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The purpose of this paper is to examine the impact of a perceived organizational culture on organizational identification and commitment of employees of a Russian university that is transforming to become an English-medium instruction (EMI) university.

Data were collected between February and March 2018, via an online survey that was disseminated among 115 new employees; 90 were completed and used for analyses. The survey included three scales.

Employees of the EMI university perceived its culture as market, which is not a common characteristic of universities that usually have a clan culture. The study has also demonstrated a discrepancy between the perceived (market) and the preferred (clan) organizational culture. The study has also showed that a clan, and not a market, culture strengthens employee organizational commitment and identification.

Most research has examined EMI universities from the perspectives of teaching and learning. This study contributes to the limited conceptual and theoretical base around these universities by examining their processes from a perspective of management. This paper suggests that the adoption of English as a medium of instruction requires organizational change that leads to change in organizational culture.

In the recent two decades, a model of the labor market formed in Russia; it differs from the model that is peculiar for most developed countries. Its specific feature consists in the fact that adaptation to the fluctuations of the economic situation takes place by means of changes in the labor price, not by means of changes in employment and unemployment.

Such model ensures high and stable level of employment and low level of unemployment with significant pro-cyclic fluctuations of wages. Changes that take place in the sphere of employment of population in labor markets and gradual implementation of collection of information in view of the forms of labor activities into the practices of different countries led to the necessity for reconsidering the previously adopted international standards.

This is due to the fact that the normative documents present the treatment of unemployment without the criterion “job search,” and new indicators of measuring potential labor force and incomplete employment were adopted. The authors analyze the situation of labor underutilization, which is important for characterizing a region of the Russian Federation by the indicator of unmet need for employment.

The offered information could be used for wider monitoring of the labor market, studying the volume and tendencies in the sphere of unemployment, evaluating the problems of integration in the labor market, studying the connection between employment and poverty and forecasting the tendencies.

The purpose of this study to establish what demographic characteristics (gender, generations and organisational tenure) play a role in employee perceptions of organisational culture, commitment and identification in Russian public organisations.

The data were collected electronically from 248 employees of two public organisations. Three questionnaires were used.

Organisational tenure plays a central role in the way how employees perceive organisational culture; tenure also shapes the levels of both commitment and identification. The specific finding of Russian settings is that the longer employees work for a company, the lower the levels of psychological attachments they demonstrate, while it is not the case for some existing international results. The other findings correspond with those in international studies, in which women were more psychologically attached to the organisation and showed a higher level of identification and lower rates of negative forms of this concept than men did. The older the employees are, the higher the level of identification they express.

Managers working in Russian settings can struggle with engaging and retaining employees. Understanding the demographic effects can help alleviate these challenges.

Based on empirical findings, this paper contributes to the literature on organisational socialisation by providing evidence of the damaging effects of the length of organisational tenure on psychological attachment to the company (in the form of commitment and identification). Additionally, tenure is the shaping factor of employee perception of organisational culture.