It operates in a collectivist manner, with personal relationships being extremely significant in the organization. Given the high degree of power distance, Russians are very autocratic in their leadership styles (Williams, 2015) and do not value the ideas and judgment of subordinates. Long-term incentive plans are only offered to top management (rewards of power) (Patterson, 2013). Lower and mid-level Russian employees are motivated more by meaningful work and the opportunity to advance than by monetary incentives. Additionally, performance appraisals focus more on a team effort (collectivist) rather than on individual contribution. Russians have a high work-life balance, with only .2% of their workforce working excessive hours (Safdar, 2012). They are a Feminine culture, concerned more with liking what they do than striving to be the best (The Hofstede Centre, n.d.). The implications of Russian culture on an MNE establishing HR practices include supporting a hierarchical organization structure, training and education programs to motivate employees to develop into upper level positions, developing high performance work teams, annual team goals for performance reviews and incentive plans, and additional work-life programs such as telecommuting, flexible schedules, and generous paid time
It operates in a collectivist manner, with personal relationships being extremely significant in the organization. Given the high degree of power distance, Russians are very autocratic in their leadership styles (Williams, 2015) and do not value the ideas and judgment of subordinates. Long-term incentive plans are only offered to top management (rewards of power) (Patterson, 2013). Lower and mid-level Russian employees are motivated more by meaningful work and the opportunity to advance than by monetary incentives. Additionally, performance appraisals focus more on a team effort (collectivist) rather than on individual contribution. Russians have a high work-life balance, with only .2% of their workforce working excessive hours (Safdar, 2012). They are a Feminine culture, concerned more with liking what they do than striving to be the best (The Hofstede Centre, n.d.). The implications of Russian culture on an MNE establishing HR practices include supporting a hierarchical organization structure, training and education programs to motivate employees to develop into upper level positions, developing high performance work teams, annual team goals for performance reviews and incentive plans, and additional work-life programs such as telecommuting, flexible schedules, and generous paid time