HRM in Russia over a Century of Storm and Turmoil: A Tale of Unrealized Dreams.
The chapter describes the history of human resource management in Russia over the past 120 years.
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.
This volume contains country studies of the historical development of human resource management (HRM) in seventeen different nations. The nations span all regions of the world and each chapter is written by a national expert. Primary attention is given to HRM developments in industry, but university research and teaching are also covered. Human resource management is defined broadly to include industrial relations and each chapter places the historical development of HRM in a broad political, social, and economic context.
This study analyses employees search by companies. We focus on channels of search that companies use. Using original data of 2015 survey of 1799 Russian companies on HR we found out that the most popular channels were Internet and informal social connections (friends, co-workers, relatives). State-owned companies use public employment agency while companies with foreign owners prefer formal channels (media ads, private employment agency). Also we don’t identify considerable influence of search costs on company’s choice of search channels. Companies in good financial shape use less channels of search. Interindustry differences are found insignificant.
The article considers recruiting via the internet as an organizational innovation in Russian companies. Using data from a survey of employers and RLMS-HSE, we measured the scale of internet-use by employers for recruiting and by employees for the job search, and the factors influencing them. In general, the characteristics of employees and workplaces were in line with one another. Amid companies, internet use was more common in the retail sector, among privately owned and financially successful firms. The internet was more actively used by workers with higher or specialized education from big cities. Internet search complements other search channels and has become the second most popular channel after searching for work through relatives and friends.