ロシア企業の職務再設計

―維持される旧ソ連型職務分類―

抄録

This study examines the extent of job structure reorganization in Russian enterprises with an emphasis on path dependency on Soviet-type job classification. Human resources is an organizational source of competitive advantage. HRM (human resource management), introduced to Russia by Western countries, is presumed to help Russian enterprises reform their management, but its practical application is difficult for most Russian enterprises that are used to the “Russian Classification of Workers and Employees Occupations and Wage Grades,” regulated by state and inherited from the Soviet era, in their personal management and wage system. Most researchers have focused on cultural diversity in introducing Western HRM to Russian enterprises, but have not paid attention to the job design within these enterprises. We conducted an in-depth interview of a company’s human resources managers to understand the organizational structure of the HRM department and their recent development of HRM practices. We also conducted a large-scale interview survey of executives from more than 430 Russian companies to obtain their view of their HRM practice. The company we visited for the in-depth interview was a former state enterprise with a long history from the Soviet era. The organizational structure designed for the human resources management department lacks the function of conducting job analysis, and thus the main tasks of the department remain the same as those during the Soviet era. They insist that the wage system of this company has changed from the old regime, but these changes concern merely flexibility of wage rates, not job redesign. In addition, using a large-scale interview survey, we examined their dependency on the job classification inherited from the Soviet era, the frequency with which they conduct job analysis, their dependency on the wage system inherited from the Soviet era, and the extent of job enlargement. Our findings indicate that most enterprises still employ the “Russian Classification of Workers and Employees Occupations and Wage Grades” and do not have their own job design. The wage system also heavily depends on the wage grades regulated by the Russian government. They frequently conduct job analyses, but we suggest this has not been conducted for the purpose of job redesign. The executives believe that their jobs have enlarged, but they have enlarged without job redesign. Therefore, we conclude that Russian enterprises have not developed their newly introduced Western HRM in their course of management reform, and most still employ the rigid job classification and wage system inherited from the Soviet regime to manage their employees. But these companies still have survived economic crises and their factory workers have kept working in each job module classified by the state. Human resource management in Russia has not been substituted by western human resource management. It has evolved from the Soviet-type HRM to a Russian HRM with the introduction of some western HRM practices.