УЧР практики управления этническим разнообразием в российских компаниях

Nowadays human resource management (HRM) plays one of the key roles in the success of companies and their performance. The importance of HRM in organizations has been growing in the recent years and was significantly influenced by global changes and tendencies. Due to growing globalization and increasing workforce diversity, companies nowadays are facing new challenges in the area of HRM that are connected to the management of more and more diverse personnel (Alcazar et al, 2012; Sukalova et al, 2020). This diversity is presented through different aspects including age, gender, ethnicity, etc. Even though there is an emphasis put on diversity management studies and practices, some diversity dimensions, such as ethnic diversity, still lack detailed approach in terms of both theoretical and practical background (Wrench, 2016).
The growing importance for the companies to be flexible and competitive in the market requires the adaptation of organizational strategy to the ethnic diversity. This task creates challenges in HRM and requires companies to take ethnic diversity into account.
Furthermore, it is agreed that HRM practices are significantly affected by the local characteristics of the particular country or region due to various historical, legislative and other features (Hennekam et al. 2019). Many studies focus their research problem on particular region or country due to the fact that HRM strategy in general and ethnic diversity management have to be adapted for the local context (Lee and Kim, 2019).
Nowadays Russia is getting more integrated into the global economy by increasing international cooperation and network expansion. Many companies prefer to attract international specialists and have to integrate them into the company. Even though, the current worldwide trend supposes the significant growth and development in the area of ethnic diversity management and adoption of new effective practices, Russian companies are still lagging behind in their HRM when it comes to diversity management in general and ethnic diversity management in particular. Despite to the fact that Russian business is used to the multiculturalism of employees due to the country’s ethnical diversity and multinationalism, dealing with foreign employees can still be challenging.
There are some studies (Georgiadou etc, 2019; Singh, 2007; Brammer et al., 2007) that raise up the question about the implications of the findings, though practical recommendations are very general and there are no enough managerial implications for human resource field.
Therefore, the problem of this research is that the topic ethnic diversity management (EDM) in Russia has not received sufficient attention from researchers and practitioners. The purpose of this master thesis is to identify how ethnic diversity is managed in Russian companies
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and which HRM practices for managing ethnic diversity are used and why. In order to reach the goal of this paper, the following research questions are raised:
1.
2.
3. There are 1) 2) 4) 3)
Which EDM practices are prevailing in Russian companies for managing ethnically diverse workforce?
Do EDM practices have any effect on firm performance?
What factors influence EDM practices in Russian companies?
several objectives in this study:
Analyze the existing theoretical background on EDM
Discuss the managerial practices in the area of EDM used worldwide
Collect information about the current situation on EDM in Russia
Analyze the collected data and create recommendations for Russian companies
The results of this study provides recommendations for EDM practices that might be useful and helpful for the companies operating in Russia. This will enable them to benefit from ethnic diversity and be competitive in the market. The implications can be used by companies to plan and develop EDM strategy and achieve better results.