Table of Contents

Handbook of Human Resource Management in Emerging Markets

Handbook of Human Resource Management in Emerging Markets

Research Handbooks in Business and Management series

Edited by Frank Horwitz and Pawan Budhwar

Bringing together a diverse set of key HRM themes such as talent management, global careers and employee engagement, this remarkably wide ranging work on managing human resources in more than 20 emerging markets is written by world-leading experts in HRM in emerging markets and based on leading-edge research and practice.

Chapter 16: Human resource management in Russia, Central and Eastern Europe

Khalil M. Dirani, Alexandre Ardichvili, Maria Cseh and Elena Zavyalova

Subjects: business and management, human resource management, international business, development studies, development economics

Extract

This chapter focuses on the development of human resource management (HRM) practices in Central and Eastern Europe (CEE) and Russia. CEE includes six former countries of the Eastern Bloc (Poland, the Czech Republic, Slovakia, Hungary, Bulgaria, and Romania), three post-Soviet countries that did not join the Commonwealth of Independent States (Lithuania, Latvia and Estonia), Albania, and six countries that have emerged from the dissolution of Yugoslavia (Slovenia, Croatia, Serbia, Bosnia-Herzegovina, Montenegro, and Macedonia). A detailed discussion of similarities and differences of HRM systems among all these countries would inevitably require much more space than one chapter could possibly offer. Therefore, we will focus on providing an insider’s point of view of the current state of HRM within CEE contexts, first highlighting main trends in the region as a whole, and then discussing specific examples of two countries of the region. The rapid transition to a market-oriented economy since the beginning of the 1990s has made CEE and Russia an especially interesting area of research for scholars involved in studying and/or developing new management systems and practices in transitional economies. From an organization change theory perspective, transition economies represent a unique and understudied context for evaluating sources of competitive advantage due to the rapidly changing economic landscapes (Peng, Buck and Filatotchev, 2003).

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