Suchergebnisse

Abstract
The link between sustainable development and human resource management (HRM) has been only recently widely established in the literature. Systematic studies are available but there is a wide range of interpretations and several overlapping terms that often cause confusion to practitioners. HRM practices included in the CSR Programs of a company are often linked with sustainability, business ethics and workplace justice and are often under the terms of sustainable HRM. It is well recognized that HR can play a critical role in enhancing corporate sustainability through policies and practices that benefit its people and society in general and that all these initiatives must be documented and reported to gain visibility and credibility. Lately great emphasis has been placed on the U.N. Sustainable Development Goals (SDGs) and the dimensions of the Environment, Society and Governance (ESG) which form the criteria for documenting and reporting relevant practices implemented by business firms. HRM can play an important role in designing and implementing such practices, especially those linked to society. This paper presents the notion of Sustainable Development, its increasing importance for companies and its link with Human Resource Management. (HRM). It describes and clarifies Sustainable Development Goals (SDGs), their history and the three pillars e.g., Environment, Society and Governance (ESG) which form the basic criteria for organizations to implement and report relevant practices in order to prove their involvement in sustainability. Third, the paper presents the concept of Sustainable HRM, and Sustainable practices implemented by companies in Greece following the 2010 economic crisis and the need for reporting them mainly under the social dimension of the ESG Criteria. To stress the need for the involvement of HRM in sustainability in order to enhance its ethical profile, expand its agenda and improve its role as a strategic partner and a source of competitive advantage.

HRM in Greece is in a state of rapid development, as well as
fundamental change. With the end of 1992, and the Single European Market
approaching, larger firms are upgrading their personnel practices, and
personnel managers currently enjoy an increasingly high status. More
sophistication is being added to recruitment and selection methods;
training is being offered to a considerable number of employees;
employee relations are improving and moving towards a stage of consensus
and co‐operation. Meanwhile, smaller companies, realizing the importance
of HRM, are turning to consultancy firms for advice. Efforts are also
being made in the public sector to introduce measures for improving
productivity and employee morale. The overall picture appears very
favourable for an increase in the significance of HRM in Greece and for
the strengthening of its practice.

PurposeThe purpose of this paper is to examine the factors affecting the course of action that employees in acquired firms choose to follow. Loyalty, compliance, voice and neglect (LCVN) are four employee behaviors in acquired companies.Design/methodology/approachTwo questionnaires were designed: one was administered to employees of the acquired company and the other to a member of the post‐acquisition managerial team. One hundred and thirty‐five administrative employees in 27 acquired companies in Greece participated in the research.FindingsThe results of the study support that employees decide their course of action based on the cost of their action, the effectiveness of the behaviour and the attractiveness of the company.Research limitations/implicationsThis study concentrated at the individual level to examine the factors affecting employee behaviours. Future research is needed to examine behavioural changes over time and the factors that make employees move from one behavioural category to the other.Practical implicationsThe findings in the paper have implications for organization members facing the challenge of managing human issues in the sensitive phases of an acquisition. Evidence of specific behavioural responses and the factors affecting them is presented.Originality/valueThe present study provides a model for understanding the complex and multiple behavioral choices employees have after an acquisition.

This paper attempts to interpret the HRM practices studied through the CRANET research in the light of the general societal culture tendencies as revealed by the GLOBE study. The study analyses the nine dimensions of societal culture, using data from 19 countries that have participated in both studies (Australia, Austria, Denmark, Finland, France, Germany (former East and West), Greece, Ireland, Israel, Italy, Japan, The Netherlands, Portugal, Spain, Sweden, Switzerland, Turkey and UK). The most significant correlations between societal culture and HRM have been isolated and will be discussed. Results show that the function that seems to be related the most to culture is internal communication, while the least related is rewards and benefits. This study's findings could serve as a guide in transferring HRM policies within MNCs or across countries, as they give an indication of the most culture‐sensitive practices and the way they are related to societal culture characteristics.

Observes that historically, family and work were not separated in pre‐industrial societies in which life was a united whole, but that family and work are gradually becoming separated in industrial societies, as work becomes dependent, production becomes centralized, and the relationship of the individual with work impersonal. In Greece there is still some evidence of close relations between family and work due to the large number of very small family firms and the high proportion of the population working in small family farming lots. However, a large percentage of the population work in full‐time traditional jobs. Flexible working patterns such as part‐time, flexi‐time, annual working hours, parental leaves, job sharing, variable working time, telework, condensed working week, as well as contract, pay and task flexibility are not so extensively used in Greece and it is only since 1990 that they are gaining ground. Flexibility at work is a major tool in enhancing economic performance, fighting unemployment and promoting competitiveness. Apart from that, flexibility is needed because it can prove very useful in harmonizing family life with work obligations, provided it takes into consideration family needs, parental obligations and the right of employees to a better quality of life. Presents the current situation on work flexibility in Greece and examines these aspects of flexibility which can prove useful not only in enhancing economic performance but in providing better conditions for the reconciliation between family and work.

Presents findings of empirical research in Greek public,
quasi‐public, and private organizations. Results show that commitment of
managers decreases as we progress along a continuum from private towards
publicly‐owned organizations; managers report the existence of a gap
between the perceived and the desired organizational culture of their
firm, and this "culture gap" tends to increase as we move
from the private towards the public sector; organizational commitment
appears to be influenced negatively by the culture gap, therefore this
gap offers a plausible explanation for the lower commitment in public
sector firms.

In order to test some major hypotheses on leadership styles of
women managers, empirical research was conducted among subordinates with
male and female supervisors in Greek firms. Analysis of results showed
that neither leadership styles nor subordinates′ satisfaction differed
between employees with male and female managers. The conclusions to be
drawn from this analysis are that gender should not influence hiring,
promotion and delegation decisions, and that women managers should be
encouraged to express certain innate qualities which could contribute to
the improved co‐operation and team spirit within organisations.