Τιμητικός τόμος καθηγήτριας Νάνσυ Παπαλεξανδρή
Μόνιμο URI για αυτήν τη συλλογήhttps://pyxida.aueb.gr/handle/123456789/114
Περιήγηση
Πλοήγηση Τιμητικός τόμος καθηγήτριας Νάνσυ Παπαλεξανδρή ανά Συγγραφέα "Nikandrou, Irene"
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Α Β Γ Δ Ε Ζ Η Θ Ι Κ Λ Μ Ν Ξ Ο Π Ρ Σ Τ Υ Φ Χ Ψ Ω
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Τεκμήριο Exploring the concept of HR image through line managers’ perception of HRM(Editions Benou, 2020) Nikandrou, Irene; Panayotopoulou, LedaThis paper introduces the concept of HR image, testing it in a sample of 353 line managers. It explores five relevant dimensions of HR image: quality, innovation, people and relationships, values, and HR credibility, and develops measurement scales for each one. Implications for building an HR image are discussed.Τεκμήριο Perceived disinterested support and outcomes: a view through the lenses of perceived organizational support and organizational virtuousness’ perceptions(Editions Benou, 2020) Tsachouridi, Irene; Nikandrou, IrenePerceived Disinterested Support (PDS) captures employees’ attributions of disinterested motives to the support provided by the organization. Until now the PDS-outcome relationship has been viewed from the perspective of social exchange theory. In this study we extend this perspective by examining whether organizational virtuousness’ perceptions as well as social exchange theory (through POS) can mediate the relationship between PDS and outcomes (job satisfaction, intent to quit, self-sacrificial intentions). The results of a field study in which 374 employees took part, indicate that both organizational virtuousness’ perceptions and POS can mediate the PDS-job satisfaction relationship as well as the PDS-intent to quit relationship. On the contrary, only organizational virtuousness’ perceptions (but not POS) can mediate the relationship between PDS and self-sacrificial intentions.Τεκμήριο Talent inflow across countries(Editions Benou, 2020) Farndale, Elaine; Nikandrou, Irene; Panayotopoulou, LedaRecruitment and selection are vital human resource management (HRM) practices that ensure organizations can attract the talent required to deliver high performance. We argue here that there are, however, no universal best practices that organizations can rely on to achieve these desired outcomes. Instead, there are many different practices to choose between and what will work best depends on the specific operating context of each organization. Our focus in this chapter is to draw from the themes of Nancy Papalexandris’ research to demonstrate how this particular area of HRM practice is related to firm performance and how actual practice adoption varies at national level based on institutional and cultural norms and traditions. We explore empirical data from Cranet on recruitment and selection practices across a range of countries and present national-level reasoning to explain why differences in practice adoption across countries exist.