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In order to test some major hypotheses on leadership styles of women managers, empirical research was conducted among subordinates with male and female supervisors in Greek firms. Analysis of results showed that neither leadership styles nor subordinates′ satisfaction differed between employees with male and female managers. The conclusions to be drawn from this analysis are that gender should not influence hiring, promotion and delegation decisions, and that women managers should be encouraged to express certain innate qualities which could contribute to the improved co‐operation and team spirit within organisations.

Presents findings of empirical research in Greek public, quasi‐public, and private organizations. Results show that commitment of managers decreases as we progress along a continuum from private towards publicly‐owned organizations; managers report the existence of a gap between the perceived and the desired organizational culture of their firm, and this “culture gap” tends to increase as we move from the private towards the public sector; organizational commitment appears to be influenced negatively by the culture gap, therefore this gap offers a plausible explanation for the lower commitment in public sector firms.

The purpose of this paper is to explore the relationship between the five‐factor model of personality (FFM) and employees' voice behavior in Greece.

Employees' personality characteristics were assessed along with their voice behavior towards their supervisor and the top management of their company. Data were collected from a cross‐sectional sample of 334 professionals.

The findings demonstrate the relationship between personality and voice behavior towards the immediate supervisor, but not towards the top management of the company, and show that conscientiousness and emotional stability are the strongest predictors of employees' voice behavior.

The results of the study should be interpreted with caution, since they are based on self‐report measures. However, the findings suggest that two personality dimensions (emotional stability and conscientiousness) are significantly related with employees' voice behavior towards their supervisor.

The findings suggest important practical implications for HR practices, such as employee communication and personnel selection, since at least two personality dimensions are related with employees' voice behavior. The study also emphasizes the significance of first line supervisors' communication style in enhancing employees' voice behavior.

This is the first study exploring the relationship between the FFM and employees' voice behavior carried out in a EU‐country, such as Greece.

Understanding employee reactions to acquisitions is important in assessing the dynamics of acquisitions and their possible success or failure. Proposes a typology of employee behaviors in acquisitions. Moreover, describes the general framework for studying employee responses, by showing the relationship between the factors contributing to the formation of attitudes which can lead to a certain behavior. Finally, discusses directions for future research regarding human resource issues.

This paper aims to explore the role of organizational silence and trust on employees' attitudes in a post‐merger stage.

The results of two independent studies are presented; participants completed measures of organizational trust, organizational silence and merger attitudes (organizational commitment and employee satisfaction) a few months following the announcement of the merger. Hierarchical regression analyzes were used to explore the hypotheses.

The results show that organizational trust is negatively related to organizational silence and positively to merger attitudes. Further, the significant role of organizational silence in a post‐merger state was also identified through the negative relationships with merger attitudes, but mainly through the significant mediating effect of silence between organizational trust and merger attitudes.

The study used self‐report measures, but necessary actions were taken in order to reduce the effect of common method variance. Therefore, it should be cross‐validated with different research designs (e.g. longitudinal research) in other countries.

The findings provide further support on the significance of organizational silence in work settings, especially at major organizational turnarounds.

The most significant contribution of the study is that it explores for the first time the role of organizational silence in a post‐merger stage and its relationship to organizational trust.

Acquisitions often have a negative impact on employee behaviour resulting in counter productive practices, absenteeism, low morale and job dissatisfaction. It appears that an important factor affecting the successful outcome of acquisitions is top management’s ability to gain employee trust. Explores a number of variables which bear an impact on managerial trustworthiness. Among them, frequent communication before and after acquisition, and the already existing quality of employee relations seem to play the most important role. Therefore, a carefully planned, employee‐centered communication programme, together with a good level of employee relations, seem to form the basis for a successful outcome as far as employee relations in the face of acquisitions is concerned.

The authors explore the nature of commitment, job satisfaction and job characteristics, and the nature of the interrelationships among these variables concerning expatriate employees in Saudi Arabia. An examination of a sample of 504 expatriate employees reveals that these employees are, by and large, indifferent with respect to their perceptions of commitment, job satisfaction, and job characteristics. In addition, the results provide strong support for (1) the influence of job satisfaction on commitment, (2) the influence of job variety on commitment, and (3) the influence of job autonomy, identity, and feedback on job satisfaction.

In the article he discusses the importance to the personnel profession of the management of working women with reference to the position of women at work in Britain today, how gender inequalities arose, and how the position needs to change through this decade. The issue of child care is addressed, and women's stress, coping and health reviewed.