Russian Human Resource Management practices remain durable even with onslaught of economic change and exposure to global HRM practices and international competition. Based on survey results of 201 CEOs of domestic industrial companies located in central region of Russia we identify the resilient archetype of Russian HRM system. Even in companies that have achieved high levels of profitability or those that engage in innovative practice continue to practice retrograde HRM techniques left over from an earlier era. We are able to identify strategic misfits that are a direct result of the continuation of rigid HRM system that prevent the development of an organizational climate to support innovative or dynamic firms.
Managers in five nations rated scenarios exemplifying indigenous forms of informal influence whose cultural origins were concealed. Locally generated scenarios illustrated episodes of guanxi, wasta, jeitinho, svyazi and pulling strings. Local scenarios were judged representative of local influence processes but so too were some scenarios derived from other contexts. Furthermore, many scenarios were rated as more typical in non-local contexts. While these influence processes are found to be widely disseminated, they occur more frequently in contexts characterized by high self-enhancement values, low self-transcendence values and high endorsement of business corruptibility. Implications for a fuller understanding of local business practices are discussed.
This article describes the challenges facing established practices and patterns of human resource management (HRM) during the economic recession. It is based on the results of the CRANET survey, administered in Russia in the third quarter of 2008, on the 2008 CRANET data available for Bulgaria and on survey of companies’ executives, implemented in the first half of 2010. We found that Russian HRM practices that are based on low formalization of performance assessment, great versatility of payment arrangements, and high flexibility of working and contractual arrangements enabled companies to adapt to the recession conditions without massive layoffs.