Human resource management in Russia, Central and Eastern Europe

Dirani, Khalil M.; Ardichvili, Alexandre; Cseh, Maria; Zavyalova, Elenа K.

doi:10.4337/9781781955017.00026

Cited by 4 publications

(6 citation statements)

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“…Although the CEE countries had a state-led model of development (with the Communist Party), even then there were evident differences between them. For example, Poland and Hungary retained elements of private enterprise during the period of socialism, which was important for their transition journey (Dirani et al ., 2015).…”

Section: Methodsmentioning

confidence: 99%

“…Cultural factors in the CEE are explained through: the significant influence of cultural, religious, and ethnic (Dirani et al ., 2015), which, together with all the abovementioned, creates a very specific area for scientific research and business practice; influence on certain HR activities, like compensation, measured with power distance and individualism/collectivism, which still have a stronger influence than market orientation and, by that, still provoking differences in this HR area (Berber et al ., 2017); and differences in cultural dimension among CEE countries – although the CEE is considered to have collectivistic culture, with higher power distance, Hungary, Estonia and Lithuania are more individualistic with lower power distance index, while the most of the CEE countries avoid uncertainty, except Lithuania (according to the data of Hofstede, http://geerthofstede.com/research-and-vsm/dimension-data-matrix/). …”

Section: Methodsmentioning

confidence: 99%

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The impact of HR development on innovative performances in central and eastern European countries

Berber

Leković

2018

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Purpose The purpose of this paper is to research the impact of one of HRM activities, employees’ development, on the level of organizational innovative performances. HR development techniques that organizations use in order to develop employee’s knowledge, skills and abilities and their impact on the perceived level of organizational innovativeness was set in the focus of research, with the intent of determining which development techniques influence organizational innovative performance. Design/methodology/approach The research is based on the data from CRANET project, which has been largely used in exploring the relation between HRM activities and other variables of organizational behavior and performances. Data for this study were collected from a sample of 1,384 organizations from 8 CEE countries (Croatia, Estonia, Hungary, Latvia, Lithuania, Slovakia, Slovenia and Serbia) for the period 2015–2016. The correlation was used to explore the relations between variables. Ordinal logistic regression was used in order to explore the relations between the employees’ development techniques, training importance and training effectiveness and the level of organizational innovativeness. Findings The regression model showed that there are a statistically significant relations between the effectiveness of training expressed by systematic evaluation of training practice, and the methods of employees’ training (use of projects to stimulate learning, on-the-job training, development centers, use of international work assignments and mentoring) with the level of innovation. The importance of training practice expressed by the ratio of the annual training budget in the total payroll costs did not show statistically significant relations with the level of innovation. Also, systematic estimation of the need for training of personnel has not shown statistically significant relations with the innovation rate of the organization. Research limitations/implications The data are derived from single source respondents, and response rates between countries do vary. At the country level, every effort is made to represent the structure of the economy in the country and at the point in which the data are being collected. Practical implications Training and international working assignments have a direct positive relation with the level of organizational performances, while teamwork and coaching and mentoring have not shown the same. Organizations and their HR managers should pay special attention to planning and implementation of HR development programs – coaching, mentoring and teamwork – in order to create space for organizational innovation enhancement. Originality/value Previous literature seeking to clarify the role of HRM and fostering organizational innovation has made its evident contribution based on theoretical papers. In order to improve the current situation in which empirical evidence is very rare, research on the significance of the employee development program and its impact on the organizational innovative performances is based on quantitative indicators of the conducted research. The relation of HRM and innovative performances in the CEE region was studied in only a few studies. In the previous period, this region has often been omitted in the field of HRM research. Therefore, an additional novelty can be derived from a research sample compiled from the CEE region countries in the conducted research.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

The impact of HR development on innovative performances in central and eastern European countries

Berber

Leković

2018

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“…Our results also have implications for managers, both foreign and domestic, operating in Ukraine, as Western HR practices may need modification in recognition of local institutional arrangements (Dirani et al, 2015). Although we focus here on Ukrainian firms undergoing change, it is important to recognize that the typical human resources practices of a Western firm would also constitute a change for indigenous employees.…”

Section: Discussionmentioning

confidence: 96%

“…These exchanges of favors have a transactional instrumentality and have largely guided human resource practices. For example, even though decades have passed since the collapse of the Soviet Union, there remains a lack of formal regulations and norms for performance appraisal and compensation (Dirani et al, 2015;Gurkov & Zelenova, 2011, and laxity in applying norms and standards that do exist (Pučėtaitė et al, 2010). To wit, guaranteed wages have been low, but have been supplemented by large, arbitrarily determined bonuses, resulting in wage differences of more than 500 percent among employees with similar job titles in the same work unit in Russia (Gurkov & Zelenova, 2011), suggesting that pay is influenced by the relationship between the employees with their supervisors.…”

Section: Procedural Justicementioning

confidence: 99%

The Ties that (Un)Bind: Change and Organizational Commitment in Ukraine

et al. 2021

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Recognizing the need for organizational change in a transition setting, we specify a research model entailing the effects of two important workplace variables on the relationship between dispositional resistance to change and organizational commitment. Organizational commitment is important because of its relationship with a host of considerations relevant to successful organizational change and development. We test the model with samples from four Ukrainian firms undergoing comparable substantive change, including in their human resource systems. The results indicate that the negative relationship between resistance to change and organization commitment is moderated by trust in management. Specifically, it is the lack of trust that exacerbates the negative influence of resistance to change on commitment. Also, high procedural justice strengthens the negative relationship, thereby reducing organizational commitment, an interesting divergence from the Western literature. These indigenous findings in a markedly different context from the West hold potential for theory that is richer and more comprehensive in its explanatory reach. The findings also provide useful insights for managers in Ukraine in their efforts to change organizational practices.

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“…Nevertheless, some scholars argue that Russian multinational corporations (MNCs) are inspired by Western (best) HRM practices and adopt them accordingly (Andreeva, Festing, Minbaeva, & Muratbekova-Touron, 2015;Latukha, 2016;May, Bormann Young, & Ledgerwood, 1998), while others find that only consulting companies use Western-oriented HRM practices (Gurkov, Morgunov, Settles, & Zelenova, 2014). Dirani, Ardichvili, Cseh, and Zavyalova (2015), more recently, state that there are new HRM trends in Russia: employee development, modeled on the initiatives of Western companies (e.g., corporate universities and performance-based pay scales); improving staff assessment approaches; modernizing methods of staff training; and implementing talent management strategies.…”

Section: Organizational Levelmentioning

confidence: 99%

The phenomenon of young talent management in Russia—A context‐embedded analysis

Muratbekova‐Touron

Kabalina

Festing

2017

Human Resource Management

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This article describes the particularities of young talent management (TM) in Russia and explains them through a context‐specific analysis. It adopts a multilevel perspective that acknowledges the relevance of context at three levels: the macro environment, the organizational, and the individual. Data were gathered through 46 interviews with HR managers and young talents from six Russian companies and six Russian subsidiaries of foreign multinational companies (MNCs) active in a variety of industries. Following the contextualization approach, this study offers important insights into the interplay between macro, organizational, and individual factors as well as their isolated or interrelated effects on TM. While multilevel contextualization provides the rationale behind certain TM practices and the particular focus on young talents in Russia, it also explains why Russian companies are inspired by global best TM practices. Thus, contextualization allows for explaining the coexistence of a specific environment and nonspecific (global best) TM practices. Important particularities are revealed also when compared to the results of TM studies in other emerging countries. The article contributes not only to the TM discussion, but also to the wider field of international human resource management and the international management literature regarding contextualization.

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Human resource management in Russia, Central and Eastern Europe

Cited by 4 publications

References 0 publications

The impact of HR development on innovative performances in central and eastern European countries

The impact of HR development on innovative performances in central and eastern European countries

The Ties that (Un)Bind: Change and Organizational Commitment in Ukraine

The phenomenon of young talent management in Russia—A context‐embedded analysis

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