Human capital theory and practice in Russian enterprises

Abstract

The goal of this study was to test the human capital (HC) theory within the Russian context and explore current HC organizational 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 issue was much stronger.

Citation

Dirani, K.M. and Ardichvili, A. (2008), "Human capital theory and practice in Russian enterprises", Lawler, J.J. and Hundley, G. (Ed.) The Global Diffusion of Human Resource Practices: Institutional and Cultural Limits (Advances in International Management, Vol. 21), Emerald Group Publishing Limited, Leeds, pp. 125-144. https://doi.org/10.1016/S1571-5027(08)00005-3