Barbara Myloni

TL;DR: In this article, the transfer of human resource management (HRM) practices by multinational companies (MNCs) to their overseas subsidiaries is investigated, and factors originating from the cultural and institutional framework of the host country impact on this transfer.

TL;DR: In this article, the authors proposed solutions to two recurring problems in cross-national research: response style differences and language bias, and conducted a methodological comparison of two different response formats, rating and ranking, to evaluate the validity of presenting respondents with short scenarios for which they need to rank their top 3 solutions.

TL;DR: In this article, the interplay of several corporate-level organizational factors that affect the transfer of HRM practices across borders was investigated. And the results indicated that the level of importance attached to HRM by the MNC's top management and international experience had the highest explanatory power for the transfer, while international competitive strategy, informal control and the presence of expatriates also have a marginally significant influence.

TL;DR: In this article, the authors investigated whether Human Resource Management (HRM) in Greece is maintaining its national character or whether it is converging towards a model that potentially clashes with the country's traditional societal values.

TL;DR: Although work engagement levels significantly affect employee job performance as hypothesised, the relationship is much stronger among doctors than among nurses or administrative staff, which implies profession has a major role in driving work engagement and, thereby, performance.