This paper investigates the relationship between transformational leadership and job satisfaction of hotel employees working on non-luxury hotels (3/4 star hotels) in Athens, Greece. Although literature suggests that types of leadership affect job satisfaction on hotels, their effects on non-luxurious city hotels are not researched. This research aims to respond to this need, providing data on the influence of types of leadership on job satisfaction in non-luxurious city hotels. The research used a questionnaire that measured the job satisfaction of participants through the Job Satisfaction Survey questionnaire which relies on several dimensions. The analysis demonstrated an overall satisfaction of the participants regarding their workplace and working conditions. Contrary to the luxurious hotels where transformational leadership is clearly perceived by employees, the research results indicated that employees recognize managers’ striving for effective co-operation within the company. This paper will examine the contribution of types of Leadership to Job Satisfaction, shaping the prospects for improving the efficiency and effectiveness of employees in the Tourism Sector. The results of the study confirmed previous findings, according to which certain types of Leadership are positively correlated with Job Satisfaction. This knowledge can greatly improve the management of human resources in the hotel sector.

Purpose: – The purpose of this paper is to investigate the relationship between elementary and secondary teachers’ background characteristics and constructs of self-efficacy, using the Teachers’ Sense of Efficacy Scale – TSES, during a difficult economic period for Greece and other European countries.Design/methodology/approach: – Equation modeling techniques were used to examine the construct validity of Greek version of TSES and second to examine teachers’ self-efficacy profile in primary and secondary schools during a difficult economic period for Greece and other European countries.Findings: – The findings of the study, using the equation modeling techniques, revealed that a multidimensional first-order three-factor model fits well to the data using multiple-group analysis, the results of the study indicate that background characteristics, such as teachers’ gender, teaching experience, educational level (elementary and secondary level) and age affect their self-efficacy factors (efficacy in student engagement, efficacy in instructional strategies and efficacy in classroom management).Research limitations/implications: – The data of the specific analysis is based on centralized education systems during a difficult economic period. For improvement, future research using longitudinal approaches may give further important factors across different academic years and across the same individuals. Further research is also required in order to investigate the relationship between self-efficacy and students’ achievement.Originality/value: – The originality and value of the current manuscript highlights the confirmation and the interpretation of latent factors measuring elementary and secondary school teachers’ self-efficacy (TSES) based on a centralized educational system.

This article examines the incorporation of sustainability into Human Resource Management (HRM) practises, emphasising the role of HR as a catalyst for sustainable growth within organisations. The study employs a qualitative research methodology, relying on comprehensive interviews with HR specialists from various businesses. These interviews explore the methods, problems, and triumphs related to integrating sustainability into HR services, including recruitment, training, performance management, and employee engagement. The qualitative insights indicate essential strategies, such as the implementation of eco-friendly recruitment procedures, the execution of sustainability-oriented training, and the incorporation of environmental and social objectives into performance evaluations. This study elucidates recommended methods for cultivating a culture of sustainability in organisations, as well as the perceived effects of staff dedication, organisational morale, and company image. The results underscore the crucial role of HRM in advancing sustainability, illustrating how qualitative insights may guide practical measures for developing a workforce fit with long-term social and environmental objectives.

The main aim of this study is to examine the effect of principals’ transformational leadership on teachers’ self-efficacy across 77 different Greek elementary and secondary schools based on a centralized education system. For the investigation of the above effect multilevel Structural Equation Modelling analysis was conducted, recognizing the nested nature of the data (teachers withing schools). It was using the approach of Muthén and the software package MPlus. For the purpose of this study, psychometric properties of the Principal Leadership Questionnaire (PLQ) and The Teachers’ Sense of Efficacy Scale (TSES) were examined using structural equation modelling techniques. The results revealed that general factor representing the items of PLQ have an effect upon TSES constructs (efficacy in student engagement, and efficacy in instructional strategies). The originality and value of the current manuscript highlights the stability of the effect of transformational leadership and self-efficacy in a centralized educational system and the importance of the application of different transformational leadership behaviours concerning the enhancement of teacher’s self-efficacy. Conclusions on the implications, suggestions for future research and limitations of the findings are drawn.

Seasonality and its impact on staff turnover and conflict within the workplace is one of the most crucial issue that seasonal hotels are called to deal with. The purpose of this study is to examine the effect that workplace conflict and turnovers have on service quality of seasonal hotels in Greece. The outcome of the research indicated that hotel management’s policy in resolving conflicts affects mainly job turnover rather than the frequency of conflicts. In fact, it was found that cooperation strategies are likely to reduce employee turnover through the resolution of conflicts, while enforcement/competition or avoidance strategies enhances the possibility of employee turnover. Finally, it was found that service quality was not related to either the intention to leave or the manifestation of conflicts.