Documents Papalexandris, Nancy 8 results

"This paper intends to explore alternative ways to measure workplace bullying and to propose to HR professionals and academics a uniform and common way to assess the phenomenon. Based on a survey on 840 junior and middle managers from diverse sectors in Greece, we are trying to extract conclusions on the incidents and characteristics of workplace bullying, in a country where empirical evidence on bullying is very limited and where cultural dimensions differ from countries with extensive research evidence on workplace bullying and wide application of preventive measures. In Greece, workplace bullying is found to follow grossly similar patterns to those reported in relevant studies in Europe. The results vary according to the measurement methodology used. The latent class cluster analysis on the negative acts questionnaire scale, as previously proposed by other authors, is found to reflect more accurately the reality of workplace bullying occurrence, than other instruments (self-labelling or operational methodologies, which are tested here). The conclusions of this study are valuable to researchers and practitioners who wish to measure or compare the occurrence of workplace bullying in their organisations, based on specific and acceptable standards, around the globe."

"The present study explores the notions of internalization and externalization of employment in five south-eastern European countries, namely Bulgaria, Cyprus, Greece, Italy and Slovenia. More specifically, it examines whether the choice between internalization and externalization of employment influences organizational performance and whether this relationship changes between the different countries studied. The study is based on the south-eastern European sub-sample of the Cranet project. The main findings indicate significant differences and similarities between the five countries and show that HRM practices supporting internalization have more impact on top performance, than those of externalization."

"This paper examines the effect of company internationalization on the practice of outsourcing HRM functions in Greece. It holds the assumption that HRM outsourcing is perceived as an innovative practice and that foreign multinationals (MNCs) will use this practice more than native ones do. In doing that, the study aims at examining whether 'diffusion' of loosely- regulated management practices such as HRM outsourcing, is sustained by foreign multinationals. The findings of the 2000 CRANET survey are presented to show that HRM outsourcing is used to a lesser extent in Greece than other Western economies. Then the hypothesis that MNCs outsource more HRM services than Greek companies do is tested. The analysis draws upon the findings of a survey addressed to HR directors of both foreign multinationals and Greek companies. A significant difference is found in the extent of HRM outsourcing between Greek companies and foreign multinational subsidiaries. This is adequately explained through the comparison of the way HRM is conducted in Greek each type of company, as well as the segregation of the Greek market for HRM services. The paper adds to the discussion on the role of multinationals in the diffusion of innovative managerial practices, as well as to the HRM convergence-divergence debate."

"Employee training plays a crucial role in the success of most organizations. Due to its developmental aspect, training is closely linked to core competencies and strategic focus. However, it is also one of the most widely outsourced HR functions in most Western economies.This article attempts to illustrate and propose a decision model for the factors that shape the expected benefits and subsequently the extent of outsourcing training functions. A distinction is made among generic training (for the development of competencies) and job- or company- specific training (for example, induction training, job specialization, etc.).Two decision models are extracted with structural equation modelling. Asset specificity, market availability, in-house development of training and firm size are discussed. The factors shaping the decision to outsource, as well as the perceived benefits from outsourcing employee training, are different for each of the two types of training (generic and specific). The reasons underlying those differences are discussed. For both types of training service it is proposed that the expected quality benefits, not cost ones, induce companies to outsource training.Thus, this study attempts to offer a useful insight into the factors shaping the extent and the expected benefits from outsourcing training services. The outcomes can further assist HRM professionals (managers and providers of HRM services), as well as academics to gain a better understanding of the nature of HRM outsourcing decisions in general, and a 'basic' HRM outsourcing practice - training - in particular. "

"This study focuses on the relationship between training and development and performance. It expands existing research on the subject by combining national and organizational factors through a hierarchical linear model to explore the training and development and performance relationship in 14 European countries. The main findings point out the importance of cultural, institutional and organizational factors in analysing the relationship between training and development and performance. "

"This article aims to extend understanding of the firm-level impact of strategic HR practices on organizational performance. Adopting a contingency approach, it develops a structural model that considers direct and indirect influences of market growth, business strategy formalization and HRM centrality and practices on organizational performance in Europe. The study uses a comparative approach, revealing differences between northern and southern Europe. Clear differences appeared between the two clusters in the HR policies and practices correlated with higher performance, thus indicating that the link between HRM and performance may be different in different geographies. "