Periods of recession and economic crisis pose great challenges to companies committed to quality of work and by extension to their human resources (HR) departments. The need for adjustments can be a great opportunity for the implementation of socially responsible labour practices for the wellbeing of employees and in line with sustainable development and sustainable development goals. This study analyses the effects of the interaction between different socially responsible human resource management labour practices on three variables of employee wellbeing: job satisfaction, job stress and trust in management. Prior to the application of various statistical models, a correlation analysis of labour practices is carried out. Two types of statistical models are used depending on the type of variable to be explained. The ordinal logit has been applied to variables ‘trust in management’ and ‘level of job stress,’ which are not continuous. And the linear regression model for the variable ‘job satisfaction,’ which is continuous. Based on the analysis of data from 1346 workers from the 2010 Quality of Life at Work Survey in Catalonia, the results show the effectiveness of the combination of applied practices related to personal quality of life aspects, such as work‐life balance, non‐discrimination or environmental workplace conditions, as a determining factor for generally increasing the wellbeing of employees in times of crisis. However, practices aimed at achieving greater employee involvement, are more effective when applied individually. The importance of job stability to increase employee wellbeing in times of crisis is to be highlighted.

This article focuses on sustainable development and human resource management (HRM). It analyzes the effects of the economic crisis on corporate social responsibility (CSR) in the management of employees and its determinants, and also depicts a map of job quality for employees in Spain. Results show that the crisis has not changed the overall pattern or map; neither the characteristics of the firm, the employee, or the job that determine the map. Results also point to the fact that employees at the lower end of CSR in HRM practices have been the most affected by hard cost-containment measures applied by firms, such as dismissals. Around one-third of employees have low job quality in nearly all the dimensions analyzed; while two-thirds have higher job quality, but with variability among dimensions. The analysis is conducted for the years 2006-2010, hence comprising pre-crisis and amid the crisis years. Cross-section repeated samples of employees are used, from the Quality of Working Life Survey, which allow us to study the evolution of HRM and CSR.

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 present article tries to evaluate, from the analysis of different manage­rial components and factors, the degree of competitiveness and dynamism of a tourist destination. To carry out this analysis, the city of Barcelona and its role as the capital of Catalonia have been chosen. At a time of deep world­wide economic crisis due to Covid-19 pandemic tourism has declining by 70% worldwide during 2020. Nevertheless, tourism has demonstrated its great resilience and strength as a global engine for economic activities development generating jobs and wealth over the last decades. It is in this context, where the article analyzes the behavior of Barcelona, as a reference for the destina­tion Catalonia, in front the pandemic crisis and the strength of new emerging tourism competitors. Indeed, the reorganization of the pattern of distribution of tourist flows in the global tourism market due to health restrictions and the pace of economic emitting powers recovery generates a significant number of new opportunities. Tourist flows are posing new challenges in terms of their reception, the management of their stay and the fulfillment of a high degree of satisfaction in relation to their tourist experience. This article analyses a series of strategies promoted by different agents and managers in the field of tourism to subsequently present a set of recommendations to help assist decision-mak­ing in a tourism sector that is going through difficult times.

The purpose of the article is to define the role and importance of values in managing a contemporary enterprise, while taking into account the perspective of intercultural management. Values are a very important element affecting employees’ motivation and commitment in achieving common goals, especially in a culturally diverse work environment. The first part of the article explains the essence of management through values. The next part describes the role of values in management and benefits stemming from managing by values. Next intercultural management and its dimensions are discussed, whereas the last part describes the challenges related to values in intercultural management.