Human Resource Practices and the Bottom Line in Russian Subsidiaries
研究了西方跨国公司在俄罗斯子公司中的人力资源管理实践如何影响员工绩效，发现员工发展计划对管理者和非管理者都有同等效果，而基于团队的分散决策和薪酬实践对非管理者影响更大。
The article discusses the results of a study investigating how human resource management (HRM) practices relate to subsidiary performance in Russia. Western multinational corporations (MNCs) typically prefer to use local employees in Russia, but also want to alter employee behavior to increase productivity, leading them to develop programs focused on feedback and rewards. The study reports that HRM practices are apt predictors of foreign subsidiary performance in Russia, however the area of impact is dependent on their focus. Employee development programs have an equal effect on both manager and nonmanager performance in contrast to decentralized decision making in group-based payment practices, which do not affect managers nearly as much as they do nonmanagers.