HR function developments in Lithuania

Purpose – The purpose of this paper is to provide an overview of past and current developments in human resource (HR) function in Lithuania. Design/methodology/approach – The paper discusses the antecedents of HR function developments in Lithuania through an analysis of the country's demographic, economic, legal and cultural environments and historical human resource management (HRM) developments. Current HR function status is shown through findings of an HR manager/specialist survey conducted at 119 medium‐ and large‐sized organisations, which was part of the 2008‐2009 Cranet survey. Findings – The majority of organisations have HRM departments and an HR strategy, and in about half HR is represented on the board and is involved to some extent in business strategy development. HR responsibility is shared by line management and HR function. About 90 per cent of organisations have a mission statement and a business strategy. Trade union power is currently low due to historic and political reasons; however, findings show that it is gaining more status. About half of the organisations have developed corporate social responsibility policies, though few offer non‐statutory social welfare schemes. Reward individualisation is higher among private‐sector employers. Downward communication is used to a considerable extent by both private and public organisations, while upward communication is more extensively practised by private‐sector organisations. Practical implications – The paper discloses current HR function developments in Lithuania based on its historical heritage, antecedents in macro/micro environments and empirical data, which provide valuable insights for local organisations and foreign investors into current HRM status. Originality/value – The paper discloses the influences on HR function developments and their current status in Lithuania, which are still under‐researched in the country, and contributes to HRM research in the Central and East Europe region.