|Title||Changing patterns of HRM in the Romanian organisation: a study in management in Eastern Europe|
|Authors||Dalton, K., Kennedy, E., Matthewman, L.J. and Spear, B.|
A great deal of rhetoric surrounds the transition from 'socialism' to a more liberalised economic model in Eastern Europe. This paper explores some of the tensions between declaration and practice at the level of the organisation. How far has restructuring involved a change in leadership style and the development of new philosophies and systems of HRM? Based on qualitative research arising from privileged access to management at all levels in 4 foreign-owned organisations (including multi-nationals) based in Romania, the study examines a number of themes: a) The interplay between shifts in the macro (societal) level and transitions at the micro (corporate) level in Romania. b) Tensions between the development of Western leadership philosophies and practice and the legacy of centralised, administrative control. c) The experience of applying HR approaches within the context of Romanian business. The relevance of HR practices derived from Western thinking and the compromises involved in applying them to a setting with a very different cultural history. d) The extent to which the research suggest that foreign companies are acting as a vanguard for new thinking in organisational 'modernisation', management and HR within Romania. e) The prospects for a distinctly Romanian approach to building a strong and engaged management culture based on a synthesis of local history and Western HR practices The research will draw on conceptual insights from studies in organisational and comparative culture, international HRM and leadership development.
|Keywords||Management in Post-Socialist Societies, Leadership and Culture, Comparative HRM, Management in Multi-nationals|
|Journal||International Journal of Knowledge, Culture and Change Management|
|Journal citation||5 (8), pp. 61-72|