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This paper examines the relationship between HRM (in terms of the orientation of the function) and firm performance in Greek firms, using the universalistic approach. In order to acquire a better view of this much‐researched issue, measures for various aspects of firm performance have been used, controlling for external environment, competitive strategy, and organizational size. The research findings show that HRM has a more significant influence on growth/innovation indices, as opposed to financial performance. Also, high orientation in all HRM models does not lead to improved firm performance, as was initially expected.

This paper aims to explore the performance appraisal (PA) aspects that are connected with organizational justice, and more specifically three kinds of justice, namely distributive, procedural and interactional justice.

The research is based on a sample of 170 respondents who answered a questionnaire giving their perceptions on the purpose and criteria of PA, their satisfaction from PA and organizational justice.

The results show that procedural, distributive and interactional justice are related with different elements of performance appraisal. Elements of satisfaction are strongly related to all aspects of organizational justice. The PA criteria are related to procedural justice.

The main limitation is that the research provides information based only on one source, that of the appraisee. However, it highlights the role of employee satisfaction to organizational justice, linking different sources of satisfaction to different elements of justice.

This paper has practical implications for HRD, as it provides HR practitioners with suggestions on how to increase the perceived justice of the PA system.

The value of this paper is to HR practitioners who design PA systems, and also managers acting as appraisers of their subordinates.

This article seeks to discuss the role that line managers take up concerning human resource management issues among Greek firms and to propose ways for enhancing the synergistic relationship between human resource (HR) and line managers.

It presents the trends of line management involvement in Greek firms, from 1993‐2003, based on the CRANET survey. The survey results are enhanced by qualitative data from focus groups.

Findings show that during the past ten years there has been an increasing tendency for collaboration, with the main responsibility increasingly falling on the HR department. Moreover, the main obstacles to this collaboration are presented.

The main research limitation is the limited data that the CRANET questionnaire provides on the issue of HR – line management partnership. However, the focus groups enrich the survey data with qualitative results. Implications for practice derive from the qualitative results.

The value of this paper is mainly to line managers that are involved in human resource management activities, since the difficulties that occur from this partnership are discussed.

This paper attempts to interpret the HRM practices studied through the CRANET research in the light of the general societal culture tendencies as revealed by the GLOBE study. The study analyses the nine dimensions of societal culture, using data from 19 countries that have participated in both studies (Australia, Austria, Denmark, Finland, France, Germany (former East and West), Greece, Ireland, Israel, Italy, Japan, The Netherlands, Portugal, Spain, Sweden, Switzerland, Turkey and UK). The most significant correlations between societal culture and HRM have been isolated and will be discussed. Results show that the function that seems to be related the most to culture is internal communication, while the least related is rewards and benefits. This study's findings could serve as a guide in transferring HRM policies within MNCs or across countries, as they give an indication of the most culture‐sensitive practices and the way they are related to societal culture characteristics.

This paper presents the results of an empirical research concerning the influence of the Chief Executive Officer’s (CEO) personality on the export behaviour and performance of 81 manufacturing firms in a small European country. Regression analysis was applied in order to determine which of the personality characteristics studied could explain the export performance of the firms. The results showed that there are several personality traits of the decision maker that can be related to export involvement, supporting the “upper echelons model” that contends that firm performance is a reflection of its top managers. Moreover, the effect of the CEO’s personality on the export performance was found to be much stronger in small enterprises than in larger ones.

This paper attempts to investigate the transformation in the role of the HR function in Greek firms, as a result of the use of internet and technology.

The paper is based on both quantitative and qualitative methodology. A survey and focus groups took place in order to meet research objectives.

This paper examines and discusses the development of e‐HR use in Greece and the reasons for adoption of e‐HR practices focusing on strategy, process and HRM issues. Findings show that e‐HR facilitates the transformation of HRM role into a more strategic one. Driving forces and critical success factors of e‐HR adoption and implementation are identified and discussed.

Limits its usefulness to countries that experience a stage of HRM professionalisation and technological development similar to that of Greece.

Identifies critical success factors in e‐HR adoption as well as main problems associated with it.

Qualitative results provided by the focus groups give an illustrative picture of the companies presented.

This paper aims to examine the dynamics of individual and organizational characteristics in work‐family conflict (WFC) and career outcomes. It aims to consider the role of self‐esteem, career management and multiple life role commitment, and, as individual characteristics, on WFC and career outcomes; it also seeks to consider the role of career encouragement and organizational culture, as organizational characteristics, on WFC and career outcomes.

The research was carried out in a sample of 399 females at different levels of management in Greek organizations. The hypotheses were tested using structural equation modeling.

The findings show that both individual and organizational characteristics are significant in determining WFC and career outcomes. No relationship is found between WFC and career outcomes. Overall, the results support the depletion theory.

Limitations of this study are: the complexity of the model, the use of cross‐sectional data in causal modeling that makes it difficult to disentangle the directions of paths, and the use of only self‐report survey data. Research in progress addresses these issues by incorporating qualitative data collected from a sub‐sample of managers.

The paper highlights the outcomes of the choices women make in the work and non‐work domains in order to balance the demands of each.

The paper highlights that WFC is considered both as an outcome and as a mediator in the relationship between individual and organizational characteristics and career outcomes.

The purpose of this paper is to introduce a selection of papers within the issue that discuss the work‐family interface.

The themes of the papers in the issue are outlined

The papers address the following: conflict, facilitation and individual coping styles across the work and family domains; generational differences in work‐family conflict and work‐family synergy for Generation X, baby boomers and matures; the development and transmission of work‐related attitudes; a cross cultural comparison of female managers attitudes, experiences and career choices; the impact of individual and organisational characteristics on work‐family conflict and career outcomes, and the variation of work life integration experiences of mid‐career professional women.

The paper introduces the special issue which provides a varied mix of theoretical approaches and multi‐level perspectives to scope out and explain the links between work and family life.