Basic Research in Russia: Human Resources and Funding
In article possibilities and mentoring problems in the large industrial companies of Russia are considered. Approaches to mentoring definition, its functions in firm and society are analyzed. Types and mentoring updatings in modern personnel management and need for their application are systematized, the facts and practical examples of efficiency of systems of mentoring in the business organizations are given. On experience of consulting projects features of introduction of programs of mentoring at the modern Russian enterprises understand
Editors Neal Chalofsky, Tonette Rocco, and Michael Lane Morris have compiled a collection of chapters sponsored by the Academy of Human Resource Development that provide revolutionary insight into the concepts, theories, research initiatives, and practical applications essential to HRD. Topics range from HRD foundations, workforce development, and management to more specific topics such as implementing and managing HRD initiatives in the organization. The chapters are written by professionals who offer a wide range of experience and who represent the industry from varying international and demographic perspectives. The questions addressed include:
• Nationally and internationally, how does HRD stand with regard to academic study and research?
• What is its place in the professional world?
• What are the philosophies, values, and critical perspectives driving HRD forward?
• What theories, research initiatives, and other ideas are required to understand HRD and function successfully within this field?
• As the industry grows, what are the challenges and important issues that professionals expect to face? What hot topics are occupying these professionals now?
Anthropologists have not found a consensus on the definition of the concept of culture. “Perplexity and even anguish over culture have been with us a long time” (Fox & King, 2002, p. 1). Similarly, there is no agreement of on the concept of organizational culture. In very simple terms, organizational culture has been often described as “how we do things around here” (Fullan, 2001). The concept of organizational culture started first in the U.S. management literature in the 1960s and was later adopted by researchers in other countries and other disciplines, including human resource development (HRD). The purpose of this chapter is to provide an overview of the concept of organizational culture and position the concept within HRD. The organization of the chapter will follow the title: from the past research in related disciplines to the state of organizational culture research and practice at the moment to the directions for future research within HRD.
The paper examines the structure, governance, and balance sheets of state-controlled banks in Russia, which accounted for over 55 percent of the total assets in the country's banking system in early 2012. The author offers a credible estimate of the size of the country's state banking sector by including banks that are indirectly owned by public organizations. Contrary to some predictions based on the theoretical literature on economic transition, he explains the relatively high profitability and efficiency of Russian state-controlled banks by pointing to their competitive position in such functions as acquisition and disposal of assets on behalf of the government. Also suggested in the paper is a different way of looking at market concentration in Russia (by consolidating the market shares of core state-controlled banks), which produces a picture of a more concentrated market than officially reported. Lastly, one of the author's interesting conclusions is that China provides a better benchmark than the formerly centrally planned economies of Central and Eastern Europe by which to assess the viability of state ownership of banks in Russia and to evaluate the country's banking sector.
The results of cross-cultural research of implicit theories of innovativeness among students and teachers, representatives of three ethnocultural groups: Russians, the people of the North Caucasus (Chechens and Ingushs) and Tuvinians (N=804) are presented. Intergroup differences in implicit theories of innovativeness are revealed: the ‘individual’ theories of innovativeness prevail among Russians and among the students, the ‘social’ theories of innovativeness are more expressed among respondents from the North Caucasus, Tuva and among the teachers. Using the structural equations modeling the universal model of values impact on implicit theories of innovativeness and attitudes towards innovations is constructed. Values of the Openness to changes and individual theories of innovativeness promote the positive relation to innovations. Results of research have shown that implicit theories of innovativeness differ in different cultures, and values make different impact on the attitudes towards innovations and innovative experience in different cultures.
The paper examines the principles for the supervision of financial conglomerates proposed by BCBS in the consultative document published in December 2011. Moreover, the article proposes a number of suggestions worked out by the authors within the HSE research team.