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Exploring the concept of HR image through line managers’ perception of HRM
(Editions Benou, 2020) Nikandrou, Irene; Panayotopoulou, Leda
This 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.
Human resource management, business performance, and innovation in small and medium enterprises: extended report of the HRMinSMEs study (2020-2023) in Greece and Cyprus and links to other research evidence
Deligianni, Ioanna; Galanaki, Eleanna; Ieorodiakonou, Christiana; Pahos, Nikolaos; Panayotopoulou, Leda; Papalexandris, Nancy; Voudouris, Irini; Zografou, Irene; HRM Laboratory of the Athens University of Economics and Business
The HRMinSMEs is a research project conceptualized in 2018, when the first application for funding was developed. It received approval from the Hellenic Foundation for Research and Innovation (HFRDI) in 2019 (project number 1683) and started being implemented at the HRM Laboratory of the Athens University of Economics and Business from 2020 to 2023.During its realization, it has been graciously supported by many constituencies, both organizations and individuals. First, we received generous funding from HFRDI and we were hosted by the Athens University of Economics and Business, in the HRM Lab. Second, we partnered with the University of Cyprus for the collection, analysis, and dissemination of the data gathered. Third, multiple organizations supported in numerous ways the project activities. With the fear of missing out some of them and to name only a few: the Greek Ministry of Development, the City of Athens, the Greek People Management Association, the Hellenic Confederation of Professionals, Craftsmen, and Merchants, and more than 200 firms that contributed time and knowledge and participated to the research by providing data.
Talent inflow across countries
(Editions Benou, 2020) Farndale, Elaine; Nikandrou, Irene; Panayotopoulou, Leda
Recruitment 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.