Managing new generations of human resources: the impact of national mentality on corporate practices

modern organizations face the need to rethink traditional approaches to personnel management in the context of the active entry of representatives of generations Y and Z into the labor market. Their value orientations and professional expectations form new requirements for corporate practices. However, national mentality and cultural traditions continue to have a significant impact on the effectiveness of HR strategies, which casts doubt on the possibility of creating a universal management model.This problem acquires particular significance in high-tech industries, where competition for talented specialists requires the development of innovative HR strategies that take into account both global trends and national-cultural specifics. Objective: аnalysis of the influence of cultural factors on the management of representatives of generations Y and Z. Methods: сomparative analysis of management practices based on Geert Hofstede’s cultural dimensions model, as well as a review of scientific publications in electronic databases. Results: despite common trends such as demand for digitalization and flexibility, the methods of implementing HR strategies differ significantly in different countries. In Japan, adaptation to new generations occurs evolutionarily, while preserving traditional values of collectivism and hierarchy. In China, strict management approaches are combined with aggressive technology implementation, reflecting a results-oriented orientation. In Russia, there is a contradictory dynamics: on the one hand, there is a growing demand for Western management models, on the other hand, the influence of informal relations and authoritarian traditions persists. Conclusion: the creation of a completely universal management model seems unlikely, however, the development of flexible systems integrating global trends while considering local specifics (glocalization) can become a key success factor. Special importance is given to taking cultural characteristics into account when managing personnel in high-tech industries, where creativity and employee engagement directly depend on their perception of corporate culture.

human resource management, generational theory, cultural differences, millennials, generation Z, glocalization, flexible management systems