Fomentar relaciones laborales de buena fe y socialmente responsables entre los empleados y el empleador* Apollinariya Sapﬁrova 1 1 Kuban State Agrarian University named after I.T. Trubilin, Krasnodar, Russia. E-mail: pol499@yandex.ru; ORCID: https://orcid.org/0000-0003-4565-6006 Resumen. Es fundamental cultivar relaciones laborales de buena fe y socialmente responsables, basadas en la conﬁanza mutua y la transparencia, y en el compromiso del empleador de construir relaciones profesionales armoniosas con sus empleados. El propósito de este artículo es identiﬁcar herramientas para mejorar la calidad de las rela- ciones laborales socialmente responsables entre empleados y empleador, con el objetivo de aumentar la conﬁanza, garantizar el buen desempeño de las funciones y minimizar los riesgos para el personal del empleador. La metodología de investigación incluyó la recopilación de información cualitativa dentro de un diseño de investigación analítica jurídica aplicada que combina el análisis doctrinal con la sistematización de las prácticas de gestión utilizadas por los empleadores rusos. Para desarrollar relaciones laborales de buena fe y socialmente responsables entre empleados y empleadores, se debe utilizar un conjunto de instrumentos, entre los que se incluyen programas sistemáticos de capa- citación y mejora de las competencias del personal. La capacitación refuerza la lealtad de los empleados hacia un empleador en particular al demostrar el uso y el desarrollo del potencial humano. La formación debe ser sistemática, ya que las sesiones aisladas no logran los objetivos de una conducta de buena fe y, lo que es más importante, no inﬂuyen en la eﬁciencia con la que un empleado desempeña sus funciones. A partir del análisis realizado, se sistematizaron el contrato de aprendizaje (formación), la mentoría y el desarrollo profesional, y se demostró cómo cada instrumento contribuye al desarrollo de relaciones laborales de buena fe y socialmente responsables. Palabras clave: seguridad del personal, competencias profesionales, protección de los derechos de los empleados, lealtad de los empleados, formación. Recibido: 27/11/2026 ~ Aceptado: 25/02/2026 INTERACCIÓN Y PERSPECTIVA Revista de Trabajo Social ISSN 2244-808X ~ Dep. Legal pp 201002Z43506 DOI: https://doi.org/10.5281/zenodo.19254729 Vol. 16 (2): 685 - 695 pp, 2026 * e research is carried by a grant of the Russian Science Foundation No. 24-28-20205, https:// rscf.ru/project/24-28-20205/; e research is carried out with ﬁnancial support of the Kuban Science Foundation in the frame work of the scientiﬁc project Num. 24-28-20205.

686 Sapﬁrova Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(2): 2026 Developing good faith and socially responsible employment relations between employees and the employer Abstract. Contemporary employment relations are often marked by a deﬁcit of trust and rising conﬂict, which impedes constructive interaction between staﬀ and employers. In this context, it is essential to cultivate good faith and socially responsible employment relations grounded in mutual trust and transparency, and in the employ- er’s commitment to building harmonious professional relationships with employees. e purpose of the article was to identify tools for improving the quality of socially re- sponsible employment relations between employees and the employer, that are aimed at increasing trust, ensuring the good faith performance of duties, and minimizing the employer’s personnel risks. e research methods included qualitative informa- tion gathering within an applied legal analytical research design that combines doctri- nal (normative legal) analysis with the systematization of managerial practices used by Russian employers. To develop good faith and socially responsible employment rela- tions between the employee and the employer, a set of instruments should be used, one of which is systematic programs for training and enhancing staﬀ competencies. Training underpins employees’ loyalty to a particular employer by demonstrating the use and development of human potential. Training must be systematic, since one oﬀ session doesn’t achieve the goals of good faith conduct and, more importantly, can’t inﬂuence the eﬃciency with which an employee performs their job function. Based on the analysis conducted, the apprenticeship (training) agreement, mentoring, and professional development were systematized, and it was shown how each instrument contributes to the development of good faith and socially responsible employment relations and strengthens personnel security within the organization. Key words: personnel security, professional competencies, protection of employees’ rights, employee loyalty, training. INTRODUCTION In modern conditions, the issues of ensuring employee loyalty are closely related to the ﬁnancial stability of the employer. An employer who is not only comfortable, but also interest- ing and informative to work with, will be able to retain his employees and, thereby, increase the ﬁnancial attractiveness of the organization (Ruiga et al., 2018; Almuﬂih et al., 2024). How- ever, by improving the quality of “employee–employer” relations, building trust, and increasing employees’ involvement in organizational processes, the employer thereby reduces conﬂict and turnover—key drivers of personnel risks (Skorlupina, 2019). Legally, this strengthens the basis for the proper performance of job duties and for employees’ compliance with safety protocols (Severin, 2023; Fedorov, 2024). e development of “personnel security” helps prevent negative consequences arising from employees’ activities (Kibanov, 2008). According to V. K. Potemkin (2009), personnel security is the state of an organization in which impacts on it and on its employees from the natural,

Fomentar relaciones laborales de buena fe y socialmente responsables entre los empleados y el empleador 687 Vol. 16(2) mayo - agosto 2026/ 685 - 695 economic, and social environment are not capable of causing harm. In our view, a more concise and accurate interpretation of personnel security is to understand it as a system of measures to prevent threats and risks associated with personnel and their work (Alaverdov, 2010; Ivanova, 2015; Pozdeev, 2016). In managing employees and seeking their loyalty, the employer must not forget the lawful formalization of relations with them and the liability for violating their labor rights (Abdullaev, 2023). us, the focus of our study is the development of goodfaith and socially responsible em- ployment relations between employees and the employer; to this end, it is necessary to minimize personnel risks and threats. If personnel threats are individualized—and the employer needs to know each employee’s intentions to harm the organization, as well as the causes and possibilities of such harm—then it is important for the employer to oﬀset personnel risks through compe- tent humanresource management and eﬀective work by the HR department with legal support (Grinenko et al., 2025). As research shows, such an approach can prevent 60% of these personnel risks (Dzhabrailov, 2015). METHODS Design e study was conducted in an applied legal analytical research design that combines doc- trinal (normative legal) analysis with the systematization of employers’ managerial practices. e research focused on legal and organizational mechanisms that inﬂuence the development of good faith and socially responsible employment relations. To that end, three instruments were identiﬁed: the apprenticeship (training) agreement, mentoring, and professional development. ese instruments were identiﬁed on the basis of an analysis of the literature and documents. e regulatory framework considered includes provisions of labor legislation (including on staﬀ training and reimbursement of costs) and the employer’s internal (local) regulations; the mana- gerial dimension is articulated through the categories of loyalty, trust, and personnel security understood as reducing risk and conﬂict. Methods of information collection (1) Documentary analysis: federal labor law norms; local normative acts (regulations on training and mentoring, model apprenticeship agreements, agreements on professional devel- opment); and sample HR documents reﬂecting the parties’ obligations and the terms for cost reimbursement. (2) An analytical review of scholarly literature and educational methodological sources on loyalty, personnel security, and the legal support of training, as presented in the body of the ar- ticle and the bibliography. (3) Case oriented synthesis of practices: aligning legal constructs (apprenticeship, mentor- ing, professional development) with managerial objectives (retention, conﬂict reduction, im- provement in work quality) and identifying typical risks (disputes over reimbursement of ex- penses, insuﬃcient formalization of mentoring, episodic training). is set of methods accords

688 Sapﬁrova Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(2): 2026 with the stated aim—to show how legal instruments for staﬀ training and development are transformed into a socially responsible model of employment relations. Processing of results At the interpretation stage, legal technical construction and comparative analysis are ap- plied: for each of the three instruments, we identify (a) the expected contribution to good faith and social responsibility (trust, opportunities for employees, procedural transparency, predict- ability of outcomes); and (b) the impact on personnel security (reductions in turnover, errors, and conﬂicts) while respecting the employee’s legitimate interests. e results were grouped by key characteristics, and on this basis practical recommendations are formulated regarding the content of internal regulations and contractual terms (frequency of professional develop- ment, formalization of mentoring, conditions of apprenticeship, and possible reimbursement of costs). RESULTS AND DISCUSSION It is impossible to eliminate personnel threats entirely (Kashirskaya et al., 2024). Roughly 5% of employees in any organization are a potential personnel threat to the employer. Why? e point is that some employees, by virtue of their character, cannot help but cause harm to the employer. Moreover, harm is understood not only as material damage—such as an employee damaging the employer’s property, for which the employer may hold the employee ﬁnancially liable—but more often the essence of a personnel threat lies in nonpecuniary harm, namely dam- age to the employer’s business reputation (Ivanov et al., 2025). Such employees, even during the hiring process, contemplate the possibility of turning to the labor inspectorate or to a court if their labor rights are violated. e personnel threat they pose manifests itself in excessive selfcon- ﬁdence both at the hiring stage and in subsequent employment. e ability of HR professionals to recognize the risks of conﬂicts arising with new employees will enable the employer to mitigate the personnel threat. However, we proceed from the premise that maintaining personnel security and reducing the likelihood of personnel risks is achievable through eﬀective management, taking into account three core factors in ensuring personnel security: hiring, employee loyalty, and employer control (Bgashev, 2009; Pozdeev, 2016; Gaidarbekova, 2019). Translating these factors into legal terms, we can formulate their legal analogues in ensuring personnel security—recruitment; the perfor- mance of the labor function in compliance with internal work rules; and employer authority in exercising the right to hold an employee to account (Moturenko, 2023; Nikolaev et al., 2025). us, from a legal standpoint, hiring is deﬁned as the process of taking on an employee, formalizing employment relations, and granting actual admission to work. is factor and the issues of legal support for hiring were examined by us in detail earlier (Sapﬁrova, 2024). We also emphasize that the issues of ensuring the employer’s control over employees—expressed in the ability to hold an employee disciplinarily or materially (ﬁnancially) liable—require separate study (Samushkin, 2024; Sazonova et al., 2024; Sapﬁrova, 2025).

Fomentar relaciones laborales de buena fe y socialmente responsables entre los empleados y el empleador 689 Vol. 16(2) mayo - agosto 2026/ 685 - 695 e focus of our study is oriented toward ensuring the employer’s personnel security—em- ployee loyalty and the development of trust between employee and employer. is factor is the most substantive, since it is precisely what makes it possible to build a socially responsible labor process. In foreign scholarship, loyalty is generally viewed in similar terms and is deﬁned as em- ployees’ commitment to a particular employer, the desire to work for a speciﬁc employer, and a clear understanding of the value of one’s work (Jewell, 2002; Kanter & Buchanan, 2012; Portet, 2012). As a factor in ensuring an employer’s personnel security, researchers most often consider loyalty from three perspectives (Yashkova et al., 2019): loyalty as the beneﬁt an employee brings to the employer (Kharsky, 2003); as commitment to the employer’s activities (Soloveynik, 2010); and as respect for the employer (Pochebut, 2001; Vengerovsky & Vasiliev, 2024). Accordingly, we conclude that loyalty is an employee’s desire to work for a particular em- ployer. e legal content of loyalty is the performance of the labor function under the employer’s direction, while the managerial content of loyalty is the employee’s perception (or perceived threat) of adverse consequences for them upon leaving this employer. Of course, important elements of employee loyalty include the employee’s adaptation dur- ing the ﬁrst month or two on the job (Kochetkova et al., 2025), as well as a bonus (incentive) system that is not only eﬀective but also clear and transparent to the employee, thereby helping to increase the employee’s level of trust. At the same time, researchers argue that the disciplinary (sanctions) system applied to the employee is also a factor in loyalty, insofar as it is grounded above all in fairness—the principle of holding an employee accountable for violations of the employer’s rights under labor law (Sapﬁrova et al., 2025). One of the loyalty factors aimed at building trust and embedding norms of social responsi- bility is employee training (Table 1). is is perhaps the most powerful loyalty factor, since train- ing is directed at the quality with which an employee performs their job function and, ultimately, at the employer’s ﬁnancial stability and its image as an organization that respects each employee’s rights and strives to develop its staﬀ (Borodina et al., 2023). Issues of employee training are reﬂected in the works of laborlaw scholars (Diveeva & Novikova, 2015; Ivanchina, 2017; Dudareva, 2020; Begishev et al., 2024), who study the prob- lems faced by employers that introduce training elements into employment relations, such as the apprenticeship agreement, professional development, and mentoring. An apprenticeship agreement is a contract concluded between an employee (job seeker) and an on–the-job or on-the-job employer. As a rule, it is used for training in working professions. e training period is up to 6 months. According to the student agreement, the cost of training is borne by the employer. A convenient contract for an employer and an employee who wants to get a job in a short time and with guaranteed employment. e conclusion of an apprenticeship agreement allows you to create a mutually beneﬁcial situation, forming human resources and strengthening the functioning of the organization itself, which has trained specialists.

690 Sapﬁrova Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(2): 2026 Mentoring is the process of helping one employee to another employee in mastering the skills of working in production and/or workplace in an already acquired profession (specialty). It is almost always the case that an employed employee is a graduate of an educational institution who has no work experience in his profession. Mentoring is much less often assigned when an employee with work experience in his profession is employed. In this case, mentoring is more likely necessary to adapt to a new team. Professional development is the most common and beneﬁcial learning process for an em- ployee and an employer, when, at minimal cost (training can be distance learning using informa- tion technology (Sapﬁrova et al., 2017; Shichkin et al., 2024)), the employer gets the maximum TABLE 1. Legal instruments for developing goodfaith and socially responsible employment relations between employees and the employer. Instrument How it contributes to good-faith and socially responsible employment relations Impact on personnel security (risk reduction) Practical steps and documents Apprenticeship (training) agreement Trains employees in new competencies; establishes transparent expectations and training rules; stren- gthens trust and a sense of fairness; creates equal ac- cess to the profession and opportunities for career ad- vancement within the orga- nization. Improves the quality of employee preparation; reduces the risk of errors and accidents; lowers tur- nover (including through agreed service-com- mitment terms or reim- bursement of costs under Art. 249 of the RF Labor Code); reduces conﬂict thanks to clarity of obli- gations. Internal (local) regula- tion on training; model apprenticeship agree- ment; individual trai- ning plan; agreement on service-commitment/ reimbursement of costs; memorializing the terms in supplementary agree- ments. Mentoring Fosters a culture of sup- port and respect for new employees within the orga- nization; ensures two-way feedback between the ex- perienced and the new em- ployee; strengthens trust and engagement. Reduces the risks of fai- ling the probationary pe- riod; improves discipline; decreases the likelihood of workplace incidents; accelerates achievement of quality standards and safety norms. Regulation (policy) on mentoring; mentor se- lection criteria and in- centives; onboarding (adaptation) plan; re- porting on mentoring outcomes. Professional development Increases the good-faith performance of duties and work quality; builds trust in the employer as a socia- lly responsible stakeholder; opens career prospects; rai- ses employees’ satisfaction with their work in the orga- nization and overall loyalty. Reduces professional risks; increases loyalty and helps retain staﬀ in the company. Training schedule/plan; internal regulation on training (Art. 196 of the RF Labor Code); supplementary agree- ment to the employ- ment contract; where necessary—a clause on compensation in the event of early termina- tion (Art. 249 of the RF Labor Code).

Fomentar relaciones laborales de buena fe y socialmente responsables entre los empleados y el empleador 691 Vol. 16(2) mayo - agosto 2026/ 685 - 695 result, and the employee becomes competitive and his self-esteem as a professional increase sig- niﬁcantly (Usmanova et al., 2025). At the same time, the eﬀect of professional development will be only when the employee carries out this training process every 2-3 years. Otherwise, training, as a factor of the employer’s personnel security, is reduced to zero. It is the consistency of training (advanced training) that makes it possible to assert the presence of a factor of personnel security and the ability of an employer to rely on this factor to predict their ﬁnancial well-being (Vaslavs- kiy, 2022). An employer who has created a training system for his employees, for example, introduced mentoring, and subsequently regularly enters into a professional development agreement, has the right to count not only on the loyalty of the employee, but also on the stability of the organiza- tion. e employee, in turn, will strive to improve his skills if he sees a real prospect in increasing wages or, for example, transferring to another, higher position. If training becomes an employee’s need, then he will have a feeling that there will be negative consequences for him when he is ﬁred, since another employer may not pay for the employee’s training and invest in improving his professionalism, and the employee will have to do it himself (Dzgoev et al., 2024). Training is the employer’s support for the high-quality performance of their work duties by their employees. e training system should be promising for both the employee and the em- ployer, which, ultimately, will have an impact on the image of a bona ﬁde employer. A bona ﬁde employer is an employer who takes all measures to reduce the risk of harm to employees and their labor rights (State Duma of the Federal Assembly of the Russian Federation, 2020). Let’s pay attention to the fact that by training an employee and building a system of such training in an organization, the employer is creating an environment with stable principles of social responsibility. In our opinion, it is more appropriate for an employer to detail this training in a local regulatory act, which directly follows from Article 196 of the Labor Code of the Russian Federa- tion, and to duplicate it in an employment contract or an additional agreement to it, which is con- cluded with the employee, as a rule, with each professional development. is will not only legalize the actions of the employer, but also subsequently recover the amount of expenses incurred from the employee upon his dismissal (art.249 of the Labor Code of the Russian Federation). So, if an employee resigns of his own accord before the expiration of the period speciﬁed in the professional development agreement, the employer may charge the employee the amount of costs in proportion to the time not worked (unless otherwise provided by agreement of the parties). CONCLUSIONS Examining the apprenticeship (training) agreement, mentoring, and professional develop- ment—these elements of the training system enable the employer to inﬂuence employee loyalty, enhancing not only the image of good faith conduct but also social responsibility among the participants in the employment relationship. e study conducted can serve as a basis for further exploration of the legal phenomenon of social responsibility in organizations. By combining the use of collectively bargained and individually negotiated terms and conditions of employment, it is necessary to continue researching the factors that ensure the employer’s personnel security, as implemented by the employer within the process of strengthening employee loyalty.

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