{'fraction_non_alphanumeric': 0.009966777408637873, 'fraction_numerical': 0.0, 'mean_word_length': 5.908256880733945, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
A New Human Resource Strategy Model – How to Reduce Complexity through a Fair Evaluation of the Triangular Relationship between Finite Human Capacity , Technological Progress and Fair Human Resource Management

Business people increasingly throw up their arms in despair as their acknowledgement of a constantly changing environment that defies the somnambulant trust in managerial omniscience applied in quantitative forecasting. Desperate management all too often takes up the latest management fads or technological breakthrough as the ultimate panacea in the light of growing competition, rising complexity and ambiguity in the business environment. Unfortunately, organisational reform displays a strong proclivity to fall short of recognising the limited capacity of human resources. Consequently, emergent strategies of forecasting and the containment of rapid complexity should be introduced as a healthy symbiosis of proactive human resource policies and concepts of re-engineering commensurate to limited human comprehension. The more adaptive and corresponding it is to the most human of characteristics, the lower the level of technological and functional alienation and the lower are chances of misconduct of organisational planning. Therefore, the neo-liberal combination of a productive and socially acceptable employment policy and economic competitiveness through the erosion of internal uncertainty can be sustained and expanded for the benefit of both investors and national prosperity.