The Evolution of Dispute Resolution, Negotiation, and Mediation in Greece

Au cours des quinze dernières années, l'économie mondiale, surtout des pays industrialisés, a connu une série de transformations radicales et continuelles sur les plans macro et microéconomiques. Ces transformations qui ont remis en question et changé les prémisses de base des structures d'emploi constituent un retournement du système traditionnel des relations professionnelles d'après-guerre en faveur d'un nouvel ordre. Afin de comprendre à fond les développements contemporains dans le domaine des relations professionnelles, on élabore ici un cadre de développement des relations professionnelles en quatre étapes. Il existe deux courants de « nouvelles relations professionnelles ». Il semble que le premier courant qui implique la reconstruction et les innovations en matière de négociation collective et de résolution de conflits est privilégié par la CEE. Le deuxième courant qui est représenté par la gestion des ressources humaines provient des États-Unis. Bien que chacun des deux courants présuppose une philosophie, des modèles et des techniques de gestion bien différents, il semble qu'ils ont des éléments communs et que leurs perspectives d'avenir dépendent fortement de relations du travail de haute confiance.La Grèce, qui est arrivée très tard sur la scène du débat des nouvelles relations professionnelles, a adopté la première des deux approches mentionnées ci-dessus, manifestant ainsi en 1990 un revirement dans son système des relations professionnelles.Bien que cette décision soit prise en vue d'une harmonisation avec la politique de la CEE, elle s'inscrit mieux dans le contexte des caractéristiques et des spécificités historiques des relations professionnelles en Grèce. L'institutionnalisation de la « négociation collective libre » au niveau de l'industrie et de l'établissement, l'intervention du tiers sur une base volontaire et la création de l'Organisation de médiation et d'arbitrage (OMED) constituent l'essentiel du nouveau statu quo des relations du travail en Grèce. Quant à l'OMED, on soutient qu'il représente une expérience intéressante non seulement dans le contexte grec mais aussi dans le cadre de la résolution de conflits dans les pays occidentaux. Une évaluation globale (il s'agit du premier volet d'une étude en cours menée par les deux auteurs) des deux premières années de l'OMED confirme que des changements graduels et positifs dans le climat des relations professionnelles en Grèce sont en cours.In this paper, a four-phase theory of industrial relations evolution is formulated so as to obtain a deeper understanding of contemporary deuelopments in industrial relations, as well as to situate the pattern of Greek industrial relations prior to 1990. Greece initiated a "U-turn " in its industrial relations system in the 1990s. The institutionalization of free collective bargaining, third party intervention on a voluntary basis, and the establishment of the Organization of Mediation and Arbitration (OMED) form the core of the new status quo in employee-employer relations in Greece. A general evaluation of the three years' experience of OMED indicates that a gradual, positive change in the atmosphere of the Greek industrial relations appears to have taken place. However, the transition from a long-standing low-trust and authoritarian industrial relations pattern requires the diffusion of new knowledge and experience, changes in cultures and support from multiple sources

Organizational commitment profiles and job satisfaction among Greek private and public sector employees

Recent research into organizational commitment has advocated a profiles-based approach. However, with the exception of Wasti, published findings are confined to North American samples. This article examines the relationships between organizational commitment profiles and job satisfaction in Greece. Greek organizations have rarely been the subject of detailed examination, so the study provides baseline information regarding levels of organizational commitment and job satisfaction in Greece. Both private sector (N = 1119) and public sector (N = 476) employees in Greece were surveyed, as this sectoral distinction is regularly associated with different patterns of job-related attitudes. The contrasts between Greek and Anglo-American values present a new challenge to the profiles approach. The results confirm the utility of the profiles approach to the study of organizational commitment. Affective organizational commitment was found to be most influential with respect to levels of intrinsic and extrinsic job satisfaction. This concurs with other studies of the behavioural outcomes of commitment. Copyright © 2007 Sage Publications

The link between job satisfaction and organizational commitment:differences between public and private sector employees

Employees in the public and private sectors experience different working conditions and employment relationships. Therefore, it can be assumed that their attitudes toward their job and organizations, and relationships between them, are different. The existing literature has identified the relationship between organizational commitment and job satisfaction as interesting in this context. The present field study examines the satisfaction–commitment link with respect to differences between private and public sector employees. A sample of 617 Greek employees (257 from the private sector and 360 from the public sector) completed standardized questionnaires. Results confirmed the hypothesized relationship differences: Extrinsic satisfaction and intrinsic satisfaction are more strongly related to affective commitment and normative commitment for public sector employees than for private sector ones. The results are discussed, limitations are considered, and directions for future research are proposed

Political leaders' identity leadership and civic citizenship behavior:The mediating role of trust in fellow citizens and the moderating role of economic inequality

Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the contributions of trust and economic inequality to this relationship. Political leaders' identity leadership (PLIL) was positively associated with respondents' people-oriented civic citizenship behaviors (CCB-P) in 20 of 26 countries and civic citizenship behaviors aimed at one's country (CCB-C) in 23 of 26 countries. Mediational analyses also confirmed the indirect effects of PLIL via trust in fellow citizens on both CCB-P (in 25 out of 26 countries) and CCB-C (in all 26 countries). Economic inequality moderated these effects such that the main and indirect effects of trust in one's fellow citizens on CCB-C were stronger in countries with higher economic inequality. This interaction effect was not observed for CCB-P. The study highlights the importance of identity leadership and trust in fellow citizens in promoting civic citizenship behavior, especially in the context of economic inequality.</p

Normative commitment and loyal boosterism: Does job satisfaction mediate this relationship?

Abstract The relationship between attitudes and behaviours, and particularly organizational citizenship behaviour (OCB

The impact of a lasting economic crisis on employee attitudes: a follow-up and extension

This paper presents a follow-up study of Markovits et al.’s (2014) comparison of large samples of Greek employees before and at the onset of the economic crisis. Now at the crisis’ peak, we again sampled data from 450 employees about their job satisfaction, organizational commitment, regulatory focus, and burnout. Overall, compared to the two samples before, employees’ job attitudes further decrease with lower normative and higher continuance commitment, lower (extrinsic and intrinsic) job satisfaction and both lower promotion and (somewhat surprisingly) even lower prevention orientation. Expanding previous studies, results show that satisfaction and commitment are also related to burnout and that those participants who are currently employed but had experienced personal unemployment during the crisis showed more negative attitudes and higher burnout

The Impact of a Lasting Economic Crisis on Employee Attitudes: A Follow-up and Extension

This paper presents a follow-up study of Markovits et al.’s (2014) comparison of large samples of Greek employees before and at the onset of the economic crisis. Now at the crisis’ peak, we again sampled data from 450 employees about their job satisfaction, organizational commitment, regulatory focus, and burnout. Overall, compared to the two samples before, employees’ job attitudes further decrease with lower normative and higher continuance commitment, lower (extrinsic and intrinsic) job satisfaction and both lower promotion and (somewhat surprisingly) even lower prevention orientation. Expanding previous studies, results show that satisfaction and commitment are also related to burnout and that those participants who are currently employed but had experienced personal unemployment during the crisis showed more negative attitudes and higher burnout

Identity Leadership Going Global: Validation of the Identity Leadership Inventory (ILI) across 20 Countries

Recent theorizing applying the social identity approach to leadership proposes a four dimensional model of identity leadership that centers on leaders’ management of a shared sense of “we” and “us”. The present research validates a scale assessing this model — the Identity Leadership Inventory (ILI). We present results from an international project with data from all six continents and from more than 20 countries/regions with 5,290 participants. The ILI was translated (using back-translation methods) into 13 different languages (available in the Appendix) and used along with measures of other leadership constructs (i.e. LMX, transformational, and authentic leadership) as well as employee attitudes and (self-reported) behaviors — namely identification, trust in the leader, job satisfaction, innovative work behavior, organizational citizenship behavior, and burnout. Results provide consistent support for the construct, discriminant, and criterion validity of the ILI across countries. We show that the four dimensions of identity leadership are distinguishable and that they relate to important work-related attitudes and behaviors above and beyond other leadership constructs. Finally, we also validate a short form of the ILI, noting that is likely to have particular utility in applied contexts