Search

Objectives The subject of the article's authors' consideration is the issue of job crafting (JC), in relation to perceived stress at work, among representatives of diverse professional groups. The article aims to answer the following questions: Do the participating occupational groups differ in terms of (individual aspects and total outcome) job crafting, stress at work? Is there a relationship between job crafting (job shaping) and the level of perceived stress at work in the study groups? Material and methods Validated questionnaires-The Job Crafting Questionnaire and the Job Crafting Questionnaire were used in the study. The level of perceived stress was investigated using the Perceived Stress at Work Questionnaire. A total of 138 people with a higher education participated in the study. The four groups of respondents (Polish and foreign university teachers, managers and professionals) did not differ in terms of gender parity, age and length of service. Results The research results showed that the studied groups differ only in terms of shaping work, but there are no statistically significant differences between them in the perception of stress at work. In addition, it has been shown that there is a strong, inversely proportional relationship between the level of job crafting (both in relation to individual scales and the total score), which means that the ability to shape work coexists with a lower level of perceived stress. Conclusions The existence of a relationship between job design and perceived occupational stress, in the groups analysed, confirms the importance of a sense of agency and control in maintaining an employee's psychological balance. The data obtained have an applied dimension and indicate that a number of measures can be taken to improve employee well-being and contribute to organisational development.

Objectives In view of upcoming changes, the issue of workforce skills necessary for efficient performance of multicultural teams in Industry 5.0 is both important and topical. The aim of the study reported in this this article is to identify particular workforce skills which managers from seven European countries consider crucial for efficient performance of multicultural teams in Industry 5.0. Material and methods To achieve this aim, in April 2023 the author conducted a study using mixed research methodology (i.e. a qualitative study with quantitative elements) based on a literature review and an in-depth group interview. The theoretical part of the article describes workforce skills relevant to Industry 5.0, which is followed by a presentation of the methodology of the study, its results, and conclusions. Results Based on the literature and the results of the interview, the author demonstrates that the requirements for workforce skills important in Industry 5.0 are changing towards soft skills. Moreover, in the opinion of managers who work with multicultural teams, the crucial skills of members of such teams that will ensure their efficient performance in Industry 5.0 belong to the group of skills categorised as working with people (following the classification of The World Economic Forum, Future of Jobs Report, 2020). Conclusions Another significant finding of the study is the observation that the transformation of companies within Industry 5.0 will require a change in the approach to workforce skills, especially in culturally diverse work environments (i.e. multicultural teams).

Based on the research carried out, the article presents the results of the diagnosis of the organizational culture of selected multicultural enterprises from Poland, Spain and Portugal. The research carried out by the authors of this article is a pilot study, conducted as an introduction to more extensive and in-depth research in the field of human resource management in conditions of cultural differences. Research on the role and significance of organizational culture in a multicultural work environment was carried out, inter alia, using Cameron and Quinn's competing value model, which the authors also refer to in this publication. The article presents in a graphic form only partial results of the research carried out in 2022. In this publication, they concern the types of organizational cultures in the surveyed enterprises. The authors also indicated differences in organizational culture between Polish enterprises and Spanish and Portuguese enterprises.

The aim of this paper is to evaluate the behavior of small and medium-sized enterprises against a backdrop of the risk of extraordinary events and to present the key actions to allow business continuity in the present environment. To meet the study objective, a mixed research methodology was applied. The case study was conducted on the basis of case files of the District Court in a damages action for a loss of profit brought by a small enterprise owner. The financial analysis comprised records filed in the claim for damages and was aimed to illustrate the consequences following from owner’s exclusion from business activities and to examine the compliance of the contents of the above documents with the concepts of management and quality sciences. The court proceedings, along a literature review, were used in the process of conclusion-making with the application of techniques of deduction to produce a general model of reference for proceedings regarding extraordinary events in the operation of small and medium enterprises. One of the more significant findings to emerge from this study is that the provision of business continuity conditioned, among other things, by revenues, requires solutions regarding procedures of extraordinary occurrence risk management.

Organisational culture has been studied by researchers for decades. Their avid interest in this issue is primarily related to its considerable impact on various areas of organisational life and on a company’s relations with its environment. The importance of organisational culture is of particular relevance in multicultural work environments, in which managers’ daily work consists in dealing with employees from various national cultures and with multicultural teams pursuing a company’s goals. Organisational culture is directed at eliminating organisational behavioural ambiguity and promoting employees’ pro-effective behaviours, which seems particularly pertinent in case of a culturally diverse workforce. In the theoretical part of the article, the Authors define the term organisational culture, discuss the functions of this culture, and present the Cameron and Quinn competing values model, while in the research part, they describe the methodology of the study, report the results of the interviews, and draw the conclusions. The Authors conducted the interviews analysed in the article with the Polish, Spanish and Portuguese managers in 2022. The analysis of both the literature and the results of the study allowed them to demonstrate the importance of organisational culture in contemporary management, especially in the context of managing people in multicultural work environments.

Social competences in the workplace have been of interest to researchers for years. They are among the key competences for lifelong learning and relate to all types of behaviour that enable individuals to participate and cooperate effectively – both socially and professionally – in various environments (European Parliament, 2006). Employees’ social competences play a vital role in the workplace as they influence relationships within teams. These relationships affect team effectiveness, thus are particularly significant in culturally diverse work environments. In the theoretical part of the article, the author explains the term “social competences,” describes their elements, and discusses their role in the effective functioning of multicultural teams. In the empirical part, she presents the methodology of her study, the results obtained, and the conclusions derived from them. The study described in the article (two in-depth group interviews) was conducted in 2022, and its participants were managers of different nationalities who work in multinational companies and have been managing culturally diverse teams for a minimum of three years. The Author assumed the preliminary nature of the study and intends to continue it in the future within the area analysed in the article. Based on the review of the literature and the results of her study, the author has demonstrated a vital role played by employees’ social competences in culturally diverse workplaces. In the opinion of the managers who participated in the study, the most important social competences include verbal and non-verbal communication, social intelligence, and building positive interpersonal relations. As far as the most effective ways of developing these competences in members of multicultural teams are concerned, they listed individual trainings, workshops, and coaching.

The aims of the article are to describe how Czech, Portuguese, and French managers define the concept of “power,” to identify the sources of power they use, and to demonstrate the impact of their power on managing their culturally diverse teams. The research problem focuses on finding the answers to the questions: How do Czech, Portuguese, and French managers understand the term “power”? What sources of power and ways of exercising it do they use in practice? What areas of people management are affected by managers’ power? The research methods consist of a literature review and individual in-depth interviews with managers conducted in 2022. The theoretical part defines the term “power,” and describes the sources of managers’ power and their ways of exercising it. The research part reports the results of the interviews with the managers. The study demonstrates the importance of managers’ power and its impact on people management in multicultural workplaces. The results of the interviews reveal that the managers accurately define the term “power” and frequently use its most common sources: legitimate and reward power. According to the managers, in workplaces with culturally diverse employees their power exerts a significant impact on people management.

Building a competitive advantage in the hotel industry today requires the kind of leadership that is open to multiculturalism of both customers and employees. The main goal of the article is to analyze the role and importance of multiculturalism in contemporary leadership and to define the responsibility of leaders in managing employees in a multicultural environment, in the context of 21st century hotel management. The authors prove that the challenges related to multiculturalism (of employees and clients) are very large, while leadership in the conditions of multiculturalism requires special qualities and skills of leaders. In the first part of the article, the authors explain the concept of multiculturalism and the importance of multiculturalism in managing human resources. The next part describes leadership in a multicultural environment. Then, solutions for managing people in modern hotels are presented. Next, the 21st century hotel is presented as a multicultural environment. The last part describes cultural diversity as a challenge for leadership in the context of the hotel industry.

Today, in the globalized world of the 21st century, the issue of leadership is topical and particularly important, hence it is not surprising that it is extensively analyzed in numerous publications. The role and significance of leadership primarily result from the fact that it has a great impact on the achievements of teams and companies, relations between people, their motivation to work, their openness to changes and new challenges, and a vision of the future development of the company.The theoretical part of the article first explains the concept of leadership and its significance, and next describes multiculturalism as a challenge for contemporary leadership in the context of managing intercultural teams. The empirical part presents the methodology of the study and the results obtained, which are followed by conclusions and recommendations.The research described in the article (ten telephone interviews) was conducted with international companies among managers who work with culturally diverse teams. At this stage the research is preliminary, and the author intends to conduct an in-depth study among managers of multinational companies in Poland and Spain that will investigate the role of leadership in managing multicultural teams.The main aim of the article is to demonstrate the importance of leadership in managing multicultural teams. Considering this aim, the following research question was formulated: How do Polish managers employed in multinational companies define leadership and how do they perceive the role of leadership in managing multicultural teams?

In the dynamic environment of the tourism industry, especially in hotel management, a properly implemented concept of talent management has a significant impact on attracting, hiring, developing, and maintaining outstanding, talented employees in order to develop long-term. The main goal of the article is to determine the role of talent management in the management of contemporary hotels. Based on numerous sources, the authors argue that the approach to talent management in hotels leads to more effective use of human resources and builds a competitive advantage. In the first part of the article, the authors explain the concepts of talent and talent management and highlight the importance of talent management in human resources management. The next part describes the special role of managers in the process of talent management in hotels. Next, the authors present the employment in the hotel industry in EU countries; in the last part of the article they indicate mistakes and challenges related to the talent management in the hotel industry. Challenges in the field of talent management basically apply the entire process, managing the whole talent flow (entry, learning, development, compensation, analysis and evaluation, and exit). One of the biggest challenges in the field of talent management are attracting talented employees and positioning the organization (hotel) as a desirable employer and systematic building and updating the organization’s talent map, with an indication of the strengths and weaknesses of talented employees as well as the possibilities and limitations of their development.

The issue of intercultural management has become particularly pertinent because of globalization and the internationalization of economic activity undertaken by contemporary companies. Intercultural management and its challenges are extensively analysed in numerous Polish and foreign publications. The significant role played by intercultural management primarily stems from the tremendous impact it exerts on the efficient functioning of multicultural teams, the relationships between the people in these teams, and their communication and motivation. Moreover, at present it is a crucial aspect of the everyday work of managers operating in culturally diverse work environments. The article is of a theoretical nature. The first part describes the role and importance of manager values in the context of cultural diversity in their work environments, followed by the presentation of the concept and meaning of intercultural management. Next, the impact managers exert on the management of culturally diverse teams in modern organizations is analysed. The final part describes selected challenges connected to educating and training modern managers to work in intercultural work environments. The aim of the article is to demonstrate the role and importance of intercultural management as a vital aspect of modern managers’ work and to identify educational challenges related to this area.

The purpose of this article is to identify the role and importance of talent management, which, according to the authors, is a very important element in the development and improvement of human resources in contemporary organizations. Based on a number of sources, the authors express their conviction that the use of talent management in an organization influences the betterment of the potential and capabilities of employees – after analyzing the needs and expectations of both organizations and employees. In the first part of the article the author will focus on the concepts of talent and talent management and their importance for the smooth functioning of the organization. The next part of the article will show that talent management is an important part of modern human resource management. The authors then describe the factors that influence talent management and the positive and negative effects of talent management.

The aim of this article is an ana lysis selected issues in international human resource management. On the basis of numerous sources that the author to cite, expresses the conviction that the challenges of contempo-rary international human resources management - are very large and exceptionally up to date. In the first part of the article attention was paid to understanding the concept of international human resource management and the determinants of International HRM. Further chapter described the problems related to multiculturalism in international human resource management. Managers' features and skills in international companies is another problem presented in the article. The issues related to foreign missions in the context of expatriation and repatriation are also described. In the last part of the article pointed out the main challenges in the contemporary organizations in the area of international human resource management.

RESEARCH OBJECTIVE: The article addresses important and current issues regarding stress at work of contemporary managers and the implications of stress, including for family life. The purpose of the article is to indicate the causes and effects of managers’ professional stress. THE RESEARCH PROBLEM AND METHODS: The research problem is an attempt to answer the question – how stress affects managers in professional and private life? Based on the literature of the subject and in relation to the results of selected surveys, the authors prove that professional stress in the case of managers adversely affects not only the professional environment in which the manager works, but also has a bearing on the family’s functioning. THE PROCESS OF ARGUMENTATION: Professional stress is an increasingly common phenomenon in modern organizations. In the case of managers, it is usually the result of their weakened resilience in overcoming and solving the difficulties, long-term fatigue and emotional strains they experience at work. RESEARCH RESULTS: Stress affects the entire manager’s surroundings negatively. At work, it is increased absenteeism, more mistakes made, emotional arousal or loss of self-confidence. In family life, this is excessive nervousness, physical and mental tension that acts destructively on family members, lack of interest in the affairs of loved ones and aggression. CONCLUSIONS, INNOVATIONS, AND RECOMMENDATIONS: Employers and personnel departments in order to level the level and effects of stress should initiate research aimed at identifying the causes of manager’s stress. Training in stress management and undertaking activities that reduce the stressfulness of the work environment, such as changing the scope of tasks, goals or responsibilities, are important.