Browsing by Author "Chytiri, Alexandra-Paraskevi"
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Item Metadata only Competency Analysis: An alternative or a supplementary method to job analysis?(Research Center, University of Piraeus, Greece, 2018) Chytiri, Alexandra-ParaskeviItem Metadata only The gap in employability perceptions between managers and employees(2018-06) Tsirkas, K.; Chytiri, Alexandra-Paraskevi; Bouranta, A.Previous studies have shown that employability skills perceptions play a significant role in applicants’ behaviour towards job search and the recruitment and selection process. In addition, research has shown that employers tend to predetermine the employability skills in request, for a job position, based on job description and selection criteria. The present study aims to explore the gap between applicants’ and employers’ perceptions on employability skills and suggest ways to close this gap. Skills and competencies such as communication, flexibility, positive attitude, professionalism, team working, interpersonal relations, responsibility and work ethic, are explored as determinants of an applicant’s overall employability. Demographical factors affecting these perceptions, are also taken into consideration for the analysis.Item Open Access The gap in soft skills perceptions: A dyadic analysis(Emerald, 2020-04-07) Chytiri, Alexandra-Paraskevi; Bouranta, Nancy; Tsirkas, KonstantinosPrevious studies have shown that soft skills play a significant role in applicants’ employability and in the job search, recruitment, selection and hiring process. However, past research indicates a gap in perceptions of soft skills, between employees and employers. The present empirical research aims to explore this gap in perceptions and to suggest effective ways to resolve any mismatch. Demographical factors affecting these perceptions are also taken into consideration for the analysis. A quantitative research design has been applied. The survey undertaken, covers all three main sectors of employment (manufacturing, retail and services), with 151 employee–employer dyads around Greece participating in the survey. Paired sample t-test, independent t-test and One-way ANOVA were used to analyze the data. The results show a gap between employees’ and their subsequent employers’ perceptions of employees’ soft skills. Employees seem to regard their skills more highly than do their employers, whereas employers seem to consider employees as not properly equipped with the necessary soft skills. These findings are a worrying sign for business operations and suggest that difficulties in manager–employee co-operation can arise. This study has both theoretical and practical implications. It adds to the literature in human resources appraisal process by identifying soft skills perceived differently by employees and employers. It also highlights the reasons for that gap and makes suggestions for the enhancement of required skills. The majority of previous studies in the field focus either on employees’ or employers’ perceptions, without comparing them. In addition, the few former studies attempt a comparison focused on students as employees or trainees, with no previous work experience. The current study focuses on employees whose work experience has already shaped perceptions of their skills and employability.Item Open Access General Manager's Career Path in 4* and 5* Hotels in Greece(Research Centre, University of Piraeus, Greece, 2019-12) Chytiri, Alexandra-ParaskeviΟι βασικοί στόχοι της παρούσας έρευνας είναι: (α) η συλλογή και ανάλυση δεδομένων για το προφίλ του Γενικού Διευθυντή, (β) η καταγραφή της πορείας του(μονοπάτια ανόδου, απαιτούμενος χρόνος), (γ) η καταγραφή των κρίσιμων απαιτούμενων δυνατοτήτων/ικανοτήτων (competencies) για επιτυχημένη σταδιοδρομία, και (δ) η ποσοτική ανάλυση της συσχέτισης μεταξύ των παραγόντων που καθορίζουν τον χρόνο, την κινητικότητα, και τη δυσκολία/ευκολία για σταδιοδρομία ως τη θέση του ΓΔ ξενοδοχείων ανώτερης κατηγορίας Στην επισκόπηση της διεθνούς και ελληνικής βιβλιογραφίας, σχετικά με το αντικείμενο της μελέτης αναπτύσσονται: τα πλέον βασικά θεωρητικά υποδείγματα για την έννοια και τους παράγοντες σταδιοδρομίας, η έννοια και η βασική τυπολογία των απαιτούμενων δυνατοτήτων/ικανοτήτων (competencies) για επιτυχή σταδιοδρομία, και ιδιαίτερα στην ξενοδοχειακή βιομηχανία (επισκόπηση 29 σχετικών διεθνών και ελληνικών εμπειρικών ερευνών σε ξενοδοχεία 5* και 4*). Η επισκόπηση αυτή οδήγησε στην ανάπτυξη του θεωρητικού και ερευνητικού πλαισίου της παρούσας έρευνας (λαμβάνοντας υπόψη και τα αποτελέσματα πιλοτικής έρευνας) και στην ανάπτυξη ειδικού ερωτηματολογίου, το οποίο εστάλη ηλεκτρονικά (online) στους συμμετέχοντες στην έρευνα. Από την ανάλυση των δεδομένων του δείγματος, στο οποίο συμμετείχαν 255 Γενικοί Διευθυντές ξενοδοχείων (52% σε 5* και 48% σε 4* ξενοδοχεία) προέκυψαν τα παρακάτω συμπεράσματα: 1) Οι περισσότερες θέσεις Γενικών Διευθυντών (ΓΔ) καταλαμβάνονται από άνδρες (86%), ενώ οι γυναίκες καταλαμβάνουν το 14% των θέσεων. Τα ποσοστά αυτά φαίνεται να έχουν αλλάξει εις βάρος των γυναικών, σε σχέση με προηγούμενη έρευνα του 2002, όταν ήταν 82% και 18% αντίστοιχα. 2) Υψηλό επίπεδο εκπαίδευσης, ιδιαίτερα ξενοδοχειακής/τουριστικής, διαπιστώνεται για το μεγαλύτερο ποσοστό των ΓΔ. Συγκεκριμένα, 91% των ΓΔ έχουν πτυχίο πανεπιστημίου και 30% από αυτούς κατέχει μεταπτυχιακό τίτλο σπουδών. Από το σύνολο των ΓΔ το 73% έχουν εξειδίκευση στην τουριστική/ξενοδοχειακή εκπαίδευση. 3) Η ανάληψη της θέσης του ΓΔ σε ξενοδοχείο, ανεξαρτήτως κατηγορίας, πραγματοποιείται στην ηλικία 31-40 έτη (53,2% των συμμετεχόντων στην έρευνα ΓΔ), ενώ στην ηλικία 20-30 ετών αναλαμβάνει κατώτερη θέση ευθύνης το 70% των στελεχών. 4) Παρά τον σχετικά μεγάλο αριθμό ξενοδοχείων διεθνών αλυσίδων, μικρό είναι το ποσοστό των ΓΔ ξένης εθνικότητας (3,7%), ενώ είναι αρκετά υψηλό το ποσοστό των ΓΔ με ξενοδοχειακή προϋπηρεσία στο εξωτερικό (64,4%). 5) Από τους συμμετέχοντες στην έρευνα, σε ποσοστό 39% η κατάληψη της ανώτατης ηγετικής θέσης, σε 5* και 4* ξενοδοχεία απαίτησε συνολική ξενοδοχειακή προϋπηρεσία(γενικά, ανεξάρτητα από κατηγορία και τύπο ξενοδοχείου, ή ιεραρχική βαθμίδα) 11-20 έτη και προϋπηρεσία στη θέση βοηθού ΓΔ σε ξενοδοχεία ανώτερης κατηγορίας από 1-5 έτη (55% των συμμετεχόντων). 6) Ενδιαφέρον εύρημα της έρευνας (δεν αναφέρεται κάτι σχετικό σε άλλες έρευνες) θεωρείται: (α) ότι ένα σχετικά υψηλό ποσοστό (28%) των ΓΔ έχει προϋπηρεσία σε ένα μόνο τμήμα (ως επικεφαλής) πριν καταλάβει την ανώτατη ηγετική θέση, και (β) ποσοστό 61,5% πραγματοποίησε την όλη σταδιοδρομία του σε ξενοδοχεία της ίδιας κατηγορίας, χωρίς δηλαδή να έχει καθόλου προϋπηρεσία σε μικρότερης κατηγορίας ξενοδοχεία. 7) Επίσης, από την ανάλυση συχνοτήτων προκύπτει πως 1 στους 3 ΓΔ έχει υπηρετήσει ως επικεφαλής σε 2-3 τμήματα, ενώ το μεγαλύτερο ποσοστό των ΓΔ έχει ως βασικούς σταθμούς στη σταδιοδρομία του τη Διεύθυνση ή Τμήμα Υποδοχής, τη Διεύθυνση Επισιτιστικών τμημάτων και τη Διεύθυνση ή Τμήμα Πωλήσεων και Μάρκετινγκ (86%, 81% και 73% αντίστοιχα). Ισχυρά ανιχνεύσιμη είναι η σύγχρονη τάση στους βασικούς σταθμούς σταδιοδρομίας να εντάσσονται και το Τμήμα Δεξιώσεων και το Τμήμα Διοίκησης Ανθρωπίνων Πόρων (ποσοστό 50% περίπου των ΓΔ έχει διευθυντική θητεία σε αυτά τα Τμήματα). 8) Σχετικά υψηλός φαίνεται να είναι ο δείκτης παραμονής των ΓΔ στα ξενοδοχεία, αφού 38% εργάζονται για τον ίδιο-τωρινό- εργοδότη 1-5 έτη (το ποσοστό αυτό αγγίζει το 45% για τα ξενοδοχεία μικρής δυναμικότητας), ενώ μόλις το 2% εργάζεται για πρώτη φορά στον τωρινό εργοδότη. 9) Για επιτυχή σταδιοδρομία, γενικά, σε ξενοδοχεία ανώτερης κατηγορίας, όλοι οι συμμετέχοντες στην έρευνα ΓΔ κατέταξαν στην 1η πεντάδα, ως πλέον κρίσιμους παράγοντες(με ελάχιστη διαφορά μεταξύ τους, ως προς την κρισιμότητα): τα Χαρακτηριστικά Προσωπικότητας, τις ικανότητες Κοινωνικών/Διαπροσωπικών σχέσεων, την προϋπηρεσία ως επικεφαλής Τμήματος, τις Γενικές-Generic- ικανότητες και τις Λειτουργικές/Τεχνικές ικανότητες. Στις επιμέρους Γενικές ικανότητες το μεγαλύτερο ποσοστό ΓΔ ( 70%-74%) αξιολόγησαν ως πάρα πολύ σημαντικές τις ικανότητες: Επίλυσης προβλημάτων, Ηγεσίας, Διαχείρισης κρίσεων, και Λήψης αποφάσεων.Item Metadata only Hotel Recruitment and Selection Practices: The case of Greece(2018-03) Chytiri, Alexandra-Paraskevi; Filippaios, F.; Chytiri, L.Hotel industry, as a service industry, is greatly dependent upon its employees. Recruitment and Selection practices constitute an important starting stage for hotels towards generating an efficient and productive workforce. The present study, by focusing on 5* and 4* hotels, examines the current trends in the implementation and effectiveness of recruitment and selection practices in the Greek hotel industry, controlling for class category, size and ownership. An inferential quantitative research design was used, and an online survey was conducted, using a seven – point questionnaire. The study concludes that hotel industry, at least in Greece, is still using old – fashioned and cost effective recruitment and selection methods. Findings also outline that 5* and 4* hotels do not differentiate their mix of methods used in recruiting and selecting future employees. Internal recruitment methods are mostly considered to be effective in contrast to external recruitment methods. While interviews and reference checks are listed at the top of the effectiveness list of selection methods. The findings of this research enhance industry understanding of the use and effectiveness of recruitment and selection methods and indicate the need for hotels of superior class to re – examine their recruitment and selection methods and adopt more contemporary ones in their mix.Item Open Access Hotel Recruitment and Selection Practices: The Case of Greek Hotel Industry(Canadian Institute For Knowledge Development, 2018-07-01) Chytiri, Alexandra-Paraskevi; Filippaios, Fragkiskos; Chytiris, LeonidasHotel industry, as a service industry, is greatly dependent upon its employees. Recruitment and Selection practices constitute an important starting stage for hotels towards generating an efficient and productive workforce. The present study, by focusing on 5* and 4* hotels, examines the current trends in the implementation and effectiveness of recruitment and selection practices in the Greek hotel industry, controlling for class category, size and ownership. An inferential quantitative research design was used, and an online survey was conducted, using a seven–point questionnaire. The study concludes that hotel industry, at least in Greece, is still using old – fashioned and cost effective recruitment and selection methods. Findings also outline that 5* and 4* hotels do not differentiate their mix of methods used in recruiting and selecting future employees. Internal recruitment methods are mostly considered to be effective in contrast to external recruitment methods. While interviews and reference checks are listed at the top of the effectiveness list of selection methods. The findings of this research enhance industry understanding of the use and effectiveness of recruitment and selection methods and indicate the need for hotels of superior class to re–examine their recruitment and selection methods and adopt more contemporary ones in their mix.Item Metadata only Human Resource Management and Performance-The causal relationship revisited with a longitudinal study(2017-11) Guest, D.; Panayotopoulou, Leda; Chytiri, Alexandra-ParaskeviOver the past thirty years, consistent evidence has revealed an association between human resource management (HRM) and performance. There is a general assumption that the adoption of more HR practices is leading to enhanced organizational performance. However, most past studies, in the field, are cross-sectional, limiting the ability to determine causality. There are sound theoretical reasons favouring both the view that increased organizational performance is the result of greater investment on HR practices (forward causality), but also the view that increased performance will, in turn, lead to an increased use of HR practices (reverse causality). The present paper explores and tests these competing perspectives on cross-sectional versus longitudinal models. It also tests the competing cases of forward versus reverse causality in the longitudinal study conducted. The aim of this paper is to present a new developed analytic framework, depicting a circular relationship, including forward, reverse and bilateral causality. It explores how far relationships between HRM and performance are sustainable over time. In an attempt to address the question of causality in the relationship, the paper presents the findings from a longitudinal study in a non US/UK context testing in this way, different cultural approaches than previous studies on the HRM and performance relationship. At the same time as the dataset is longitudinal and has been collected in Greece, a country heavily hit by the recent economic crisis, the present paper focuses on identifying patterns in firms’ response to the crisis as far as the HRM investment is concerned. It also explores differences in HR practices 07_ HR Analytics: How numbers can help organizations achieve sustainability 2 adaptation that have helped firms to sustain or even thrive during the economic crisis period. Three waves of data on HR practices from a total of 140, both manufacturing and services organisations have been collected over a period of 13 years. Performance data (both objective and subjective), including measures of profitability, growth and efficiency have been collected on an annual basis over the 13 year period. A number of control factors, including ownership, size, sector, trade union presence and the cultural as well as the economic context are taken into account. The final results of the study are presented that explore changes in HR practices over the period, paying particular attention to their association with performance measures and to the direction of causality in the relationship. The study emphasizes particularly on the type of the HR practices adapted by the firms which have sustained the crisis and on the stability of HRM-performance cross-sectional links at the different time points.Item Metadata only Human Resource Management and the Response to Economic Crisis(British Academy of Management Conference, 2017-09) Chytiri, Alexandra-Paraskevi; Chytiri, Alexandra-Paraskevi; Guest, D.; Panayotopoulou, LedaOver the past thirty years, an extensive body of research has confirmed an association between the adoption of more human resource practices and various indicators of organizational performance. While strategic perspectives on human resource management (HRM) take account of the competitive environment, they have not generally considered the wider economic context and in particular have not taken into account a major economic crisis or considered in such a context what the appropriate response should be with respect to HRM. The choice of response to economic crisis is likely to be influenced by a range of factors. The present study, in contrast to the majority of cross-sectional studies in the field, uses a longitudinal design to examinethe reaction of organisations concerning the HRM investment in an economic crisis environment. The influence of factors on their decision, such as ownership and sector of operation are also taken into consideration. The association of HRM practices investment with organisational performance results is also examined in the present studyItem Open Access HUMAN RESOURCE MANAGERS’ ROLE IN THE DIGITAL ERA(Spoudai Journal of Economics and Business, 2019-08) Chytiri, Alexandra-ParaskeviIn any one organization, in Business, Service, Industry or State, Human Resource Management (HRM) is perceived as a set of activities that creates value to both the organization itself in terms of bottom line results and to employees, in terms of well – being and employment/ contract terms. Organizations, to a more or lesser extent, have adopted Digital technologies and as a result HR activities are affected, in terms of speed, accuracy, quality, cost innovation, flexibility. The aims of this theoretical study are to highlight HRM in the era of digitalization, emphasize the roles of HR managers in contemporary organizations and discuss the impact of technological changes on HR practices. In order to achieve our aims, we adopt a conceptual approach. Our results summarize the contemporary HRM definitions, discuss the impact of digital technologies in certain HR areas and emphasize the new digital role of human resource manager (d-HRM).Item Metadata only The Impact of Financial Crisis on Human Resource Management and Performance Relationship(9th Annual Conference of the EuroMed Academy of Business, 2016-09) Chytiri, Alexandra-Paraskevi; Panayotopoulou, Leda; Guest, D.The paper explores the human resources practices and organisational performance relationship through a longitudinal study. It evolves and explores a circular framework for the relationship in a longitudinal context so as to help address the question of the direction of causality in the link. In addition, it places the relationship in a recession context and examines the impact of crisis on it, on its strength and existence by observing and assessing patterns of change. Its main findings show that interestingly no clear causality is supported in any direction. Even more, that any relationship between human resource management practices and organisational performance seems to diminish in strength when in crisis.Item Open Access The magnificent “I” in business education: Evidence from Greece(Emerald, 2019) Anninos, Loukas; Chytiri, Alexandra-Paraskevi; Chytiri, L.The goal of this research study has been twofold. First, to examine the level of narcissism and its individual traits in students who study business, in the particular context of a regional country such as Greece and second, to test how several demographic variables are related to narcissism levels. The study consists of a theoretical part on narcissism in business education and an empirical part that was based on a survey conducted with the use of a questionnaire. The analysis includes hypothesis testing and basic statistical tests. Findings suggest that sex, study levels, years of business experience and (personal/family) income do impact specific narcissistic dimensions, which may be cause for concern both for employers and higher education providers. The study was conducted in a regional country, the participants were students of public higher education institutions only, and the questionnaire was self-reported, and this could lead to likely social desirability effects. The investigation of narcissism in the Greek business education might be of interest to: (a) business education providers (for providing curriculum that help future managers/leaders to deploy the positive characteristics of narcissism and avoid or not to develop the negative ones) and (b) to future employers to apply more effective human resource practices, i.e. selection, training, rewarding. The study at hand aimed to investigate the presence of narcissism and its individual (narcissistic) behavioral dimensions in students studying business in Greece.Item Metadata only Η σχέση Πρακτικών Διοίκησης Ανθρώπινου Δυναμικού και Οργανωσιακής Απόδοσης(HR Professional Magazine, 2017-02) Chytiri, Alexandra-ParaskeviItem Metadata only ΟΡΓΑΝΩΣΙΑΚΗ ΚΟΥΛΤΟΥΛΑ(Benos Publications, 2017-09) Chytiri, Alexandra-ParaskeviItem Metadata only Οργανωσιακή Κουλτούρα-Παράγοντες διαμόρφωσεις, επιδράσεις και μέτρηση(Research Center, University of Piraeus, 2018-03) Chytiri, Alexandra-Paraskevi