Human capital practices of russian enterprises

Alexandre Ardichvili, Khalil Dirani

Research output: Contribution to journalArticlepeer-review

14 Scopus citations

Abstract

The goal of this study was to explore current human capital (HC) management practices (including training and development, recruitment and selection, compensation, empowerment, diversity, and work/family balance) of Russian enterprises. The data were collected at 270 large, medium and small enterprises in Moscow and four representative regional centers. The study results suggest that Russian firms tended to emphasize current HC needs, not long-term HC development strategies. The firm size had an effect on differences in training, selection and compensation practices, with large firms being more long-term oriented. Correlation between elements of the HC management model provided some preliminary evidence that Russian firms tried to coordinate selection, compensation and training procedures. In addition, firms that empowered their employees were also putting more emphasis on long-term oriented training, selection and compensation practices. Finally, there were signs that diversity was gradually becoming an important issue for Russian enterprises of all sizes. However, compared to diversity, companies' emphasis on helping their employees to deal with the work/family balance issues was much stronger.

Original languageEnglish (US)
Pages (from-to)403-418
Number of pages16
JournalHuman Resource Development International
Volume8
Issue number4
DOIs
StatePublished - Dec 2005

Keywords

  • Human capital
  • Human resource development
  • Russia

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