The article discusses onboarding in Polish enterprises analyzed from the perspective of HR specialists. The subject of consideration in the article falls within the area of broadly understood concern for the sustainable development and well-being of employees adjusting to a new work environment during their adaptation period. Actions taken by HR specialists have a significant impact on the behavior of employees and their well-being and satisfaction in the new workplace, including commitment and care for all stakeholders involved in building a positive psychological climate at the time of starting work. The aim of the article was to identify onboarding practices implemented in selected types of Polish enterprises and selected factors determining the choice of specific practices, such as analyzing the dependencies between the type of an enterprise and the implementation of onboarding practices in it, identifying the perception of these practices by HR male and female specialists at a given age and with given seniority, and determining whether the practice of assigning a buddy to new employees depends on the type of enterprise. The study described in the article was conducted in 178 medium-sized Polish enterprises, of which, 25 were manufacturing companies, 34 were trading companies, and 119 were service companies. In each enterprise, an HR specialist completed a questionnaire on onboarding. The analysis of the dependencies between the type of company and the type of onboarding implemented in it (general, position, or team onboarding) revealed no statistically significant differences between the types of companies participating in the study and the type of onboarding implemented in them. The discrepancies between preferences for particular onboarding practices and the gender, age, and seniority of HR specialists participating in the study turned out to be statistically significant and indicate that manufacturing companies more often assign a buddy to new employees in their onboarding process than trading and service companies. The conclusions obtained from the research, apart from the cognitive value, have an application value, e.g., regarding the recruitment of HR specialists.

Critical thinking is the necessary competence for the processes of cognition, decision‑making, and taking‑action by managers. Its importance is increas­ing as fast, and relatively easy access to information of different quality and importance in terms of its possible impact can lead to decision paralysis or cognitive dissonance or result in an easier manipulation and influence. The article includes the essential aspects of critical thinking and the possibilities of developing and improving critical thinking in preparing students to be good leaders in the future.

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.

W artykule, opierając się na zrealizowanych badaniach, przedstawiono wyniki diagnozy kultury organizacyjnej wybranych przedsiębiorstw wielokulturowych z Polski, Hiszpanii oraz Portugalii. Przeprowadzone przez autorki niniejszego artykułu badania to badania pilotażowe, potraktowane jako wstęp do bardziej pogłębionych badań z zakresu problematyki zarządzania zasobami ludzkimi w warunkach występowania różnic kulturowych. Badania dotyczące roli i znaczenia kultury organizacyjnej w wielokulturowym środowisku pracy przeprowadzono m.in. z wykorzystaniem modelu wartości konkurujących Camerona i Quinna, do którego to modelu autorki nawiązują również w tej publikacji. W pracy przedstawiono w formie graficznej tylko częściowe wyniki badań zrealizowanych w roku 2022. W niniejszym artykule dotyczą one typów kultur organizacyjnych w badanych przedsiębiorstwach. Autorki wskazały także różnice w kulturze organizacyjnej między przedsiębiorstwami polskimi a przedsiębiorstwami hiszpańskimi i portugalskimi.

The aim of the article is to identify challenges in managing multicultural teams, which, according to the authors, are extremely important in modern human resource management. This paper is based on literature studies and available reports. The authors prove that the challenges associated with the effective management of multicultural teams are very large, especially considering the stereotypes and prejudices related to the cultural diversity of employees and the diverse competences of managers who manage multicultural teams. The main value of the study is to clarify the need to raise the awareness of managers in terms of the development potential of multicultural teams, taking into account both their strengths and weaknesses, while pointing to the need for competence development in managers and their ability to build positive relations between representatives of different cultures.

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.