recruitment of troops but was killed before he could join Cao Cao (vol. 9, Record of Three Kingdoms)”. “In 202 A.D., Cao Cao arrived in Qiao County (place name, is located in An Hui province) and order to comfort and compensate a bereaved family of the soldiers (vol. 1, Record of Three Kingdoms)”. “Cao Cao had order to kill the conchy and did not allow them to surrender. The conchy surrender to Cao Cao, Cao Cao pitied them because they are the common people but he maintained the law. He asked them to run away. Finally, they were caught by the warder (vol. 1, Record of Three Kingdoms)”. “In September, 204 A.D., the despots preyed upon the people with Yuan Shao’s family rule, Cao Cao order the rule to protect the common people after he defeated Yuan Shao (vol. 1, Record of Three Kingdoms)”. “In 206 A.D., Cao Cao ordered the people who lived in the north of Yellow River could not pay taxes. And strictly forbid the bully annexation of land (vol. 1, Record of Three Kingdoms)”. “In 208 A.D., Cao Cao was sad because of the war. He order to benefit the fallen soldiers and make garrison troops or peasants open up wasteland and grow food grain in Quebei (place name) (vol. 1, Record of Three Kingdoms)”.

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Guo Jia said Cao Cao win Yuan Shao in benevolence. When Yuan Shao sees others suffering from hunger and cold, he will express his concern towards them. However, he will not do so if their sufferings are not obvious. This is a form of unwise care and concern. Cao Cao sometimes neglected less important things but when he handle big situations, he is connected to the masses within the world and the rewards his gave out are far greater than Yuan Shao’s fame. Even though this may not be obvious, Cao Cao care and concern towards others are complete (vol. 14, Record of Three Kingdoms).” Cao Cao was a person who speech was not solemn. Cao Cao doesn’t care about his image. 3.8.11 A Giddy Person “When Cao Cao was fighting with Ma Chao. The soldiers of his enemy want to see what he look like. Cao Cao ride a horse to the front of the enemy and tell them he is an ordinary person just clever than the other person (Biography of Cao Man)”. “Cao Cao is frivolous. In a dinner when he was happy he could laugh regardless of the image (Biography of Cao Man)”. Cao Cao cherished talent very much, and he could forgive the mistakes of others. 3.8.12 Cherish the Talents “Jia Xu the person who used a stratagem to kill Cao Cao’s son Cao Ang and general Dian Wei. Cao Cao respected and opinionts Jia Xu after his surrender (vol. 10, Record of Three Kingdoms)”. “Xu You came to service Cao Cao. Cao Cao agitato and forget to put on shoes to meet him (biography of Cao Man; vol. 1, Record of Three Kingdoms)”. “Liu Bei has served for Cao Cao, and Cao Cao treat him very well (vol. 32, Record of Three Kingdoms)”. “Liu Bei betrayed Cao Cao, Cao Cao defeated him, captured his family and Guan Yu. Cao Cao wants Guan Yu service for him and several times to award him (vol. 32, vol. 36, Record of Three Kingdoms)”. “In the end of the Battle of Guandu, Cao Cao captured Ju Shou. Cao Cao wants Ju Shou service to him but Ju Shou refuse surrender. Cao Cao killed him 114 because he wants to run away to Yuan Shao’s part (vol. 6, Record of Three Kingdoms)”. “In 210 A.D., Cao Cao promulgated election talent policies. It ruled eligible talent that no matter what were their behavior (vol. 1, Record of Three Kingdoms)”. “In 214 A.D., Cao Cao promulgated election talents policies. His order to use the strength of the talents (vol. 1, Record of Three Kingdoms)”. “Cao Cao kidnapped ’s (courtesy name Yuanzhi, was an official of the state of Liu Bei. Later serve for Cao Cao) mother because he wants Xu Shu to serve for him (vol. 35, Record of Three Kingdoms)”. “In 217 A.D., Cao Cao promulgated the third decree for election talents (vol. 1, Record of Three Kingdoms)”.

4. How Cao Cao Attract the Talents 4.1 Promising a Good Future Cao Cao could give the talents a good prospect for attracting them to join his group. Fragmentation of a country by rivaling warlords at the end of the Eastern Han Dynasty. Strong states annexed weak ones and contended for hegemony over all the others. First, militarily, at the beginning of Cao Cao revolted to fight with Dong Zhuo, Cao Cao just only have 5000 soldiers. Afterward, Cao Cao sequential defeat the Yellow Scarves, Lv Bu, Yuan Shu, Yuan Shao, Liu Biao Ma Chao & Han Sui and make Zhang Xiu surrender, he unified the north of China. In the last year of the Eastern Han Dynasty, Dong Zhuo hijacked the emperor and mastered the central power. Cao Cao initially recruited 5000 soldiers to fight Dong Zhuo. Although in the Bian Shui area, Cao Cao was defeated by Dong Zhuo’s Ministry by Xu Rong. With Cao Cao’s achievement of pacifying the Yellow turbans. At that time, Cao Cao had a good image of the right to protect the rule of the Han Dynasty. Cao Cao at that time represented justice. Because the Chinese had been influenced by the traditional culture of Confucius thought. The loyalty for the emperor and protect the country.

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“In 184 A.D., Cao Cao was the court appointed area commander in charge of thieves destroy Yingchuan area (vol. 1, vol. 9, Record of Three Kingdoms)”. “In 190 A.D., Cao Cao and Dong Zhuo’s ‘s Ministry Xu Rong encountered a war. Many of Cao Cao’s soldiers were killed. Cao Cao himself was also injured by an arrow. His mounts were also injured. His cousin Cao Hong give his horse to him, Cao Cao was able to escape. Xu Rong saw that Cao Cao had few soldiers but could fight for a day, so he decided that the jujube were not allowed to attack, so he led the soldiers to retreat (vol. 1, Record of Three Kingdoms)”. It was very difficult for Cao Cao to start building his own power. 1) At the beginning of Cao Cao’s military forces, the group of the soldiers were particularly small. “Cao Cao and Xiahou Dun recruited four thousand soldiers in Yangzhou, but because many of the soldiers ran away, Cao Cao then recruited more than 1000 soldiers in Xu Province (vol. 1, vol. 9, Record of Three Kingdoms)”. “Cao Cao’s brother, Cao Hong, owned more than 1000 soldiers. Then he got more than 2000 soldiers from the Lujiang area. After that Cao Hong has got thousands of soldiers in Danyang area (vol.9, Record of Three Kingdoms)”. “Cao Cao’s brother, Cao Ren, recruited thousands of soldiers in the Sihuai area (vol. 9, Record of Three Kingdoms)”. “Cao Cao arrived at the Dongjun area, take Le Jin as his subordinates, and obtained more than 1000 soldiers (vol. 17, Record of Three Kingdoms)”. “Yu Jin was a junior military officer, with more than 50 soldiers under him (vol. 17, Record of Three Kingdoms)”. 2) In the early days of the establishment of Cao Cao’s military forces, the sphere of influence he occupied was often attacked. “In spring of 191 A.D., Heishan thieves Yu Du, Bai Rao, and Gui Gu led one hundred thousand thieves attacked Dongjun area. Cao Cao led his soldiers to the rescue. Cao Cao defeated the captain Bai Rao in Dongjun area (vol. 1, Record of Three Kingdoms)”. “In 191 A.D.-192 A.D., about one million from the Yellow turban army attack Dongping area. invited Cao Cao as the governor of Yan province. In the east of Shouzhang county, Cao Cao was fight with the Yellow turban army. 116

Bao Xin died in the battle. The Yellow turban army eventually defeated by Cao Cao. Cao Cao led his army to chase the Yellow turban army in the Jibei area. The Yellow turban army to surrendered Cao Cao. Cao Cao obtained about three hundred thousand soldiers and more than one million families from the Yellow turban army (vol. 1, Record of Three Kingdoms)”. “In winter of 192 A.D., Yuan Shao and his brother Yuan Shu were not friendly. Yuan Shu invited Gongsun Zan to attack Yuan Shao. Tao Qian sent troops into Cao Cao’s sphere of influence and attacked Yuan Shao. Tao Qian was defeated by the alliance of Yuan Shao and Cao Cao (vol. 1, vol. 8, Record of Three Kingdoms)”. “In spring of 193 A.D., Yuan Shu ask his general led the soldiers into Chenliu City. The thieves of Heishan and the South Xiongnu together helped Yuanshu. Yuan Shu sent his generals Liu Xiang stationed in Kuang Ting area. Cao Cao led the army to attack Liu Xiang. Yuan Shu led his troops to rescue Liu Xiang. Cao Cao defeat them and won a great victory (vol. 1, vol. 6, Record of Three Kingdoms)”. “In the summer of 193 A.D., Que Xuan call himself as a Emperor. Tao Qian allied with him. In the fall, Cao Cao led the army to crusade Tao Qian and conquered more than 10 cities. Yuan Shao sent Zhu Ling to lead the army to help Cao Cao (vol. 1, vol. 8, Record of Three Kingdoms)”. “In 194 A.D., Tao Qian killed Cao Cao’s father, Cao Song. Cao Cao vowed to avenge his father. In the summer, Cao Cao Crusade Tao Qian occupied five cities. After defeating Tao Qian, Cao Cao led the soldiers back. In Tan county area, he was attacked by and Liu Bei. Cao Cao won a great victory in this battle (vol. 1, vol. 8, Record of Three Kingdoms)”. 3) Cao Cao was betrayed by his subordinates. Cao Cao had great trust in Zhang Miao. When the alliances Crusade Dong Zhuo, Zhang Miao gave Yuan Shao advice. So Zhang Miao had offended Yuan Shao. Yuan Shao has repeatedly wanted Cao Cao to kill Zhang Miao, but Cao Cao did not listen to him. Zhang Miao may have been afraid of being killed, so he betrayed Cao Cao. Because Cao Cao was an ally with Yuan Shao at that time. Cao Cao attacked Xu province and massacre of civilians, may also cause dissatisfaction with Chen Gong. 117

“Cao Cao told Yuan Shao: Zhang Miao is my relatives and friend, and we should be tolerant of his fault. It’s a mess now. We shouldn’t kill each other (vol. 1, vol. 6, vol. 7, Record of Three Kingdoms)”. “Before Cao Cao attacked Tao Qian, Cao Cao said to his family: if I am not back, you can go to Zhang Miao for shelter (vol. 7, Record of Three Kingdoms)”. “When Cao Cao came back from the victory, Zhang Miao went to meet him in person. Cao Cao and Zhang Miao in harness and cried with each other (vol. 7, Record of Three Kingdoms)”. “In 194 A. D., Cao Cao attacked Tao Qian. Cao Cao’s subordinate Chen Gong and Zhang Miaoand were betrayed Cao Cao and Lv Bu occupied Yan province. Cao Cao’s subordinate Xun Yu and Cheng Yu defended to the death of Juancheng, Fan county and Dong’e three county area. Cao Cao got the news and led the army back. Cao Cao attacked Lv Bu in Puyang and was defeated by Lv Bu. Cao Cao was burned on his left hand in the battle (vol. 1, vol.10, vol.14, Record of Three Kingdoms)”. 4) Natural Disasters “The plague of locusts occurred in the year 194, cannibalism is common in this year. Cao Cao ordered the dismantling of newly recruited officials and soldiers (vol. 1, Record of Three Kingdoms)”. Although at the beginning of Cao Cao’s development, his situation was very difficult, but Cao Cao never gave up. And actively fight his opponent. His subordinates did not leave him at his most difficult time. “In 195 A.D., Cao Cao attacked Dingtao area. He defeated Lv Bu in Dingtao area (vol. 1, vol. 7, Record of Three Kingdoms)”. “In the summer of 195 A.D., Cao Cao attacked Lv Bu’s men, schalan and . Lv Bu led the soldiers to rescue. Cao Cao beat Lv Bu again. Lv Bu dissatisfied, he joined the Chen palace to lead the more than 10000 troops to attack Cao Cao. The result was defeated by Cao Cao (vol. 1, vol. 7, Record of Three Kingdoms)”. “In 195 A.D., Yongqiu City was broken and Cao Cao occupied Yan Province completely (vol. 1, Record of Three Kingdoms)”. “Through the war, the soldiers under him became excellent soldiers after the war. And Cao Cao’s own military strength and personal prestige also increased 118 through the war. The valor of Cao Cao’s soldiers was known to others (vol. 1, Record of Three Kingdoms)”. “Before Guandu, Yuan Shao’s advisers Tian Feng said Cao Cao had a strong army (vol. 6Record of Three Kingdoms)”. Cao Cao from a small force work up to unify the north of China at the end of the Eastern Han Dynasty. His military achievements expanded his sphere of influence. “In September 197A.D., Cao Cao attacked and defeated Yuan Shu (vol. 1, vol. 6, Record of Three Kingdoms)”. “In December 198 A.D., Battle of Xiapi, Cao Cao defeated and killed Lv Bu (vol. 1, vol., 7, Record of Three Kingdoms)”. “In 199 A.D., Cao Cao sent Cao Ren, Shi Huan attack Sui Gu and occupied Hanei county, expanded the sphere of influence to the north of the Yellow River (vol. 1, Record of Three Kingdoms)”. Cao Cao’s forces continued to develop and win every battle, which makes his men trust him. His ability, strength, and prestige attract talent to his camp. Second, politically, during the Jian’an years of the Eastern Han Dynasty. Cao Cao established his overlord position by holding Han Emperor Xian. In 208 A.D Cao Cao was prime minister (in ancient China). The backbone bureaucracy has a tremendous change which the system of prime minister had to transfer to the Three- Duke from the foundation to a later stage of the Western Han Dynasty. The absolute monarchy reached the peak with the complete abolition of the prime-minister-system. The Eastern Han Dynasty has followed Western Han Dynasty system. Cao Cao abolished Three-Duke and set up the prime minister to control the power of the country. He has the power to appoint an officer. He recruited and appointed people in the name of the country. Dynasty rule in the Eastern Han Dynasty was very decadent. Cao Cao, as an honest official, has always wanted to innovate the political flaws of the dynasty “Cao Cao was appointed as the chief of Ji’nan. There are many officials there who have a relationship with the aristocracy. They are corrupt, notorious. Cao Cao dismissed a lot of officials, and he banned unrestrained ritual activities (vol. 1, Record of Three Kingdoms)”. 119

“Cao Cao resigned his official position at home because he was guilty of offending the aristocracy and was afraid of endangering his family (vol. 1, Record of Three Kingdoms)”. After having his own sphere of influence, Cao Cao actively pursued his own ideals and policies in his territory. 1) Cao Cao used the law to regulate the behavior of his subordinates and his people. “In September 204 A.D., Cao Cao aggravated the decree of land annexation (vol. 1, Record of Three Kingdoms)”. “In the spring of 206 A.D., Cao Cao ordered the regulation of social customs (vol. 1, Record of Three Kingdoms)”. “In May the 25th 203 A.D, Cao Cao ordered the general in the army was defeated should be punished in accordance with the law (vol. 1, Record of Three Kingdoms)”. 2) Cao Cao adhered to the principle of justice in administration. Cao Cao strictly keep the rules for reward and punishment for his subordinates and his people. “In 207 A. D., Cao Cao rewarded his soldiers and generals with merit (vol. 1, Record of Three Kingdoms)”. “Cao Cao led the army through the wheat field, and Cao Cao ordered the soldiers to not destroy the wheat. But Cao Cao’s horse trampled the wheat field for horror. Cao Cao cut his hair to instead of his head (Biography of Cao Man). 3) Chose an upright official to do personnel assessment and personnel selection. “In 208 A.D. Cao Cao appointed Cui Yan and Mao Jie as the selection of officials, because they are integrity and rectitude person (vol. 1, Record of Three Kingdoms)”. 4) Carry out positive policies to encourage economic development. “In 196 A.D., Cao Cao accepted the suggestion of Han Hao and Zao Zhi to implementation the system of stationing garrisons to grow their own food. The food problem in Cao Cao’s territory was completely solved (vol. 1, Record of Three Kingdoms)”. 5) Set up schools to train talents for the dynasty. 120

“In 202 A. D., Cao Cao ordered the establishment of a school and let the descendants of the dead soldiers go and study (vol. 1, Record of Three Kingdoms)”. “In July 203 A.D., Cao Cao ordered the various places, as long as the population of 500 households opened schools and selected excellent people for education (vol. 1, Record of Three Kingdoms)”. Third, at the End of Eastern Han Dynasty, knowledge was controlled by aristocratic families. Local despots and civilian were difficult to enter into the inflexible system. And the rising space was limited for them if they joined the bureaucratic system. Cao Cao broke this rule. A lot of poor scholars and local despots joined into the Wei regime. “In 210 A.D., Cao Cao issued the first decree for demand talent (vol. 1, Record of Three Kingdoms)”. “In 214 A.D., Cao Cao issued the second decree for demand talent (vol. 1, Record of Three Kingdoms)”. “In 217 A.D., Cao Cao issued the third decree for demand talent (vol. 1, Record of Three Kingdoms)”. Fourth, in the late Eastern Han Dynasty, the war continued. Survival is the first element of human need. With the development of Cao Cao’s power, he could provide basic protection for talents and their family. Cao Cao treated his own subordinates very well, for example: “Cao Zhen’s father died when he helped Cao Cao to conscript. Cao Cao treated Cao Zhen like his own son (vol. 9, Record of Three Kingdoms)”. “202 A.D., Cao Cao arrived in the Qiao area and order to comfort and compensate a bereaved family of the soldiers (vol. 1, Record of Three Kingdoms)”. 4.2 Using His Own Leadership Charisma Cao Cao has a distinct personal leadership charisma and ability to attract the talents. Cao Cao was an individual who has a strong ability in politics, military, literature and Management. Cao Cao’s personal leadership charisma made other people believe he could do the better job. At the beginning of Cao Cao revolted to fight with Dong Zhuo such as:

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“When Cao Cao begin to fight with Dong Zhuo. Bao Xin, one warlord, he joined Cao Cao and he believed Cao Cao was the hero who will unification of the whole country (vol. 1, Record of Three Kingdoms)”. To the talents, the important thing is tantamount to choose a good lead and achieve to show their ambition. Cao Cao was a delightful listener in his team. Cao Cao was good at adopting the advice put forward by his subordinates and making rational use of them. Such as: “Guo Jia was initially in Yuan Shao’s subordinates, Guo Jia said the wise man is very prudent in the choice of his own leadership. Although Yuan Shao is good at treating talents, he does not understand how to utilizing people. Yuan Shao do not grasp the essentials, there is no decisive execution, it is too difficult to be successful with him (vol. 14, Record of Three Kingdoms)”. “Xun Yu recommended Guo Jia to Cao Cao. Cao Cao visited Guo Jia in person. Two of them talked for one night. Cao Cao said this person will help me to be success. Guo Jia said Cao Cao is his loard (vol. 14, Record of Three Kingdoms).” “Xun You was in area to escape the war. Cao Cao wrote a letter to him and said now the world is turmoil, the country needs to have a talent to give advice and suggestions. After Cao Cao met and talked with Xun You, Cao Cao was very happy. Cao Cao told Zhong Yao and Xun Yu, Xun You is a very capable person, and with him to plan things in this world, nothing will make me worried (vol. 10, Record of Three Kingdoms; Xun Shi Jia Zhuan)”. “In 191 A.D., Xun Yu left Yuan Shao and went to meet Cao Cao. Cao Cao saw Xun Yu said, this is my Zifang(Zhang Liang, c. 3rd century BC – 186 BC, courtesy name Zifang, was a strategist and statesman who lived in the early Western Han dynasty. He was the chief counsellor of Liu Bang) (vol. 10, Record of Three Kingdoms; Xun Shi Jia Zhuan)”. “In 192 A.D., Liu Dai, the chief executive of Yan Province, asked Cheng Yu to be an official under him many times. But Cheng Yu refused Liu Dai. Cao Cao led the soldiers into Yan Province, and Cao Cao invited Cheng Yu to be his subordinate. Cheng Yu immediately agreed to Cao Cao’s request (vol. 10, Record of Three Kingdoms)”.

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“The battle of Guandu, Jia Xu advised Zhang Xiu and said now Cao Cao’s strength is not as good as Yuan Shao. You surrender to Yuan Shao, and our strength is very small, and Yuan Shao will not pay attention to us. Cao Cao is very weak. We are going to surrender to him now. He don’t care on our previous fault. And he’ll be nice to us (vol. 10, Record of Three Kingdoms). Cao Cao treated Zhang Xiu was very good, and Cao Cao married his daughter to Zhang Xiu’s son (vol. 8, Record of Three Kingdoms). Jia Xu became Cao Cao’s important advisor, Cao Cao was very courteous to him (vol. 10, Record of Three Kingdoms)”. At the earlier stage of Cao Cao’s group, there are five counsellors: Guo Jia, Xun Yu, Xun You, Cheng Yu, and Jia Xu. These five counsellors were an initiative to serve for Cao Cao. Xun Yu, Guo Jia were the beginning to serve for warlord Yuan Shao. Jia Xu served Zhang Xiu. Xun You was beginning to serve for Dong Zhuo. Those talents believed Cao Cao has ability to unify the country so they had the initiative to join Cao Cao’s group. Leaders play the role of decision-making in the team. Cao Cao respected the talents and always followed their moral advice and develop their ability. From the ancient battlefield to today’s commercial battlefield, it is not a person’s fight. They need the strength of the team. Cao Cao has a strong cohesive force to make his subordinate to serve for him. He could enable the talents to play their role in a clear division of labor. Such as: “After the war in Guandu, Cao Cao got a lot of letters. These letters were written by his subordinates to Yuan Shao. Many of his subordinates wanted to surrender to Yuan Shao. Cao Cao burned the letters and said my strength was not as good as Yuan Shao. I couldn’t protect myself when I fought with him, and what about the others? A lot of officials in Yuan Shao’s territory heard about it. Many of them in Ji province were surrender to Cao Cao (vol. 10, Record of Three Kingdoms)”. Cao Cao was able to express his emotions in a timely manner. Cao Cao could make good relationships with his subordinates. Cao Cao did not care of his instrument. This makes him have a good affinity. In ancient China, the superior always has absolute dignity to the lower level. The leader of ancient Chinese always like their subordinate to guess their mind. Because the subordinate does not know what the leader wants, so they have to consider all things and this may make them to 123 do the better work. Cao Cao could admit his mistakes to his subordinates. Cao Cao could be joking with his men, inspiring morale at a time when the army’s morale is low. Such as: “In 197 A.D., Because Zhang Xiu’s betrayal, Cao Cao was defeated by Zhang Xiu. Cao Cao said to his subordinates, I conquered the City, but did not take Zhang Xiu as a hostage. This is my mistake, all of you can rest assured that I will no longer make such a mistake (vol. 1, Record of Three Kingdoms)”. “In August 221 A.D., Cao Cao was defeated by Ma Chao and was separated from his troops. Cao Cao’s generals all panicked because they can’t find Cao Cao. Later Cao Cao’s generals saw Cao Cao, some sad, some surprised, and some were crying. Cao Cao laughed and said to them, today was almost a thief trapped (vol. 1, Record of Three Kingdoms)”. “In 216 A.D., Ding Fei because the cattle at home were so thin and weak secretly exchanged official cattle. Ding Fei was shut to prison and dismissed the official position. After that, Cao Cao asked Ding Fei where is your official seal? Ding Fei knowing that Cao Cao was joking to him and replied “used to treated cakes”. Cao Cao laughed and turned to accompany the official’s confidant said: “Mao Jie complained to me to punish Ding Fei. I know this man is an embezzler, but I have a reason for using him. Ding Fei, was like a dog which stealing something from his master’s house, but it can catch the mouse. Although there are some small losses, but it protects my granary. “ So Ding Fei was restored to his official position (Wei Lue). 4.3 Using His Fame Cao Cao had good renown to make the talents to join his group. In politics, Cao Cao was a good politician. In 196 A.D., Dong Zhuo commanding the army enters national capital Luoyang, “Controlled the political situation using emperor”. Cao Cao protected the rule of the Eastern Han dynasty against Dong Zhuo and defeated the warlord. This makes him have great fame because he was loyal to the dynasty and he would dare to fight against evil forces. As mentioned earlier, Cao Cao’s loyalty to the Han Dynasty attracted a lot of talents to join him. As mentioned before Xun Yu and Cheng Yu et al. With the gradual expansion of Cao Cao’s rights. It also became a weapon to attack him by his protester. Such as: 124

“Zhou Yu said that Cao Cao was nominally the Prime Minister of the Han Dynasty. In fact, he is the traitor of the Han Dynasty (vol. 54, Record of Three Kingdoms)”. Cao Cao also retaliated against his political opponents when they attacked him. Such as: “210 A.D., Cao published Shu Zhi Ling. It is an important autobiographical article reflecting Cao’s thoughts and experiences. This paper was drawn up after Cao almost finished his splendid career of unifying Northern China. In this paper, Cao stated he has more than his original desire he became prime minister as a vassal has grandees to the pole. There will be many warlords became the emperor if the country without him. At the same time, Cao Cao said he would not give up now his power because he was so skillful in his achievements as to make emperor feel uneasy. He was afraid of this because so many ministers and their families were killed by the emperor in Chinese history (vol. 1, Record of Three Kingdoms).” “In 219 A.D., Sun Quan suggested that Cao Cao be the emperor. But Cao Cao refused his request (vol. 1, vol. 47, Record of Three Kingdoms).” In military, Cao Cao was a good strategist. Cao Cao defeat the warlords inside and defeat the other nationalities (Wuhuan, Xianbei, South Xiongnu) outside to protect the country. He had unified the north of China by his remarkable ability of the military and administration to conquer separatist warlords, so as to lay a solid foundation for unifying the whole country. Such as: “In 192 A.D., Cao Cao defeated the South Xiongnu leader Yufuluo in Neihuang area (vol. 1, vol. 30, Record of Three Kingdoms).” “Wuhuan, the foreign nation in north of China. Cao Cao listened to Guo Jia’s advice and led thousands of light cavalry to attack the alliance of Yuan Shang, Yuan Xi and Wuhuan. Cao Cao killed Tadun (the chief of the Xiongnu in ancient China). And let about two hundred thousand coalition soldiers surrender to him (vol. 1, vol. 30, Record of Three Kingdoms).” “Xiahou Yuan and Zhang He led the soldiers westward and defeated Qiang and Di (the foreign nation in southwester of China (vol. 9, vol. 17, Record of Three Kingdoms).”

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“In 216 A.D., Cao Cao detained the last leader of the South Xiongnu, and henceforth the Xiongnu were no longer a threat to China (vol. 1, vol. 17, Record of Three Kingdoms).” In literature, Cao Cao was a good litterateur. Cao Cao expressed his ambitions and emotions. Good renown makes the talents join him because at that time the state of a place of lawless violence and fragmentation of a country by rivaling warlords. Cao Cao cultivated justice at that time. In management, Cao Cao was a good controller. Cao Cao has a good ability to rule the country and management his subordinate. Cao Cao use the law to control his domain. Cao Cao ended the war in the north, and under his administration, the people lived and worked in peace and contentment. Cao Cao make himself an example to lead his army to abide by the law. Cao Cao had a very high literary achievement, and he promoted the literary development of the last years of the Han Dynasty. History records the development of this section of literature as “Jianan literature”. The representative writers of this period are Cao Cao, Cao Pi, Cao Zhi, Kong Rong, Chen Lin, Wang Can, Xu Gan, Yu, Yang, Liu Zhen, . Cao Cao had strong abilities as accredited by his subordinate and his enemies. Such as: “Sun Quan the leader of Dong Wu has said Cao Cao’s ability of governing generals is very rare (vol. 47, Record of Three Kingdoms).” “Liu Bei the leader of Su Han was also praised Cao Cao’s ability (vol. 32, Record of Three Kingdoms).” “The Battle of , Ma Chao and Han Sui were against Cao Cao. When the two armies confronted each other, soldiers of Ma Chao and Han Sui went front to see who is legendary Cao Cao. Thus, it can be seen Cao Cao was famous in the whole country at that time. And this makes some warlords afraid to surrender to him (vol. 1, vol. 36, Record of Three Kingdoms).” 4.4 Good at Identifying Talent, Good at Using Talent The first thing for a talented person is to find a good boss. For talented people, if they have the ability to not be appreciated by the boss is a very bad thing. Cao Cao was good at identifying and utilizing the talents. 126

Cao Cao as a warlord, the key to success for him was he could good identify and utilize the talents in the right place. It was embodied in three parts. First, Cao Cao knew which person is the talent. Knew the person is the foundation to use the person. Cao Cao was able to know and get along with people. Cao Cao identified talent very well, not just to his subordinates, but also about his opponents. An example is: “When Liu Bei surrendered to Cao Cao. Cao Cao told the hero in the country is just Liu Bei and himself. At that time, Liu Bei was in a rather embarrassing situation. And Liu Bei had no army to fight with other warlords. In 221 A.D. Liu Bei built the country of Shu (vol. 1, vol. 32, Record of Three Kingdoms).” Cao Cao could judge the talent depending to the behavior, speech and appearance of the other person. Such as: “213 A.D., Cao Cao saw Sun Quan very far away. Cao Cao according to Sun Quan’s army to admire and said if I have a son he should be like Sun Quan (vol. 1, vol. 36, Record of Three Kingdoms).” “Cao Cao said he thought that Yuan Shao had great ambition but not enough wisdom. Yuan Shao has no courage. The treatment of his subordinates is also harsh. He has a lot of soldiers, but he could not command very well. Political decrees and actions cannot be unified. One day, I’ll beat him (Biography of Cao Man).” Second, Cao Cao know which genre talents they are. There were lots of talents in Cao Cao’s group. Cao Cao could see what kind of abilities the talents have. For Cao Cao’s subordinates. Jia Xu, Guo Jia and Cheng Yu are all strategic attractions, but they had weaknesses of character, Cao Cao takes their advantages and avoided their defects, let them become important counselors themselves and played to their strengths. “Chen Qun suggested Cao Cao punish Guo Jia because Guo Jia did not pay attention to etiquette. Cao Cao praised Chen Qun, but he did not punish Guo Jia. Because Guo Jia did not violate the law (vol. 14, vol. 22, Record of Three Kingdoms).” Third, Cao Cao knew how to use his talents. Cao Cao could utilize the talents in the right place. Cao Cao was able to fit them into their work according to each person’s unique abilities.

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“Zhang Liao, Xu Huang etc. a lot of the general did not server him before. After the war, Cao Cao ask them surrendered to him and used them with disregard. Cao Cao used them to defeat the enemy in the war according to the characteristics of each of them (vol. 17, Record of Three Kingdoms).” 4.5 Knowing How and When to Reward and Punish Cao Cao utilized good policies on rewards and penalties to attract the talents. Cao Cao utilized the rule to manage the country and his troops. He used the correct principle to reward or punish the subordinates or the common people in his manner. Cao Cao has a strict management mode. He repeatedly issued and promulgated various orders, requirements of strict military discipline. Because Cao Cao knew that a disciplined team could not defeat the enemy. And Cao Cao can set a good example for his subordinates. His integrity makes the subordinates and the common people rely on him. Cao Cao was considerate and kind to men of talent. Cao Cao showed solicitude for his subordinates. Cao Cao always give the merits and achievements to his subordinates. He pays attention to his subordinate and the common people. He gives good treatment for his subordinate and took care of the common people. This makes the people support him. Such as: “In 202 A.D., Cao Cao promulgated Jun Qiao Ling. Cao Cao ordered to build temples to sacrifice for dead soldiers. And Cao Cao ordered to comfort and compensate the families of the dead soldiers (vol. 1, Record of Three Kingdoms).” “In 203 A.D., Cao Cao promulgated the decree of the administrative ability of officials. He believes that the wise monarch will no appoint people who has no achievement to be an official; the wise monarch will not reward the soldiers which would not fight with their enemy. In a state of peace, it is necessary for people to practise their virtues. The leader should reward the man of merit and talent in a war (vol. 1, Record of Three Kingdoms).” “In 207 A.D., Cao Cao promulgated the statutes to reward meritorious statesman. He rewarded subordinates who has achievements (vol. 1, Record of Three Kingdoms).” “In 207 A.D., Cao Cao army expedition Wuhuan. At that time, many of his men were opposed to his expedition. Only Guo Jia and Han Hao support the Cao Cao 128 expedition. The environment was very bad at the time. At that time, Cao Cao had only thousands of light cavalry. There was a lack of food in his army. It can only kill horses as rations. There were no water sources within two hundred miles of the square circle, and the climate was cold and dry. In August, Cao Cao met in the army of Wuhuan Bai-lang-shan area. Cao Cao’s soldiers were not wearing armor at that time. Cao Cao ordered Zhang Liao to attack Wuhuan decisively. Zhang Liao killed Ta Dun in the army. Cao Cao won a great victory. After Cao Cao led the army back. Many of the officials who had opposed him were afraid that Cao Cao would punish them. But Cao Cao rewarded them and said that this battle he won with luck (vol. 1, vol. 11, vol. 14, vol. 17, Record of Three Kingdoms).” 4.6 Having Passion, Humbleness and Forgiveness Cao Cao was open-minded and magnanimous, he could forgive his subordinate’s mistakes and take a humble and compatible attitude for the talents. Cao Cao treated the talents sincerely and he also respected them very much. In Record of Three Kingdoms several times to mention Cao Cao’s “laugh” and “cry”. When the talents advised him, he always can accept with a smile. He always can forgive his subordinate’s mistakes. Several times Cao Cao cried for his subordinate’s die. Such as: “Cao Cao was laughing and not wearing his shoes to welcome Xu You (vol. 1, Record of Three Kingdoms).” “In 204 A.D., Cao Cao went to Yuan Shao’s tomb to lay a memorial wreath for Yuan Shao. Cao Cao and Yuan Shao were friends who grew up with each other (vol. 1, Record of Three Kingdoms).” “In 207 A. D., Guo Jia died, and Cao Cao was very sad. In 208 A.D., Cao Cao was defeated by the alliances of Sun Quan and Liu Bei. He was crying and said that he was not crying because he lost the battle, he was crying for Guo Jia. If Guo Jia was still alive it would not have been such a big mistake. He mourned for the death of Guo Jia, grievous for the death of Guo Jia, and regrettable for the death of Guo Jia (vol. 14, Record of Three Kingdoms; Fu Zi).” Cao Cao could trust the talents who surrender from other warlords. Zhang Liao, Xu Huang and so many generals were appointed by him and afterwards became famous. Jia Xu, Guo Jia, et al. became eminent minister in Chinese history.

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Cao Cao could forgive a person’s mistake. Zhang Xiu has betrayed him and killed Cao Cao’s son and nephew. Chen Gong also betrayed him, but Cao Cao could forgive them and appointed or looked after their family. “In 198 A.D., Cao Cao occupied Xiapi City. Cao Cao caught Chen Gong, but Chen Gong refused to surrender. Cao Cao said to Chen Gong if you were dead, how about your mother? Chen Gong said that I heard that the leader with filial piety to rule the people should not harm their parents. Cao Cao said to Chen Gong if you were dead, how about your wife and children? Chen Gong said that I heard the leader with benevolent to rule the people should not harm their wife and children. Chen Gong said please kill him to strict the military discipline. Cao Cao cried and killed him (vol. 7, Record of Three Kingdoms; Wei Shi Chun Qiu)”. “After the death of Chen Gong. Cao Cao treats his family very well (vol. 7, Record of Three Kingdoms; Dian Lue)”.

5. How Cao Cao Retained His Talents 5.1 Gave Subordinates Good Organizational Prospects First of all, Cao Cao’s personal abilities led his subordinates to believe that the organization would succeed under his leadership. A leader who has a strong ability is important for the organization. Cao Cao’s social status and reputation cannot be compared to Yuan Shao. Yuan Shao’s family was very famous at that time. Cao Cao is the descendant of eunuch’s, so his social status was not comparable to Yuan Shao. Cao Cao’s sphere was relative to Liu Biao. There was no war in Liu Biao’s sphere of influence. Liu Biao’s sphere of influence caused a lot of talented people to take refuge in Jing Province because of social stability. “The Yuan Shao family, four generations had three people as chief executives (vol. 6, Record of Three Kingdoms)”. “Cao Cao’s grandfather, Cao Teng, was a eunuch, so Cao Tun had no descendants. Cao Teng adopted Cao Cao’s father Cao Song (Biography of Cao Man).” “He Qia said that although Yuan Shao has his own advantages, and a lot of talents come to him. But there are many heroes now, so he may not succeed (vol. 23, Record of Three Kingdoms)”.

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“Sima Hui, Zhuge Liang, Pang Tong, Wang Can, He Qia, Pei Qian, Zhao Yan, et al. were all in Jing province to avoid the war (vol. 6, vol. 21, vol. 23, vol. 35, vol. 37, Record of Three Kingdoms)”. Cao Cao was able to attract talents to join his camp because these talents recognized his ability. As mentioned before, the five Cao Cao advisers (Xun Yu, Chen Yu, Guo Jia, Xun You and Jia Xu) were active to join his camp. Second, Cao Cao gave his subordinates a clear goal to end the war and unify China at the end of Eastern Han Dynasty. Cao Cao as a warlord in the End of Eastern Han Dynasty protected the rule of the Han Dynasty against the Dong Zhuo with his firm belief, defeat other warlord and united the north of China. At the beginning, Cao Cao was a small warlord. His family background and force were not better than Yuan Shao, but he defeat him. “Cao Cao led the army and fought against Dong Zhuo with the banner of justice. All the warlords against Dong Zhuo were selfish, and only Cao Cao led a few troops to fight Dong Zhuo (Biography of Cao Man).” Third, Cao Cao have achieved the goal to defeat the warlords and unify the north of China. Cao Cao through the continuous war, defeated the Yellow turban army, Lv Bu, Yuan Shao, Yuan Shu, Ma Chao and other warlords. In foreign wars, his army defeated the other nationalities in the north, to protect the people of the Han Dynasty. Fourth, During the Jian’an years of the Han Dynasty, Cao Cao established his overlord position by holding Han Emperor Xian, and a new royal power derived from this circumstance. Cao Cao has the power to appoint officials in the Dynasty. He recruited talent with the country’s name. Cao Cao’s son Cao Pi replaced Emperor Xian became emperor in 220 A.D. “In 195 A.D., Cao Cao met with Emperor Xian and invited him to Xuchang (vol. 1, Record of Three Kingdoms; Xian Di Chun Qiu)”. “In June 208 A.D., Cao Cao returned the prime minister system. Cao Cao became the last prime minister of the Eastern Han Dynasty (vol. 1, Record of Three Kingdoms)”. Fifth, Cao Cao was rewarded according to his achievements, which was beneficial to stimulate individual talent. The behavior of the supervisor affected all aspects of his subordinates at work. He had good credibility because he strictly 131 enforced the rules for reward and punishment. He also make himself an example to follow the rule. Such as: “In 198 A.D., Cao Cao cut his hair instead of beheaded, because his horse damaged wheat fields.” 5.2 Good at Identifying and Utilizing the Talents Cao Cao attached great importance to talents. The ancient Chinese could select the talent according to their fame. Although, fame sometimes can be false, but it can’t be hidden for real talent. Such as: “When Cao Cao heard the Yue had surrendered to him, he was very happy and wrote to Xun Yu who said immediately that he was not happy about the occupation of Jing province. he was happy because Kuai Yue serviced him (vol. 32, Record of Three Kingdoms; Fu Zi)”. “Liu Bei has surrender to Cao Cao when he was down. At that time, Cao Cao believed Liu Bei is a hero like him and Liu Bei will success in the future (vol.6, Record of Three Kingdoms)”. “Cao Cao and Guo Jia talked about the situation all night, and Cao Cao admired Guo Jia very much. Cao Cao thought Guo Jia will be the person who helped him to unite the country. Guo Jia help Cao Cao to defeat Yuan Shu, Lv Bu, Yuan Shao, Zhang Xiu and North Wuhuan and other war made distinctions won in battle (vol. 14, Record of Three Kingdoms)”. “In 208 A.D., Cao Cao occupied Jing province. Cao Cao recruited Han Ji to his department. Han Ji has been an official for seven years. He made weapons for countries that were sufficient (vol. 24, Record of Three Kingdoms)”. Cao Cao could use the talents strengths according to their abilities and characteristics. In military terms, Cao Cao could choose different generals according to different enemies. Therefore, lots of talents were utilized by Cao Cao and recorded in history books. Cao Cao could take care of overall situation, and he can make his fumiomi and generals do their duties. Cao Cao can assign people to solve problems according to the time and situation. These generals made good contributions in history. Such as: “Cao Cao appointed Cao Ren to be responsible for the defense work in Jing province. In 219 A.D. Guan Yu led seventy thousand to eighty thousand soldiers in the northern expedition. Cao Ren led the troops and successfully defended the attack of Guan Yu (vol. 9, Record of Three Kingdoms)”. 132

“Zhang Liao was responsible for the defense of Hefei. Battle of Xiaoyaojin, Zhang Liao lead eight hundred people to defeat Sun Quan’s One hundred thousand soldiers (vol. 14, Record of Three Kingdoms)”. “Xiahou Yuan was responsible for the defense of the Western Front (vol. 9, Record of Three Kingdoms)”. “Cao Zhang was responsible for attacking the Wuhuan. When Cao Chang beat Wuhuan, the leader of Xianbei Kebineng through Cao Cao’s army was strong. So he surrendered to Cao Cao (vol. 19, vol. 30, Record of Three Kingdoms)”. Cao Cao did not stick to one pattern to utilize the talents. In the social environment at that time, the officials were often selected according to fame or family background. Cao Cao broke this system and appointed the talents according to their ability. Yu Jin, Yue Jin, Dian Wei, Xu Chu was a lower level general. Zhang He and Gao Lan has no weight in Yuan Shao’s group. But these talents can proper arrangement by Cao Cao and some of them became famous generals in history. In Cao Cao’s group the talents can put in the right place to doing the effective functions. Jia Xu, Guo Jia was good at strategy but not good at affairs, Cao Cao appointed them as advisers. Cui Yan and Mao Jie had not only good personal qualities, but also were able to identify talent and justice, they were appointed by Cao Cao as the personnel ministers. 5.3 Assured Justice and Mercy to Make His Talents Trust Him “In areas where stability was governed, etiquette should be used, and areas with riots should be governed by law”. Cao Cao utilized the law to rule the common people and his troops. He could have used a just attitude to reward and punish his subordinate. Such as: “Cao Cao make himself serve as an example to others to make his subordinate completely accept him. Battle of Wan, Cao Cao cut his hair replace the head to execute the decree (Biography of Cao Man)”. “Cao Cao warned Cao Zhang that: in the family we are father and son, now you get the order, then we are the leader and subordinate. All your actions should be followed by the law (vol. 19, Record of Three Kingdoms)”.

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Cao Cao attached importance to the construction of a legal system, and Cao Cao thought that law was the guarantee of human life. Cao Cao established an office and appointed officials who were proficient in law and integrity to rule the law. Clear laws forbid people to obey rules. Use laws to punish the people when they make mistakes could make they obey the rules better. Such as: “Cao Cao set up Cao-yuan-shu for the selection of officials (vol. 1, Record of Three Kingdoms)”. “Cui Yan was an honest talent, and he was very famous. In 208 A.D. Cao Cao occupied him to selection of officials (vol. 12, Record of Three Kingdoms)”. “Gao Rou was a good practitioner of law, Cao Cao used him to do legal work(vol. 24, Record of Three Kingdoms)”. “196 A.D., Cao Hong’s relatives broke the law. Man Chong grabbed Cao Hong’s relatives. Cao Hong pleaded with Man Chong, but Man Chong refused to release the prisoners. Cao Hong went to Cao Cao to be pleased. Man Chong killed the prisoners before Cao Cao came. Cao Cao praised Man Chong for his strict law enforcement (vol. 26, Record of Three Kingdoms)”. Cao Cao used humanization rules to manage his territory. Such as: “Guo Jia the talents who were completely informal. Chen Qun suggested Cao Cao punish Guo Jia. Cao Cao was praised Chen Qun, but he did not punish Guo Jia. He believed Chen Qun was right thing so he praised him. Although, Guo Jia was completely informal but he did not violate the law so Cao Cao did not punished Guo Jia (vol. 14, vol. 22, Record of Three Kingdoms)”. Rules can give people good behavioral guidelines and tell them what to do and what should not be done. Good code of conduct is very important for an organization. Honesty is the basis of rule implementation. Cao Cao made himself an example to show his subordinate and make the people who lived in his territory to followed the law. Thus, forming a good rule of law culture. “In 214 A.D., Cao Cao ordered that the law is the root of the people’s survival. The People who have the knowledge of the law should be chosen to conduct legal work (vol. 1, Record of Three Kingdoms)”. 5.4 Utilized the Affection and Relations to Retain the Talents Cao Cao treated the talents sincerely and he also respect them very much. In Record of Three Kingdoms several times to mention Cao Cao’s “laugh” and “cry”. 134

When the talents advise for him, he always can accept with a smile. He always can forgive his subordinate’s mistake. Cao Cao was laughing and no wearing his shoes to welcome Xu You. Several time Cao Cao was cried for his subordinate’s die. Cao Cao could trust the talents who surrendered from other warlords. Zhang Liao, Xu Huang and so many generals were appointed by him and afterwards became the famous general. Jia Xu, Guo Jia et al became famous minister in Chinese history. Cao Cao could forgive a person’s mistake. Zhang Xiu betrayed him and killed Cao Cao’s son and nephew. Chen Gong also betray him, but Cao Cao could forgive them and appoint or look after their family. Connections through marriages was the way of ancient Chinese people to make good relationships with other people. Cao Cao married his three daughters to emperor Xian, another daughter, one marriage to Xun Yu’s son; one marriage to ; and one marriage to Xiahou Dun’s Son. 5.5 Good Treatment of Subordinates Cao Cao utilized a good remuneration to retaining talents and he gave the talents generous treatment. After battle of Xuzhou, Cao Cao defeat Liu Bei and catch Guan Yu. Cao Cao want Guan Yu to serve for him, therefore treat Guan Yu and give him the infrequent horse as a present. Cao Cao trusted the talents. Distrust between leaders and subordinates often causes problems. Cao Cao made use of talents without doubt. Xu Huang, Pang De, Zhang Liao, Zhang He etc. a lot of famous general utilized by Cao Cao were from his enemy. Cao Cao can trust and appoint them. Cao Cao respected talent very much. Cao Cao respects them and make a good relationship with them. Cao Cao was able to tolerate the talents make mistakes and appointment them. Example: “When Xu Yu came to Cao Cao’s part, Cao Cao could not wear his shoes to welcome him(vol. 1, Record of Three Kingdoms)”.

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6. Results of the Quantitative Study For the Quantitative Research, the researcher chose factor analysis to do this part. The results of the quantitative study were used to assure the qualitative data analysis results which were done. Factor analysis is a statistical method used to identify the relationships of variability among observed, correlated variables in terms of a potentially lower number of unobserved variables called factors (Tzeng, Chiang, & Li, 2007). Factor analysis is a multivariate statistical method. It starts from the dependence of the internal research of the correlation matrix. It is the size of the packet, depending on the correlation between the variables within the same group. The correlation is not high, and between different groups within the variable correlation are low. It minimizes the loss of information, extracts not a few related indexes from many indexes, and then according to the variance contribution rate to determine the weight, calculates a comprehensive score method (Jolliffe, 1986). For this research, the quantitative research question is “What should be the method for talent management according to the Three Kingdoms approach?” The researcher was assisted by advisers, according to the results of qualitative research designed a questionnaire. Afterwards, the researcher asked five professors to check and analyze the IOC form to make sure this questionnaire could be effectively implemented (Item objective congruence= 0.984). The researcher chose 229 managers as the population in Qingdao City, Shan Dong province. The population of the managers was engaged in administrative work in service, manufacturing and production, and merchandising business. The researchers carried out a questionnaire survey of the managers and 158 questionnaires were successfully recovered. According to the Krejeied Morgam Table, more than 158 respondents were considered valid. The researcher used these 158 discrete data for analysis. The specific steps for doing the data analysis are as follows. 6.1 First, Established the Data Analysis Method After the researchers succeeded in recovering the data. The researcher chose the Exploratory Factor Analysis (EFA) to analyze the data. Exploratory factor analysis is committed to finding the intrinsic structure of things. The researchers chose exploratory factor analysis to determine the fact that the grouping of variable theory is 136 in line with the actual situation, and to ensure the rationality of the results model. For this study, the researchers carried out an analysis of the collected data with SPSS software. The principal component analysis was to set up a linear equation with a set of variables to explain as much information as possible, that is to say, the maximization of mutation. The main goal was to use fewer components to explain as many variables as possible to simplify the data (Velicer & Jackson, 1990). 6.2 Second, Analysis The role of the project analysis was to analyze the various topics. It kept the topics that can be easily divided into high and low scores. And other areas with low degrees of division were modified or eliminated. The researcher used project analysis through the analysis of the independent sample in the analysis, whether each item was suitable for exploratory factor analysis. 6.3 Finally, Conducted Exploratory Factor Analysis After determining the suitability of each item, the researcher did an exploratory factor analysis of the data.

7. The Analysis Results The results of the project analysis by the researchers are as follows: 7.1 Factor 1 Leadership Attributes

Table 4 Leadership Attributes

Leadership Attributes F Sig. T df Sig. (2- tailed) 1. Do you believe that the leader should 151.854 .000 -5.104 50.077 .000 be an ambitious person? 2. Do you believe that the leader should 22.728 .000 -8.434 55.491 .000 be a conscientious person? 3. Do you believe that the leader should 33.573 .000 -8.220 60.230 .000 be a trustworthy person?

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Table 4 (Continued)

Leadership Attributes F Sig. T df Sig. (2- tailed) 4. Do you believe that the leader should 5.100 .026 -7.197 59.040 .000 be a foresighted person? 5. Do you believe that the leader should 4.058 .046 -7.288 63.777 .000 have a strong cognitive ability? 6. Do you believe that the leader should .529 .469 -9.514 108 .000 have good management skills? 7. Do you believe that the leader should 9.907 .002 -9.039 58.184 .000 be a good strategic planner? 8. Do you believe that the leader should 8.375 .005 -6.955 108 .000 have a mixed personality?

From Table 4, the researchers found that all the topics (P＜0.05) were suitable for exploratory factor analysis. 7.2 Factor 2 Attracting the Talent

Table 5 Attracting the Talent

Attracting the Talent F Sig. t df Sig. (2- tailed) 9. Do you believe that the leader 1.774 .188 -12.939 58 .000 promises a good future can attract the talents to join his group? 10. Do you believe that the leader with 7.183 .010 -15.022 38.000 .000 leadership charisma and ability can attract the talents to join his/her group?

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Table 5 (Continued)

Attracting the Talent F Sig. t df Sig. (2- tailed) 11. Do you believe that the leader with 2.976 .090 -10.928 58 .000 renown can make the talents join his group? 12. Do you believe that the leader is good 11.829 .001 -18.235 38.000 .000 at identifying and using the talents can make the talents join his/her group? 13. Do you believe that the leader knows 4.905 .031 -26.514 38.000 .000 how and when to reward and punish can make the talents join him? 14. Do you believe that the leader’s 3.059 .086 -15.897 58 .000 passion, humbleness and forgiving can make the talents join his/her group?

Table 5 shows that all the topics (P＜0.05) were suitable for exploratory factor analysis. 7.3 Factor 3 Retaining the Talents

Table 6 Retaining the Talents

Retaining the Talents F Sig. t df Sig. (2- tailed) 15. Do you believe that the leader 7.890 .006 -15.270 95.312 .000 providing good and clear career paths can retain the talents in the group? 16. Do you believe that the leader is good 4.493 .036 -16.069 85.696 .000 at identifying and utilizing the talents can retain the talents?

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Table 6 (Continued)

Retaining the Talents F Sig. t df Sig. (2- tailed) 17. Do you believe that the leader is 15.870 .000 -15.257 94.609 .000 assuring of justice and mercy can retain the talents? 18. Do you believe that the leader 48.053 .000 -12.425 89.968 .000 utilizing the affection and relations can retain the talents? 19. Do you believe that the leader 3.197 .076 -9.302 114 .000 utilizing good payment can retain the talents?

According to Table 6, it shows that all the topics (P＜0.05) were suitable for exploratory factor analysis. 7.4 The Suitability Test of the Original Variable Factor Analysis

Table 7 KMO and Bartlett’s Test

KMO and Bartlett’s Test 1. Leadership Attributes Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .808 Bartlett’s Test of Sphericity Approx. -Square 352.749 df 28 Sig. .000 2. Attracting Talent Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .825 Bartlett’s Test of Sphericity Approx. Chi-Square 399.786 df 15 Sig. .000

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Table 7 (Continued)

KMO and Bartlett’s Test 3. Retaining Talent Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .807 Bartlett’s Test of Sphericity Approx. Chi-Square 358.145 df 10 Sig. .000

Kaiser (1974) stated that it is not suitable for factor analysis when the value of KMO is less than 0.50. The value of KMO is at least 0.60, factor analysis can be carried out. According to the data shown in the above table, the KMO values of the three projects listed by the researchers are all greater than 0.50, so it shows that the three projects of the researcher can carry out factor analysis. Factor 1, the leadership attributes KMO = 0.808. Factor 2, attracting talents KMO = 0.825. Factor 3, retaining talents KMO = 0.807.

8. Results of Exploratory Factor Analysis: Methods of Talent Management according to the Record of Three Kingdoms The quantitative results show the confirmation of the qualitative analysis on Cao Cao leadership strategies in three aspects, namely leadership, attracting talents and retaining talents. The researchers summarized the talent management of Cao Cao according to the content analysis. The researcher used a questionnaire survey to ask the managers about Cao Cao’s talent management knowledge to summarize the methods of talent management. The results are shown next.

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Table 8 The Extraction and Component of Leadership Attributes

Leadership Attributes Extraction Component 1. The leader should be an ambitious person .413 .548 2. The leader should be a rule conscientious person in a .573 .730 team 3. The leader should be a trustworthy person in a team .624 .722 4. The leader should be a foresighted person in a team .616 .736 5. The leader should have a strong cognitive ability .559 .541 6. The leader should have good management skills .555 .736 7. The leader should be a good strategic planner .574 .757 8. The leader should have a personality to fit the team .628 .742

Table 5 is about leadership attributes, and shows that the leader should have a personality to fit the team (r = 0.628). The leader should be a trustworthy person in team (r = 0.624). The leader should be a foresighted person in team (r = 0.616). The leader should be a good strategic planner (r = 0.574). The leader should be a rule conscientious person in team (r = 0.573). The leader should have a strong cognitive ability (r = 0.559). The leader should have good management skills (r = 0.555).

Table 9 The Extraction and Component of Attracting the Talents

Attracting the Talents Extraction Component 9. The leader promises a good future can attract talents to .372 .610 join his group 10. The leader with leadership charisma and ability can .487 .698 attract talents to join his/her group 11. The leader with renown can make talents join his/her .578 .761 group 12. The leader is good at identifying and using the talents .721 .849 can make talents join his/her group

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Table 9 (Continued)

Attracting the Talents Extraction Component 13. The leader knows how and when to reward and .643 .802 punishment can make talents join the group 14. The leader’s passion, humbleness and forgiving can .643 .802 make talents join his/her group

Table 6 shows Cao Cao attracting talents in the Eastern Han Dynasty. It shows that the leader is good at identifying and using the talents can make the talents join his/her group (r = 0.721). The data of the leader’s passion, humbleness and forgiving can make the talents join his/her group is same with the leader knows how and when to reward and punish can make the talents join the group (r = 0.643). The leader with his/her renown can make the talents join his group (r = 0.578).

Table 10 The Extraction and Component of Retaining the Talents

Retaining the Talents Extraction Component 15. The leader provides good and clear career paths can .714 .845 retain the talents in the group 16. The leader is good at identifying and utilizing the .647 .804 talents can retain the talents 17. The leader is assuring of justice and mercy can retain .650 .807 the talents 18. The leader utilizes affection and relations can retain the .699 .836 talents 19. The leader utilizes good payment can retain the talents .510 .714

Table 10 shows that the leader provided good and clear career paths can retain the talents in the group (r = 0.714). The leader utilizes affection and relations can retain the talents (r = 0.699). The leader assuring of justice and mercy can retain the talents (r = 0.650). The leader who is good at identifying and utilizing the talents 143 can retain the talents (r = 0.647). The leader utilizes good payment can retain the talents (r = 0.510).

CHAPTER 5 CONCLUSION, DISCUSSION AND RECOMMENDATIONS

This chapter summarizes the research conclusion, discussion of the research results, and the recommendations. It is divided into three sections as follows: 1. Conclusion 2. Summary of the Results and Discussion 3. Recommendations

1. Conclusion 1.1 Summary of the Method of Study This study is mixed methods research, exploratory sequential mixed methods that started from a qualitative data collection by analyzing the Record of Three Kingdoms. The analyzed results were put into a questionnaire to provide the method of talent management implied from the Record of Three Kingdoms by asking the managers in Qingdao City to respond to the questions. 1.2 Purpose of the Study The purpose of the study has two parts: qualitative and quantitative. The researcher has posted four research questions as follows: 1.2.1 Qualitative Part 1) The leadership attributes of Cao Cao. 2) To explore how Cao Cao attracted talents. 3) To explore how Cao Cao retained the talents. 1.2.2 Quantitative Part 1) To explore the methods of talent management according to the Three Kingdoms approach. 1.3 Data Collection The data collection was done in two different parts. For the qualitative part, the researcher used document analysis and content analysis. The researcher chose the Record of Three Kingdoms which was reviewed by Chen Naiqian (philologist, editor and publisher in China) as the initial literature. For the quantitative part, the 145 researcher chose 229 managers as the population in Qingdao City, Shan Dong province. The researchers according to the Krejeied Morgam Table randomly selected 158 managers from these 229 managers to do the questionnaires. Finally, the researcher carried out a questionnaire survey of the managers and 158 questionnaires were successfully returned. The researcher analyzed the data using initial literature with content analysis for the qualitative study. The data analysis for the quantitative study was done using SPSS to do the Exploratory Factor Analysis (EFA). 1.4 General Findings 1.4.1 Cao Cao’s Personnel Structure and Talent Leader Cao Cao was responsible for making decisions, appointing personnel, and leading the army to fight. The researchers divided Cao Cao’s talents into two categories. One is the advisers and official talents. The other is the military talent. The Core of Advisers Xi Zhicai was Cao Cao’s first chief of staff. Xun Yu helped Cao Cao to plan a blueprint and military route for the unification of the north, and revised Cao Cao’s strategy many times. He helped Cao Cao to deal with political and military affairs. Xun Yu recommended a lot of talents for Cao Cao, such as Guo Jia, Xun You, Zhong Yao, Chen Qun, Xi Zhicai, etc. Xun You was Cao Cao’s chief strategic adviser. In 207 A.D., Xun You was not involved in military action, he became responsible for the administration of Justice. Historical records Xun You had made twelve legendary strategies. Cheng Yu was an important adviser to Cao Cao, responsible for strategic planning and interior work. Participation in military operations: Jia Xu was the famous counsellor and military strategist at the end of Eastern Han dynasty. Participation in military operations: Battle of Wan; Second Battle of Wan; Battle of Guandu; Battle of Weinan. Guo Jia was Cao Cao’s important strategic planners. Cao Cao set up the position of jun-shi-ji-jiu (The senior military staff officer) for him. In 207 A.D. Thirty-eight year old Guo Jia die in his prime. Cao Cao was very sad about his death. 146

Jiang Ji were Cao Cao’s trusted the advisers. was a famous strategist under Cao Cao. In 208 A.D., Cao Cao forced to be one of his subordinates. In 219 A.D.., he followed Cao Cao to attack Zhang Lu as an adviser. The main advisers and officials: Chen Qun, , Zhong Yao, Man Chong, Dong Zhao, Wang Lang, Cui Yan, Mao Jie, Jia Kui, Du ji, Tian Chou, Wang Xiu, Yang Xiu, Xin Pi, Yang Fu, Tian Yu, Wang Can, Kuai Yue, Zhang Ji, Du Xi, Zao Zhi, Ren Jun, Chen Jiao, Xi Lv, Huan Jie, (丁仪), Ding Yi (丁廙), Sima Lang, Han Ji, , Ping Yuan, Zhao Yan, Luo Gui, Xu You, Guo Huai, Zhang Fan. The above thirty-six were important members of Cao Cao’s organization. Some of them participated in military operations, and some were responsible for the internal administration of Cao Cao’s group. Such as: Cui Yan and Mao Jie were responsible for personnel selection work. Chen Qun was in charge of the judicial work and helped Cao Cao to enact laws. Other advisers and administrative personnel: , Yuan Huan, , Guo Yuan, He Kui, Xing Yong, Bao Xun, Liu Fang, Liu Zi, , Wen Hui, Zheng Hun, Wei Kai, Liu Yi, Xu Gan, Chen Lin, Ruan Yu, Ying Yang, Liu Zhen, Fan Qin, Lu Cui, Xu Xuan, Wei Zhen, Lu Yu, Dai Qian, He Qia, Chang Lin, Yang Jun, Pei Qian, Cui Lin, Gao Rou, , Wang Guan, Gao Longtang, Qian Zhao, Hu Zhi, Wang Yong, Wang Chang, Guo Zhan, Xue Hong, Dai Ling, Dong Meng, Fu Yi, , Zhang Cheng, Ren fan, Fu Gan, Xun Yue, Hou Sheng, Jia Hong, Xue Xia, Cheng Gongying, Liu Bi, , Linghu Shao, Jiang Gan, Chen Deng, These fifty-eight people were responsible for local administrative work. Guo Yuan was responsible for the work of grain production (Cao Cao had troops or peasants open up wasteland and grow food grain. Cuo Yuan was responsible for this work). Zhang Fan and Bing Yuan were engaged in guarding the place when Cao Cao was on expedition. General of Cao Cao 147

The captain of the guard: Dian Wei, Xu Chu. Core generals: Five excellent commanders: Zhang Liao, Xu Huang, Zhang He, Le Jin, Yu Jin. Major Generals: Xiahou Dun, Xiahou Yuan, Cao Ren, Cao Hong, Pang De, Li Dian, Zang Ba, Cao Chun, Cao Zhang, Lv Chang, Cao Xiu, Cao Zhen, Xiahou Shang, Lv Qian, Wen Pin, Gongsun Du, Zhu Ling, . Generals: Yin Shu, Gao Lan, Sun Guan, Wang Ling, , Li Tong, Cai Mao, Zhang Yun, Han Sui, Lv Kuang, Lv Xiang, Cai Zhong, Cai He, Cai Yang, Zhou, Lu Zhao, Yin Feng, Zhao Ang, , Zhao Qu, Zhang Xi, Feng Kai, Niu Gai, Liu Dai, Wang Zhong, Liu , Li Zheng, Xu Ding, , , Lv Jian, Hou Xuan, Cheng Yin, , etc. Cao Cao had many generals, history has only a little record of them. Because Cao Cao’s five generals and his family generals were so excellent that history books and later generations gradually forgot them. Such as: Yin Shu led 5000 soldiers who had just surrendered fighting with Qiang. He got a great victory in were so excellent Xinping area. Liu Ruo had a high position in the Cao Cao army. He and Xiahou Dun were the first to follow Cao Cao’s War. Cheng He followed Pang De to fight with Guan Yu. After Guan Yu defeated them. He and Pang De were killed because they would not surrender to Guan Yu. 1.5 Results of the Study The results of the study are: 1.5.1 Cao Cao was a person who was rule consciousness. The leader should be a rule conscientious person (r = 0.573). 1.5.2 Cao Cao was a reliable leader. The leader should be a trustworthy person (r = 0.624). 1.5.3 Cao Cao was a prescient leader. The leader should be a farsighted person (r = 0.616).

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1.5.4 Cao Cao had a strong cognitive ability. The leader should have a strong cognitive ability (r = 0.559). 1.5.5 Cao Cao had good management skills. The leader should have a good management skills (r = 0.555). 1.5.6 Cao Cao was a good strategic planner. The leader should be a good strategic planner (r = 0.574). 1.5.7 Cao Cao has a mixed personality. The leader should have an appropriate personality (r = 0.628). 1.5.8 Cao Cao with his fame could make the talents join his group. The leader with renown can make the talents join his/her group (r = 0.578). 1.5.9 Cao Cao was good at identifying and using the talents to make the talents join his group. The leader is good at identifying and using the talents to make the talents join his/her group (r = 0.721). 1.5.10 Cao Cao’s knew how and when to reward and punish to make the talents join his group. The leader knows how and when to reward and punishment to make the talents join him (r = 0.643). 1.5.11 Cao Cao’s passion, humbleness and forgiving to make the talents join him. The leader’s passion, humbleness and forgiving to make the talents join his/her group (r = 0.643). 1.5.12 Cao Cao’s providing good and clear career paths could retain the talents. The leader providing good and clear career paths can retain the talents in the group (r = 0.714). 1.5.13 Cao Cao was good at identifying and utilizing the talents could retain the talents. The leader is good at identifying and utilizing the talents can retain the talents (r = 0.647). 1.5.14 Cao Cao was assuring of justice and mercy could retain the talents. The leader is assuring of justice and mercy can retain the talents (r = 0.650). 1.5.15 Cao Cao utilized the affection and relations could retain the talents. The leader utilizing the affection and relations can retain the talents (r = 0.699). 1.5.16 Cao Cao utilized good remuneration could retain the talents in their works. The leader utilizing good payment can retain the talents in their work (r = 0.510).

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2. Discussion The researcher has summarized the qualitative and quantitative research results to discuss leadership attributes, as follows: 2.1 It was found that the leader should have a personality to fit the team. Leadership is the core of the organization. The main role of leadership is to command, lead, guide and encourage subordinates to work hard to achieve their goals (Wayne, Shore, & Liden, 1997). The ability of a leader to give full play to his ability is restricted by various factors. Personality is an important factor affecting the ability of a leader to play. Character is a distinct personality characteristic that distinguishes from others. It is the main, stable and long-term personality of a person. An organization needs a leader who has a fit-able personality, and the personality influences the fate of the organization (Hogan, 2017). The leading theory on specialty is one part of the outcome of the theoretical leading research. The leading theory on specialty is divided into the traditional characteristic theory and modern characteristic theory (Graen & Uhl-Bien, 1995). Both the traditional and modern characteristic theories emphasize that leaders should have more personality adapted to the work of leadership. Emotionally intelligent leaders are considered to be more conducive to their organization. They are using positive emotions to improve organizational functions (George, 2000). Emotionally intelligent leaders use emotion to improve their decisions and instill a passion for their subordinates through emotion. They build trust and cooperation with other employees through interpersonal relationships (George, 2000). The character of leadership is the basis of effective decision-making. The mistakes in leadership work are due to the shortcomings of the leader in his or her abilities. The more common root cause is the defect of character (Crossan, Seijts, & Gandz, 2015). When it comes to character, the character of a leader can’t be ignored. The character of a leader affects the development of the organization as an important factor within the organization. Nowadays, many organizations have moral crises, some of which come from the crisis of the leaders. The character of a leader is based on the core values of integrity, trust, truth and human dignity. These values affect the leaders’ vision, 150 morality and behavior. The moral quality of a leader and the essence of the ethical culture are related to his / her character, but not with his / her charismatic personality. The pursuit of excellent leadership is based more on character than charisma (Sankar, 2003). As discussed in this paper, the leadership characteristics of Cao Cao: a large part of Cao Cao’s successes and failures were influenced by his personal character. Cao Cao’s modest attitude towards talent made him win a victory in Battle of Guandu. Cao Cao was proud and arrogant which made him fail in the Battle of Chibi. The battle cost him the opportunity to unify China. 2.2 The leader should be a foresighted person in a team. Foresight is a necessary ability of a leader. There is a reason for everything. Its origin and direction have a strong logical relationship within it, so the development of things is foreseeable. Foresight is not a groundless reverie as some people think. In fact, it is formed from the experience of the leaders and the experience of the people around them (O’Brien & Robertson, 2009). Foresight has a promoting effect on leaders. It provides goals for ambitious leaders, making them work hard to achieve a goal. Foresight as an ability to anticipate the future can help the leader foresee the development of things consequences and avoid mistakes in organization development (Barbuto & Wheeler, 2006). Leaders play a very important role in creativity and maintenance of change (Bass & Avolio, 1994). Employees’ adaptability, initiative, and proficiency have an important impact on their personal work. A very strong organizational vision will affect the employee’s adaptability and initiative to work (Griffin, Parker, & Mason, 2010). Therefore, the foresight of the leader must organize the development of the staff and the support of organizational cohesion. Foresight provides a cohesiveness for leaders and members of the organization. The leader with foresight can give a vision for the organization members. A worthwhile vision can motivate people’s inner desire. This will make employees around the leaders work hard to achieve common goals (Bezold, 2010). As time goes on, the effectiveness of individual tasks improves the efficiency of the organization’s individual work and improves the effectiveness of the group and organization (Borman & Motowidlo, 1993; Campbell, McCloy, Oppler, & Sager, 1993). 151

2.3 The leader should be a good strategic planner. Who doesn’t study for the overall situation is hardly able to manage one aspect; who has no long-term consideration is unable to organize temporarily - Art of War. Leaders should take a comprehensive view of the general situation. The leadership needs to unify all the major issues. A leader who cannot master the whole situation will not be able to carry out decisions effectively, and all kinds of elements inside and outside the organization will be in a state of disorder. The promotion and realization of organizational goals will not happen. For this reason, the leader should put the main energy on the important issues concerning the overall situation (Saaty, 1990). The importance of strategic leadership is reflected in the following points： First, strategic leadership is from the perspective of the overall situation, focusing on overall interests as a whole, while taking into account the local interests (Finkelstein & Hambrick, 1996). According to Handy (1995), a listed company should not be regarded as the owner of a share, but as a property owned by a community. Compared with employees, it is more appropriate to regard citizens as employees, and to maintain common goals with the people in the organization community. The strategic leaders of the organization need to consider and balance the interests of all aspects to achieve the common goals within the organization. Second, strategic leadership deploys the overall strategy of the organization with foresight, and carries out overall strategic planning and strategic direction for the target. The strategic leadership must design and transform the internal management of the organization. Strategic leaders need to adjust the patterns within the organization according to the organizational goals. A good management process can enable organizations to solve unnecessary internal contradictions (Freedman, Tregoe, & Ryan, 2005). Child (1972) pointed out that the decision-making power of an organization’s senior managers affects their company’s outcomes. Because of the responsibility of senior managers to the overall performance of the company, these people have the greatest impact on the company’s strategic management process. Strategic leadership has a very important responsibility for the decisions of the company. It is one of the main tasks for strategic leaders to set up future development goals for the organization (Bennis, 1997). 152

Third, select the appropriate staff. Leadership is the maker of the power and responsibility system. One of the important tasks of a strategic leader is to choose and properly configure the right person (Mizrahi & Rosenthal, 2001). Organizational control is a formal, information based program used by strategic leaders and managers to organize, maintain, and change patterns of organizational activities (Simons, 1994). If the enterprise wants to use the employee reasonably, it must consider whether the employee’s ability and position are matched. Managers should rely on a more systematic theory to analyze their employees and adapt their abilities to their positions. Individual quality is consistent with the quality of the group, and the track of the employee’s success is consistent with the goals of the enterprise (Arnold, 2005). Fourth, strategic leadership is the builder of team spirit and organizational culture. A strategic leader must be responsible for the entire team of the organization, and must be committed to creating a team spirit and a good organizational culture (Vera & Crossan, 2004). Culture provides an environment for strategic implementation. Organizational culture involves decision-making, action, communication patterns and communication networks. In the life of the company, culture reflects the company’s reaction to the continuing challenges of survival and growth. Culture is rooted in history, is collective, and has enough complexity to resist many direct manipulation attempts. Because it affects the way the company operates, it is a way to regulate and control organizational citizenship behavior. Culture can be a competitive advantage (Ireland & Hitt, 1999). Fifth, a gravitater of external resources. One of the roles of strategic leaders is to set up a good image and get wide recognition in morality and personality. A good image of leaders can help organizations easily get key resources (Cowen, 2000). In the twenty-first Century, the impact of senior managers on the moral practices and results of the company was accepted by business practitioners, academia and society. Effective strategic leaders will use honesty, trust and integrity as the basis for their decision-making. Strategic leaders who show these qualities can motivate employees. The development of an organizational culture with moral norms is the 153 norm. The commitment of a strategic leader to pursue the pursuit of legal, ethical and social issues is considered to be both moral and economically effective (Kraar, 1995; Ireland & Hitt, 1999). 2.4 The leader should be a conscientious person in a team. Mayer, Davis, and Schoorman (1995) divided leader trustworthiness into three different parts: ability, benevolence and integrity. Ability is the key factor that affects whether a leader is trusted or not. The ability of a leader not only affects the development of the organization, but also affects the personal development of the staff. There are two kinds of people in the world: leaders and followers. From a psychological point of view, a competent leader tends to be respected and attracts a number of people around him. The personal ability of the leader attracts the people around him to serve him (Jackson & Johnson, 2012). Benevolence is the ability of leadership to care for subordinates. Integrity is considered an important factor in evaluating the credibility of a leader. Integrity refers to the consistency of the leaders’ present actions and their past behavior, the extent to which they carry out their promises, and their own reputation, justice, and fairness. A morally upright leader can win the loyalty of the staff (Craig & Gustafson, 1998). Despite the continuous development of the global economy, the business details of effective leadership are still changing. Leaders need to be able to share responsibilities in leading and managing business units, share information and understand other people’s wide range of ideas, and seek interaction between all responsible people. They have responsibilities to contribute to the formation and realization of the company (Ireland & Hitt, 1999). 2.5 The leader should have a strong cognitive ability. Cognitive ability refers to the ability of the human brain to process, store and extract information, that is, the ability of people to build things, the relationship between performance and other things, the power of development, the direction of development and the basic rules. It is the most important psychological condition for the successful completion of activities. The abilities of perception, memory, attention, thinking and imagination are all perceived as cognitive abilities. Gagné and Deci (2005) proposed three cognitive abilities: speech information, intellectual skills, and cognitive strategies. Cognitive ability is the ability to measure a person’s ability to learn and accomplish a job. Cognitive ability affects leadership and plays an important role in leadership. 154

2.6 The leader should have good management skills. Organizational management ability is the external comprehensive performance of a person’s knowledge, quality and other basic conditions. Modern society is a huge, complex system, and most of the work is often required by a number of individuals. A leader need to be a good listener. The leaders who are good at listening to the correct opinions and suggestions of others can keep the stable development of the organization (Bass, 1985). A fair leader can coordinate labor relations in order to promote the development of the organization (Konrad & Linnehan, 1995). If the organization puts the right person into right place is very important. Identifying people is the basis of utilizing people. Identifying people is an effective way to identify and exploit the strengths and potentials of subordinates. Leaders appoint them according to the characteristics of their subordinates. It is possible for subordinates to play a maximum role in their work. So that the team and the members will grow together (Iles et al., 2010). Finally, the leader’s use of good management skills could promote the personal growth of the organization’s employees. A good leader must have the consciousness of cultivating talent in order to meet the future needs of the organization and development (Shuck & Wollard, 2010). The researcher has summarized the qualitative and quantitative research results to discuss attracting talents & retaining talents, as follows: 2.7 The leader that is good at identifying and using the talents can attract and retain talents in his/her group. The leader is good at identifying and using the talent can give full scope to the talents. The ability of identifying people can make the leader effectively understand the strengths of subordinates. This ability has a certain ability to predict and judge the potential of the employees. Through this ability, leaders can make subordinates do what they are good at and create conditions for their advantage. It provides a good platform for employees to develop individuals in the organization (Cerinsek & Dolinsek, 2009). The leader that is good at identifying talents could help the leader effective communicate with the talents. The leader according to the condition of the talents, could motivate employees to improve their enthusiasm for work. The leader that is good at identifying and utilizing talents could make a good working atmosphere (Ramlall, 2004). For talents, the purpose of joining a company or organization is to achieve its own personal value. 155

A leader who is good at identifying and utilizing talents can effectively discover and retain talents. 2.8 A good leader’s emotional management can attract and retain talents. The leader’s passion, humbleness and forgiving is the emotional management for the leader. Managers can become leaders of excellence through the control of emotions. Emotion refers to the short and strong reactions of individuals to the relationship between the needs and the objective things. A good leader’s emotional management can affect the mood of the employee and affect the performance level in the enterprise or organization (Goleman, 2006). The leader’s emotional management could make a good atmosphere and relations in the organization. It provides a good psychological working environment for the employees (Vartia, 1996). 2.9 The leader knows how and when to reward and punish to make the talents join his/her group. Reward is an effective incentive. It has been used by the leaders from ancient times to the present. Incentives can mobilize the enthusiasm of the staff, encourage morale and improve the performance of the enterprise. Rewards are the identification of employees’ work and personal values (O’Reilly & Chatman, 1986). Punishment is an effective means of corporate management for a company. The punishment system is to punish individuals for violating the undesirable behavior of organizational goals, so that such actions do not happen again, and that individual initiative can be transferred to the right direction. The reward and punishment mechanism in the organization provides good guidance for the organization staff (Akhtar et al., 2008). While the organization is choosing talent, the talent is also choosing the organization. A good management model of rewards and punishments is conducive to attracting talents to join (Aguinis, Gottfredson, & Joo, 2012). 2.10 The leader with his/her renown can make the talents join his/her group. The Halo Effect is one of the qualities of a person, or some characteristic of an item that gives a very good impression. Under the influence of this impression, people will give better evaluation to the other qualities of the person, or the other features of the item.It is a factor that affects interpersonal perception (Nisbett & Wilson, 1977). Apple Corp. led by Steve Jobs, changed the development of the times. As a leader, Jobs infiltrated this culture into the corporate culture. Under Jobs, Apple employees have a very high sense of belonging and recognition to the company. 156

The emergence of a leading figure will inevitably attract followers to follow. 2.11 The leader provides good and clear career paths can retain the talents in the group. A good organizational goal provides a direction for the development of the organization. Enterprises or organizations provide good and clear career paths could make employees feel space for growth and development, so that employees can feel optimistic about their career development prospects, and achieve greater self- satisfaction and job satisfaction (Kompaso & Sridevi, 2010; Scullion & Collings, 2011). The leaders put forward the future development goals and future prospects for the employees, which will help motivate the employees to work effectively. 2.12 The leader is assuring of justice and mercy can retain the talents. As mentioned earlier, justice and mercy are important to leaders. Justice is one important part of organization culture and organization environment. Organizational justice is divided into fairness within the organization and equity outside the organization. Justice within the organization is aimed at employees within the organization. It provides a fair working environment for employees within the organization, which includes fair pay, promotions, personal development and many other aspects. Justice outside the organization is to give equal treatment to the recruitment and attraction of external talents. Justice for the organization could enhance employees’ sense of organizational identity, and improve the image of the organization (Dutton, Dukerich, & Harquail, 1994). Mercy as one part of leader’s emotional management could make a good working relationship between a leader and an employee. This makes employees trust their leaders, and strengthen the cooperation between the leaders and the staff in the team. 2.13 The leader utilizing good payment can retain the talents in their work. As an important part of the human resource management system, compensation management is the most concerned content of top management and all employees. It is directly related to the effectiveness of human resource management and the overall performance of enterprises. A flexible and effective salary system plays an important role in motivating employees and maintaining the stability of employees. The establishment of a good salary system will help to retain employees. Employees want their salary to be relative to their performance. The main reason for employees

157 leaving is that the employees do not see the link between salary and performance (Srivastava & Bhatnagar, 2008).

3. Recommendations 3.1 Recommendations for Application 3.1.1 As a leader in Chinese history, Cao Cao’s leadership had a very important reference to modern managers. The modern leaders can improve their own personal strengths based on their own circumstances and the wisdom of the ancients. 3.1.2 Ancient Chinese had a lot of strategies and methods to attract and retain talents. This is an important reference for organizations and the companies. The leader in the organization or the company should attract and retain talent to meet the needs of the organization. 3.1.3 With the change of the times, people’s thinking has also changed. But following the law of the development of things, it is always inseparable from this rule. The summary and application of past events can help managers avoid mistakes in future work. 3.2 Recommendations for Further Study 3.2.1 This study introduced Cao Cao’s leadership attributes from the Record of Three Kingdoms. The Record of Three Kingdoms recorded other warlords, and each of them utilized different leadership attributes to be successful, e.g., Liu Bei and Sun Quan. It is suggested that there should be an in-depth study on the leadership attributes for other warlords. 3.2.2 This study suggests that Cao Cao attracted his talent by promising a good future, but the researcher has not explored the details of how he promised a good future to his talent. It is suggested that there should be an in-depth study on how he promised a good future. 3.2.3 Cao Cao had good management skills for managing his talent and he was good at identifying and utilizing his talent in his organization. The researcher did not explore how he was good at identifying the talents and utilizing the talents in his organization. There should be an in-depth study on how Cao Cao could identify and utilize good and credible talents in the organization.

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APPENDICES

APPENDIX A

179

QUESTIONNAIRE IN CHINESE

问题 十分 同意 不确 不同 十分 同意 定 意 不同 意 领导特性 1 你认为领导者需要是一个有雄心壮

志的人吗? 2 你认为领导者需要规则意识吗? 3 你认为领导者需要是一个值得信赖

的人吗? 4 你认为领导者需要有远见能力吗? 5 你认为领导者需要有很强的个人能

力? 6 你认为领导者需要有很好的管理能

力吗? 7 你认为领导者需要有很好的战略统

筹能力吗? 8 你认为领导者需要有合适的性格来

管理团队吗? 吸引人才的领导才能 9 你认为领导者展示一个良好的发展

前景能使人才加入到他的阵营吗? 10 你认为领导者的个人魅力和才能能

够吸引人才加入他的阵营吗？ 11 你认为领导者的声名能够吸引人才

计入到他的阵营吗？ 12 你认为领导者知人善任，任人唯贤 180

问题 十分 同意 不确 不同 十分 同意 定 意 不同 意 可以吸引人才加入到他的阵营吗？ 13 你认为领导者令行禁止，赏罚分明

可以吸引人才加入他的阵营吗？ 14 你认为领导者运用热情，谦虚和宽 容的态度对待人才可以吸引人才加

入他的阵营吗？ 留住人才的领导才能 15 你认为领导者给他的部下以明确的 组织目标和良好的发展前景可以留

住他的人才吗? 16 你认为领导者知人善用，为贤所宜

可以让人才留在他的阵营吗? 17 你认为领导者赏罚必信，赏罚分明

可以让人才留在他的阵营吗? 18 你认为领导者运用情感和关系可以

留着人才在他的阵营吗? 19 你认为领导者良好的对待人才（尊 重，丰厚的酬薪，官爵，名位）可

以留着人才在他的阵营吗?

181

QUESTIONNAIRE IN ENGLISH

Questions Most Agree Not Disagree Most Agree Sure Disagree Leadership of Today’s Manager 1 Do you believe that the leader should be an ambitious person? 2 Do you believe that the leader should be a conscientious person? 3 Do you believe that the leader should be a trustworthy person? 4 Do you believe that the leader should be a foresighted person? 5 Do you believe that the leader should have a strong cognitive ability? 6 Do you believe that the leader should have good management skills? 7 Do you believe that the leader should be a good strategic planner? 8 Do you believe that the leader should have a fit-able personality to manage the team? Talent Management on Attracting Talents 9 Do you believe that the leader promises a good future can attract the talents to join his group? 10 Do you believe that the leader with leadership charisma and ability can attract the talents to join his/her group? 11 Do you believe that the leader with renown could make the talents join 182

Questions Most Agree Not Disagree Most Agree Sure Disagree his/her group? 12 Do you believe that the leader is good at identifying and using the talents can make the talents join his/her group? 13 Do you believe that the leader knows how and when to reward and punish could make the talents join his/her group? 14 Do you believe that the leader’s passion, humbleness and forgiving can make the talents join his/her group? Talent Management on Retaining Talents 15 Do you believe that the leader providing good and clear career paths can retain the talents in the group? 16 Do you believe that the leader is good at identifying and utilizing the talents can retain the talents? 17 Do you believe that the leader is assuring of justice and mercy can retain the talents? 18 Do you believe that the leader utilizing the affection and relations could retain the talents? 19 Do you believe that the leader utilizing good payment can retain the talents?

APPENDIX B

184

Interm Objective Congruence of Questionnaires

Questions Score Leadership of Today’s Manager 1 Do you believe that the leader should be 1 1 1 1 1 an ambitious person? 2 Do you believe that the leader should be a 1 1 1 1 1 conscientious person? 3 Do you believe that the leader should be a 1 1 1 1 1 trustworthy person? 4 Do you believe that the leader should be a 1 1 1 1 1 foresighted person? 5 Do you believe that the leader should have 1 1 1 1 1 a strong cognitive ability? 6 Do you believe that the leader should have 1 1 1 1 1 good management skills? 7 Do you believe that the leader should be a 1 1 1 1 1 good strategic planner? 8 Do you believe that the leader should have 1 1 0 1 1 a fit-able personality to manage the team? Talent Management on Attracting Talents 9 Do you believe that the leader promises a 1 0 1 -1 1 good future can attract the talents to join his group? 10 Do you believe that the leader with 1 1 1 1 1 leadership charisma and ability can attract the talents to join his/her group? 11 Do you believe that the leader with renown 1 1 1 1 -1 could make the talents join his/her group? 12 Do you believe that the leader is good at 1 1 1 1 1 identifying and using the talents can make 185

Questions Score the talents join his/her group? 13 Do you believe that the leader knows how 1 1 1 1 1 and when to reward and punish could make the talents join his/her group? 14 Do you believe that the leader’s passion, 1 1 0 1 1 humbleness and forgiving can make the talents join his/her group? Talent Management on Retaining Talents 15 Do you believe that the leader providing 1 1 1 1 1 good and clear career paths could retaining the talents in the group? 16 Do you believe that the leader providing 1 1 1 1 1 good and clear career paths can retain the talents in the group? 17 Do you believe that the leader is good at 1 1 1 1 1 identifying and utilizing the talents can retain the talents? 18 Do you believe that the leader is assuring 1 1 1 1 1 of justice and mercy can retain the talents? 19 Do you believe that the leader utilizing the 1 1 1 1 1 affection and relations could retain the talents?