TY  - CHAP
AB  - 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.
VL  - 21
SN  - 978-0-7623-1401-0, 978-1-84950-526-0/1571-5027
DO  - 10.1016/S1571-5027(08)00005-3
UR  - https://doi.org/10.1016/S1571-5027(08)00005-3
AU  - Dirani Khalil M.
AU  - Ardichvili Alexandre
ED  - John J. Lawler
ED  - Greg Hundley
PY  - 2008
Y1  - 2008/01/01
TI  - Human capital theory and practice in Russian enterprises
T2  - The Global Diffusion of Human Resource Practices: Institutional and Cultural Limits
T3  - Advances in International Management
PB  - Emerald Group Publishing Limited
SP  - 125
EP  - 144
Y2  - 2024/04/24
ER  -