Dr Rea Prouska
| Name | Dr Rea Prouska |
|---|---|
| Job title | Director of UG Leadership, Work and Organisation Programmes |
| Research institute | |
| Primary appointment | Business School Leadership |
| Email address | rea1@mdx.ac.uk |
| Contact category | Academic staff (past) |
Research outputs
The impact of global economic crisis and austerity on quality of working life and work-life balance: a capabilities perspective
Chatrakul Na Ayudhya, U., Prouska, R. and Beauregard, T. 2019. The impact of global economic crisis and austerity on quality of working life and work-life balance: a capabilities perspective. European Management Review. 16 (4), pp. 847-862. https://doi.org/10.1111/emre.12128Rewarding employees in turbulent economies for improved organisational performance: exploring SMEs in the South-Eastern European region
Prouska, R., Psychogios, A. and Rexhepi, Y. 2016. Rewarding employees in turbulent economies for improved organisational performance: exploring SMEs in the South-Eastern European region. Emerald Publishing Limited. https://doi.org/10.1108/PR-02-2015-0024Do not say a word! Conceptualizing employee silence in a long-term crisis context
Prouska, R. and Psychogios, A. 2018. Do not say a word! Conceptualizing employee silence in a long-term crisis context. The International Journal of Human Resource Management. 29 (5), pp. 885-914. https://doi.org/10.1080/09585192.2016.1212913A three-fold framework for understanding HRM practices in south-eastern European SMEs
Psychogios, A., Szamosi, L., Prouska, R. and Brewster, C. 2016. A three-fold framework for understanding HRM practices in south-eastern European SMEs. Employee Relations. 38 (3), pp. 310-331. https://doi.org/10.1108/ER-07-2014-0078Work-life balance can benefit business during financial crisis and austerity: human resources (HR) must convince management of the need for a flexible approach
Chatrakul Na Ayudhya, U., Prouska, R. and Lewis, S. 2015. Work-life balance can benefit business during financial crisis and austerity: human resources (HR) must convince management of the need for a flexible approach. Human Resource Management International Digest. 23 (5), pp. 25-28. https://doi.org/10.1108/HRMID-05-2015-0078Rewarding employees in economies under crisis and transition: the application of the total reward model in south-eastern European SMEs and its impact on organisational performance
Prouska, R., Psychogios, A. and Rexhepi, Y. 2014. Rewarding employees in economies under crisis and transition: the application of the total reward model in south-eastern European SMEs and its impact on organisational performance. Middlesex University Business School.Creating positive employee change evaluation: the role of different levels of organizational support and change participation
Fuchs, S. and Prouska, R. 2014. Creating positive employee change evaluation: the role of different levels of organizational support and change participation. Journal of Change Management. 14 (3), pp. 361-383. https://doi.org/10.1080/14697017.2014.885460The historical trajectory of a peripheral national business system
Kapsali, M. and Prouska, R. 2014. The historical trajectory of a peripheral national business system. in: Westwood, R., Jack, G., Rafi Khan, F. and Frenkel, M. (ed.) Core-Periphery Relations and Organisation Studies UK Palgrave Macmillan. pp. 100-120Perceptions of employability and the use of ePortfolios: an exploratory study
Mimirinis, M. and Prouska, R. 2012. Perceptions of employability and the use of ePortfolios: an exploratory study. AAEEBL 2012 Conference: e-Portfolios as a Catalyst for Connections. Celebrating the curious, creative and capable learner. Boston, MA, USA 16 - 19 Jul 2012[Book Review:] Human resource management in project-based organizations – the HR Quadriad framework
Kapsali, M. and Prouska, R. 2012. [Book Review:] Human resource management in project-based organizations – the HR Quadriad framework. Scandinavian Journal of Management. 28 (2), pp. 197-198. https://doi.org/10.1016/j.scaman.2012.01.001Part III: conclusion: summary, comparison and suggestions
Prouska, R. and Kapsali, M. 2011. Part III: conclusion: summary, comparison and suggestions. in: Prouska, R. and Kapsali, M. (ed.) Business and management practices in Greece: a comparative context Palgrave Macmillan. pp. 259-303Human resource management
Prouska, R. 2011. Human resource management. in: Prouska, R. and Kapsali, M. (ed.) Business and management practices in Greece: a comparative context Palgrave Macmillan. pp. 170-185Critical issues in people resourcing (2): the dilemmas with outsourcing and offshoring
Prouska, R. 2010. Critical issues in people resourcing (2): the dilemmas with outsourcing and offshoring. in: Roper, I., Prouska, R. and Chatrakul Na Ayudhya, U. (ed.) Critical Issues in Human Resource Management. London Chartered Institute of Personnel Development. pp. 161-177Critical issues in human resource management
Roper, I., Prouska, R. and Chatrakul Na Ayudhya, U. 2010. Critical issues in human resource management. London Chartered Institute of Personnel Development.Greece: mind the gap: employee perspective.
Prouska, R. 2010. Greece: mind the gap: employee perspective. Boston, Massachusettes Boston College.Greece: statistical profile
Prouska, R. 2009. Greece: statistical profile. Country profiles.Global trends and challenges to the HR profession.
Prouska, R. and Cooke, F. 2006. Global trends and challenges to the HR profession. Human factor. 1 (2), pp. 19-25.1847
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