Russian Culture and Human Resource Management
Saint Leo University
Human Resource Management (HRM) as described by Ivancevich & Konopaske (2013) is the function performed in organizations that effectively uses employees to achieve both organizational and individual goals. Throughout the years HRM has evolved domestically influenced by both business and social events leaving behind a renewed emphasis on human capital. Today’s environment requires business leaders to focus on the financial returns of the company as well as the contributions of strategic HRM to that end. Organizations are continuing to scan the business environment looking for opportunities ...view middle of the document...
M. & Konopaske, 2013).
Russian culture and its present day business values and culture are the direct result of tradition developed over centuries, the totalitarian heritage of the twentieth century and the societal revolution of the 90’s and 2000’s (Grachev, 2009). Russians are stereotyped as very collectivist and historically the social framework did not permit for a high level of individual freedom (Grachev, 2009). Although Russia remains a highly collectivism culture it is showing signs of individualism as a result of recent economic transformations. HRM strategies relating to this area should emphasize collective strategies with an eye towards individualized policies as economic conditions allow.
Pre-revolutionary Russia along with the communist era promoted a strong centralization of power in the hands of the state suppressing independent behavior by various means of control (Grachev, 2009). Post-communist democratic reforms have given way once again to traditional center-oriented model “widening social differences and clusters of social exclusion” (Grachev, 2009, pg. 6). Generally speaking modern western theories of HRM promoting less distance of power and increased employee involvement will contrast greatly with that of Russian culture.
Many Russian organizational leaders prefer order to uncertainty and is a direct reflection of the entrepreneurial and risk taking style of Russian Managers (Grachev, 2009). As a result Russian leaders have moved towards multi scenario thinking and networking as a mitigant to uncertainty. HR practices should understand that rigid managerial control systems are more likely to be present in high uncertainty avoidance cultures and model their policies accordingly (Ivancevich, & Konopaske, 2013).
Masculinity and gender equality within Russia has been clearly defined and separated as a result of the pre-revolutionary period assigning activities outside the home to men while women took care of...