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This paper was written in order to present research undertaken in several hospital units in Greece, in order to explore: nurses' knowledge on health risk factors associated with their work responsibilities, the ways that these factors interfere with their general condition of health (physically and psychologically) and their views on future training interventions on health and safety (H&S) issues.

The methodological tools used were questionnaires completed by 213 nurses, who were working in various units of three Greek hospitals and structured interviews conducted with ten nurses, which allowed the researchers to explore more thoroughly the respondents' views/feelings on H&S risks, implications and training.

The most frequent hazard identified by nurses was hepatitis (biohazard), latex gloves and antiseptics (chemical hazards). The respondents declared that they consistently apply self-protection measures. They also acknowledged the importance of having a support mechanism among colleagues, which would provide them help when needed. They also appeared very keen on attending regularly H&S training programs, especially if these programs were administered during working hours.

The research has explored all types of health hazards (physical, chemical, biological and psychosocial) faced by nurses. The results of this study could be useful to hospital managers and H&S professionals who wish to take active measures in order to provide a safer working environment. There could also be comparisons with other similar research in other units/hospitals/health systems/countries, so as to examine whether – and for what reasons – there are differences in the way health professionals experience exposure to risk factors. Finally, this study might be useful to training designers/providers, who need to obtain a better understanding on nurses' educational/training needs when they organize and administer their various H&S training interventions.

The purpose of this paper is to integrate an extended by personal resource job demands-resources (JD-R) model in the relationship between transformational leadership and organizational performance. It is argued that the responsive, supportive and developmental leader's style will reduce employees' levels of burnout and increase their levels of work engagement and ultimately will increase organizational performance expressed by productivity, growth and creativity.

The hypotheses were tested among a national sample of 1,011 employees in 107 Greek public and private organizations operating within an environment of economic and financial crises. The operational model was tested using a multilevel structural equation modelling.

It appeared that job demands and work burnout and job resources and work engagement, serially and fully mediated the relationship between transformational leadership and organizational performance. Further, it is found that personal resources negatively and fully mediate the relationship between job resources and work burnout and positively and partially mediate the relationship between job resources and work engagement.

Data were collected using a cross-sectional design, not allowing dynamic causal inferences.

Considering that the transformational leadership style reduces employees' levels of burnout and increases their levels of work engagement and accordingly improves organizational performance, organizations are well advised to encourage this leadership style.

Transformational leadership by balancing job demands and job resources could have a positive impact on employee well-being.

The study, using multilevel testing, demonstrates that the extended JD-R model can be integrated into the transformational leadership– organizational performance relationship.

Highly committed, motivated and engaged employees assure organizational success and competitiveness. The study aims to examine the association between human resource development (HRD) practices and employee engagement with organizational commitment as a mediating variable.

Data were collected from 760 employees of 13 star-rated hotels comprising 5 (five-star) and 8 (four-star). The data supported the hypothesized relationships. Structural equation modeling was used to evaluate the proposed model and hypotheses. Construct validity and reliability were established through confirmatory factor analysis.

The results indicate that HRD practices and affective commitment are significantly associated. HRD practices and continuance commitment were shown to be non-significantly associated. HRD practices and normative commitment were shown to be non-significantly associated. Employee engagement and organizational commitment are significantly associated. The results further show that organizational commitment mediates the association between HRD practices and employee engagement.

The generalizability of the findings will be constrained due to the research's hotel industry focus and cross sectional data.

The study's findings will serve as valuable pointers for stakeholders and policymakers of the hotel industry in the adoption, design and implementation of proactive HRD interventions to keep highly engaged and committed employees for organizational competitiveness and sustainability.

By evidencing empirically that organizational commitment mediates the nexus between HRD practices and employee engagement, the study extends the literature.