A climate of presenteeism has important effects on employee well-being and the organization itself. Our study, based on surveys of health sector employees in six different countries (Brazil, Ecuador, Lebanon, Portugal, Russia and Spain) examines whether organizational justice plays a mediating role in the relationship between a presenteeism climate in the organization and work-family conflict (WFC). Our results indicate that the perception of organizational justice and the presenteeism climate do influence WFC. Moreover, higher levels of WFC were found in non-Latin countries. This study contributes to the work attendance and life balance field by providing cross-cultural empirical evidence corroborating the effect of justice and presenteeism climate on the WFC.

Purpose Agile project management methods gain increasing attention of practitioners while they often remain neglected by scholarly research. Specifically, there is little known about how performance factors of agile firms differ from those of traditional firms. Scholars argue that these factors often relate to a firm’s human resource management (HRM). This study aims to analyze and compare the HRM architectures in agile and traditional project-based organizations that lead to high firm performance. Design/methodology/approach The authors apply fuzzy-set qualitative comparative analysis on data of 154 project-based organizations of diverse professional service industries in Russia. Findings This study’s findings suggest that HRM architectures of high-performance agile firms imply a broad use of ability-, motivation- and opportunity-enhancing practices and a high degree of HRM process centralization, while traditional firms adopt more diverse HRM architectures. Originality/value Based on this study’s results, the authors stress the importance of ensuring a good fit between a company’s project management approach and HRM architecture. The revealed configurations may also provide guidance for practitioners on designing effective HRM architectures in project-based organizations.

Information technologies are rapidly transforming the field of human resource management in organizations. The digital transformation of human resource management has become specifically important in the context of the COVID-19 pandemic, which has significantly accelerated the pace of digitalization of HR processes. Companies that are able to quickly take advantage of the opportunities of the implemented digital HRM technologies are in a better position than those in which digitalization was paid less attention. At the same time, the factors and consequences of digitalization of human resource management, as well as its relationship with various characteristics of firms, remain unclear today. This article provides an attempt to shed light on the key components of HRM digitalization analyzed against significant characteristics of organizations (size, personnel structure, staff turnover, performance) using personal data of 449 small, medium and large businesses operating in the Russian market. The collected data indicate the presence of two key components of digitalization: quantitative (reach or breadth) and qualitative (effectiveness of digital practices). We found that the combination of wide reach and high efficiency has not always been a sign of more successful and functional companies.

Agile-подход к управлению человеческими ресурсами (УЧР) является принципиально новым, недостаточно изученным направлением в практике менеджмента, о чем свидетельствует небольшое количество работ по данной проблематике в научной и бизнес-литературе. В статье отражены результаты исследования проблем управления человеческими ресурсами в двух ИТ-компаниях, внедряющих этот подход в управление проектами. В процессе исследования с представителями компаний были проведены глубинные интервью, которые базировались на AMO-модели УЧР (Ability-Motivation-Opportunity Model). Обобщенные выводы сделаны на основании метода наблюдения. Исследование показало, что сложности при переходе на гибкие способы управления порождены преобладанием технократического подхода по сравнению с социально-психологическим, а также наличием противоречия между административными и содержательными функциями управления человеческими ресурсами в компании, их рассредоточенностью между УЧР-специалистами и менеджерами проектов. Ключевые слова: управление человеческими ресурсами, гибкие технологии, agileподход к управлению человеческими ресурсами, технократический подход.

The paper deals with the key psychological factors of professional realization and social success of people participating in executive training programs in the field of management in the adulthood. The modern concept of continuing education needs to investigate the psychological and economic problems of adult learning. This research is devoted to the study of the self-concept as an important and insufficiently studied mechanism for regulating human behavior. The choice of training in MBA programs is considered as a manifestation of an active strategy of human adaptation to dynamic social and economic conditions. The study centers on the personal-activity and competenced-based approaches. The purpose of the study is to analyze the features of selfesteem and its role in the professional adaptation of adult students of executive programs (Master of Business Administration). The study used well-known psychological questionnaires and methods of descriptive and multidimensional analysis of data processing. The study revealed that the self-concept of students of Master of Business Administration programs plays a significant role in the choice of training as a way of professional development of managers. The inclusion of the emotional-evaluative component of the self-concept in the personal potential of students was statistically confirmed. The results indicate possible intrapersonal conflicts of students in the process of learning management as a significant field of professional activity. The study identified such factors as “problematic introversion”, “problematic creativity”, “problematic adaptability” and “self-critical leadership” which show the importance of accuracy of self-assessment for the choice of the content of training and the direction of self-development. The results of the study are important for understanding of the personal mechanisms of professional and career selfrealization of adults in the context of continuing education as well as for assessment of the effectiveness of receiving executive education.