Purpose: The purpose of this paper is to investigate labour market practices in a transition economy in relation to broader institutional configurations. Design/methodology/approach: Through a review of relevant literature and the analysis of statistical data the paper reveals some specific factors influencing labour market practices in a transition economy. Findings: The paper establishes a link between inefficient enforcement and the emergence of cotabilization of employment in Russia possible. Originality/value: The paper reveals how a formal regulatory system, which on the face of it is similar to what is a norm in the majority of European countries, may coexist with a distinctive labour market model and explores issues of relevance to academics, researching in the field, policy-makers, human resource managers, employers and employees
In this article, we discuss the robustness and flexibility of human resource management (HRM) practices in the Russian manufacturing subsidiaries of multinational corporations (MNCs) facing the difficult economic conditions in the host country. We summarize the identified prevailing arrangements of HRM practices in in the Russian manufacturing subsidiaries of MNCs from previous studies and explain how these arrangements are related to the attempts to transfer high performance working practice principles and modern manufacturing to Russia. We also describe changes to the prevailing HRM arrangements from 2014 to 2016.
When a major Russian energy provider introduced a new technology that required organisational adjustment, the company’s management was surprised by the degree of internal resistance these changes provoked. The paper aims to discuss this issue.
The authors took reference to the work on readiness to change and studied how the future time perspective, which connects with early writings by Lewin (1942), would explain the attitudes and behaviour of 148 managers.
The findings indicate that only a small number of employees perceived the future as offering many opportunities and showed willingness to pursue them. The majority of employees are either fearful of future changes, or do not have a strong sense of belonging to the company and hence are disinterested in prospective opportunities within the firm.
The different constructs of the future introduce an emic perspective to the study of organisational change and answer calls to enrich the measurements that are currently in use.