Abstract. BACKGROUND:Work-life balance is a priority of EU policies but at the same time demographic change affects the labour market. Employers have to deal with the ageing of their employees and adjust human resource management to maintain their competitiveness. OBJECTIVE: The purpose of the article is to answer research questions: whether the age of workers determines their assessment of the work-life balance, and whether there is a relationship between the worker's age and their assessment of the activities undertaken by their employer to provide them with work-life balance. METHODS:The article is based on the results of surveys conducted among 500 employees of the SME sector from Finland, Lithuania and Sweden. RESULTS:The results identified a statistically significant difference: employees representing older age groups are more likely to indicate the maintenance of WLB; older workers more frequently do not agree that all workers have equal opportunities to benefit from flexible solutions aimed at ensuring the maintenance of WLB. CONCLUSIONS:The results can be the inspiration for the decisions and actions of employers in the field of personnel management and for creating workplace conditions encouraging senior workers to continue working, even upon becoming entitled to old-age pension.
In the situation of a permanent change and increased competition, business ventures are more and more often undertaken not by individuals but by entrepreneurial teams. The main aim of this paper is to examine the team principles implemented by effective entrepreneurial teams and how they differ in nascent and established teams. We also focused on the relationship between the implementation of these rules by entrepreneurial team members and their evaluation of venture performance and personal satisfaction. The quantitative method was used: a list of nine items describing the principles important for the entrepreneurial teams’ collaboration was included in a questionnaire conducted in a group of 106 Polish entrepreneurs who run their businesses as members of entrepreneurial teams. The results of the research showed that all the collaboration principles included in the prepared scale are implemented by the tested entrepreneurial teams; in the case of two particular items, the obtained scores were higher in nascent teams. The correlation between principle implementation and venture performance as well as the correlation between principle implementation and entrepreneurs’ professional satisfaction was confirmed. In addition, the goal was to emphasize the importance of the entrepreneurial team’s collaboration due to its effectiveness, and propose the prepared scale as a tool for entrepreneurial reflective learning. Finally, statements by members of two entrepreneurial teams concerning team collaboration are presented to deliver case studies that can be used during entrepreneurship courses.
A conscious shaping of entrepreneurial competence is a relevant element of entrepreneurial education. In order to recognize which of the competencies regarded as entrepreneurial are characteristic of members of entrepreneurial teams, which is crucial for the work of those teams, it is necessary to identify the structure of those competencies. This quantitative study was conducted with the use of a survey method and involved 111 entrepreneurs working within 48 entrepreneurial teams. The main objective of the research was to verify the compliance of entrepreneurial competence with the effectual vs. causal approach, which would allow us to answer the question regarding which of these approaches characterizes entrepreneurs to a greater extent. This study aimed to examine which entrepreneurial competencies characterize entrepreneurs working in entrepreneurial teams, to verify them with the effectual vs. causal approach, and to define their internal structure. The results of this research revealed that the competencies related to the effectual approach are indicated to more frequently and strongly characterize the surveyed entrepreneurs. Additionally, an exploratory factor analysis enabled the identification of three main, internally consistent groups of elements forming the competence structure of the surveyed entrepreneurs. Our results may be used in the development and modernization of curricula and courses in entrepreneurship education.
Abstract. Libraries are the tools we use to learn and to answer our questions. The quality of our work depends, among others, on the quality of the tools we use. Recently, the semantic web and social networking technologies are being introduced to the digital libraries domain. In this article we present the results of an evaluation of social and semantic end-user information discovery services for the digital libraries.
Artykuł dotyczy problematyki postaw i działań menedżerów wobec pracowników w wieku 55+. W literaturze dotyczącej zarządzania wiekiem przytaczane są wyniki badań na temat cech charakteryzujących starszych pracowników. Porównuje się je czasem z cechami przy‑ pisywanymi pracownikom młodym. Cel prezentowanych w artykule badań sformułowany został nieco inaczej i dotyczył zweryfikowania zbieżności zalet przypisywanych starszym pracownikom przez menedżerów z cechami wymaganymi od osób nowo zatrudnianych w organizacji. W wypadku stwierdzenia takiej zbieżności celem dodatkowym była ocena działań podejmowanych dla zachęcenia starszych pracowników do przedłużonej aktyw‑ ności zawodowej. Opisane badania przeprowadzone zostały w ramach międzynarodowego projektu Best Agers Lighthouses – Strategic Age Management for SME in the Baltic Sea Region z wykorzystaniem metody wywiadu pogłębionego wśród 61 menedżerów dziewięciu organizacji biorących udział w projekcie. Otrzymane wyniki wskazują na niezgodność pomiędzy przekonaniami prezentowanymi przez uczestniczących w badaniu menedżerów a działaniami podejmowanymi przez nich wobec starszych pracowników.
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