Костенко Елена Петровна.

Introduction. In the era of global transformations, higher education is becoming a critical factor in national competitiveness, where research and teaching staff are a key strategic resource. The Russian higher education system is going through a difficult period of institutional transformation. Continuous reforms in recent decades have significantly changed the landscape of academic work: the administrative burden has increased, the requirements for publication activity have increased, while the level of material support remains relatively low. The multitasking of research and teaching staff - from teaching and research to methodological work and international integration - forms a unique motivational matrix that does not fit into traditional management schemes. The article searches for alternative foundations and principles for building a motivation system in the academic field. Purpose. Development of an integrated approach to the formation of a system of remuneration for scientific and pedagogical staff, overcoming the limitations of traditional models of motivation in higher education. Methods. The analysis of classical and modern theories of motivation (F. Taylor, A. Maslow, F. Herzberg, V. Vroom, M. Seligman), a critical review of scientific literature, a study of information asymmetry in the academic environment, an analysis of non-economic factors of the labor behavior of scientific and pedagogical workers. The research results are focused on developing the concept of a remuneration system based on a human-centered approach, long-term contracts, building "promising lines" of professional activity, forming a competitive wage level and ensuring internal fairness. Conclusions. The proposed approach demonstrates the need to transform existing motivation models from administrative and controlling ones to partnership ones based on mutual trust and recognition of individual professional development trajectories. The research makes it possible to overcome the negative effects of information asymmetry and form a more flexible personnel management system at a modern university.

This article is dedicated to examining the radical changes in the key functional characteristics of the labor market, identifying their causes, and exploring possible directions for change in the HR sphere aimed at overcoming or minimizing the negative impact of workforce shortages on organizational performance. In the first part of the article, based on the analysis of state statistical data, analytics provided by major job search aggregators, recruiting companies, and experts, the current state of the Russian labor market is described. In the second part of the article, the main causes and triggers of the workforce shortage in the labor market are considered from both the demand and supply sides. Among the key causes of the labor shortage, which have a cumulative effect on the labor market, are: the natural decline in population and the consequences of the “demographic hole”; the results of the structural transformation of the economy; a reduction in the civilian workforce due to mobilization, “relocation”, and emigration; a decrease in the flow of labor migrants; imbalances in the education system, such as the mismatch between the education people receive and the demands of the labor market, as well as changes in people’s labor attitudes and behavior on the job market. The author identifies the main causes of changes in people’s labor behavior as the effects of the “pandemic effect” on the labor market, which led to some workers voluntarily exiting the workforce during quarantine restrictions; the presence of a significant share of NEETs (Not in Education, Employment, or Training) in the labor market; the emergence of new demands from job seekers and employees towards employers. In the concluding part of the article, it is shown that the response to labor market challenges should be a true “Ideological revolution” in the mindset of HR professionals. The conceptual foundation of a new approach to managing employees is a human-centered approach and a careful attitude towards staff. The author discusses outdated and current HR practices, as well as changes in key functional blocks of personnel management systems and tools for attracting and retaining employees.

The article discusses the causes and effect of the change that happened in the main functioning blocks of the Human resource management occurring in the conditions of large-scale introduction of technologies of the fourth industrial revolution and formation of the digital economy. It is noted that the main drivers of the changes in HR approaches and technologies are fast development of new information and communication technologies; the formation of a gig economy and the associated increase in the popularity of new forms of precarious and part-time employment; paradigm transformation of the workers management paradigm and professional zapping; changing their ideas about the ideal labour market behaviour model. Based on research conducted among enterprises and organizations of the Southern Federal District, the conclusion about regional features of new (including digital)HR management tools were made.

This article touches upon the forming and development imperatives (geographic, historic, socio-economic and culture-religious) of Russian HR-management model. It analyses the peculiarities of instruments and technologies of Human Recourse Management used at different stages of economic development. The article shows the terms that transformed the practice of HR-management in Russia.

The author considers prerequisites and the stages of evolution of situational approach in management. Initial grounds and categories of situational approach are shown in the article.