Человекоцентрированный подход и практика управления персоналом в российских организациях
The article discusses the possibilities and conditions for the disclosure of the theoretical and pragmatic potential of person-centered approach by C. Rogers in organizational-psychological perspective. A harmony of the basic ideas of person-centered approach and challenges of the new economy, a new relationship between the employee and the employer is emphasized. An evolutionof person-centered approach is described, the controversy about the nature and consequences of the transition from client-centered therapy to person-centered approach between K. Rogers and E. Meadows is expounded. A situation with publications on person-centered approach in an organizational context is briefly described. Three ways to implement person-centered approach in modern organizations are represented: 1) person-centered skills training (empathic listening, congruency, empathy, unconditional positive regard); 2) management consulting based principles of client-centered approach (the uniqueness principle, the principle of congruence, the principle of non-judgment); 3) growing “person-centered organization”. The expressions “person-centered organization”, “full functioning organization” and “group-centered organization” are briefly related. The results of exploratory studies to illustrate the perception of experts of personnel services (N = 97) of the advantages and limitations of using person-centered approach to human resource management practices in Russian companies are represented. In particular, similarities and differences between evaluations of “ideal” and “real”organization are designated. The semantic category describe the advantages and limitations of using person-centered approach in human resource management practices in Russian companies are compared.