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    From Editors


    This issue of the Journal of Corporate Responsibility and Leadership (JCR&L) focuses its attention on managing human resources and workforce diversity. It includes such aspects as: HR reorientation within the frame of the firm restructuring and using online portals recruitment processes. The special attention is given to diversity management aspects such as: applying diversity to design the composition of the boards of directors, identifying diversity management tools and developing the model of organisational maturity in diversity management.

    Vol.4, No.1, Art.1

    Strategic Reorientation in Human Capital: A Case Study of the Manufacturing Company

    Barbara Czerniachowicz


    The aim of this article is to present the selected theoretical and practical aspects of human capital and strategic reorientation in human resources management in the manufacturing company. The organisation under the study is one of the producers of machine parts used in different industrial sectors in Poland. In order to achieve the aim of the paper, the following operational objectives have been formulated: (1) to discuss the concepts of human resources management; (2) to identify the strategic reorientation mainly focused on the area of employment in the manufacturing company; (3) to assess the implementation of the changes in the HR strategy of the manufacturing company. The analysis is based on detailed interviews with the top management as well as the source materials collected from the manufacturing company.

    Tags:human capital, human resources management, strategic reorientation in HRM, manufacturing company
    Vol.4, No.1, Art.2


    Searching for a Perfect Composition for a Board of Directors


    Joanna Hernik, Antonio Minguez Vera


    Background: When one hears that company X achieved success, adopted a strategy, or struggles with difficulties, there is always a company board behind this news. Typically, a company board is a reflection of decisions taken by the owner; in practice, there is no rule as to how to appoint a company board. However, if we consider the long-term interest of the company, we may suggest a few ideas that will allow the company to better adapt to the market; they may also help to build the competitive advantage and have a positive impact on the company’s market position. This article presents a belief that the company board composition should evolve from merely reflecting the goals of the owner and the professionalism of the members, into a board, whose structure reflects employees and the market in which the company operates. This approach stems from the need to adapt to the market conditions, which is easier when the process of change starts with the company board. To illustrate these ideas, a fictitious example of a limited liability company will be used, for which we developed various board models based on the market situation.

    Purpose: The aim of this article is to develop a new approach to board of directors’ creation, through the lens of decision-making theory, sustainable development and business performance.

    Tags:board of directors, changes, corporate governance, human resources, market
    Vol.4, No.1, Art.3

    Diversity Management Instruments in Polish Organisations

    Jolanta Maj

    Purpose: Although diversity management as a concept and a term has been used since the 1980s, it is still a relatively seldom-used strategy in Polish organisations. As previous research shows, organisations define and implement diversity management in various ways, which consequently leads to the usage of different instruments. Therefore, the main goal of this paper is to present the different diversity management instruments used by Polish organisations. Special emphasis was put on the question whether the organisations have a dedicated budget for diversity management and whether they include diversity information in their reports. The aim of the paper was to present an overview of the instruments used by the organisations – leaders of diversity management in Poland.

    Tags:diversity management, diversity charter, diversity budgeting, diversity reporting, diversity map, diversity management assessment
    Vol.4, No.1, Art.4

    The Use of Recruitment Portals Functionality in the Selection of Workers by the SME Sector in the Kujawsko-Pomorskie Voivodeship Illustrated with the Case Study of Portal

    Paulina Natywa

    The aim of the paper is to examine the key functionalities of recruitment portals in selecting employees. serves as an example of a recruitment portal existing on the Polish market of recruitment services. The case study comprises of confirming the view that all accessible functions of a recruitment portal concerning publishing job advertisements and searching for candidates are rather important in the process of employing a relevant person in the SME sector from the Kujawsko-Pomorskie voivodeship. In order to confirm the thesis the following research goals were set: (1) specifying the key factors influencing the choice of recruitment portal by the SME sector from the Kujawsko-Pomorskie voivodeship; (2) identifying the functionality of available in the area of publishing job advertisements; (3) defining the functionalities of the portal available in the area of searching for candidates meeting the requirements of a given job position.

    Tags:recruitment, recruitment portal, functionality
    Vol.4, No.1, Art.5

    Organisational Maturity in Diversity Management

    Anna Wieczorek-Szymańska

    The aim of the paper is to discuss different approaches to diversity management and to propose author’s own model of organisational maturity in diversity management. In order to achieve the aim of the paper the following operational objectives have been set: to discuss the historical background of diversity management, to identify basic assumptions of chosen approaches to diversity within organisations, to present the idea of organisational maturity in managing diversity. The analysis is based on the literature review.

    Tags:employment equity opportunities, affirmative action, diversity, maturity in diversity management
    Vol.4, No.1, Art.6

    The 1st International Scientific Conference on the Challenges of Contemporary Management in the Global Economy: Leadership, Strategies, Social Responsibility

    Andrzej Lis, Mateusz Tomanek


    The 1st International Scientific Conference The challenges of contemporary management in the global economy: Leadership, strategies, social responsibility was held on 13 – 14 March 2017 in Toruń, Poland. The conference was organised by the Department of Business Excellence, the Faculty of Economic Sciences and Management, Nicolaus Copernicus University in Toruń, Poland as an event of the Welconomy Forum 2017. The aim of the conference was to present, analyse and discuss the issues related to:
    – Leadership including: contemporary concepts of leadership, roles played by top, middle and first line managers, challenges (both external and intra-organisational) faced by leadersin business organisations, the public sector, and non-profit organisations;
    – Strategies including: corporate, business and functional strategies, business models, organisational strategies in the public sector and non-profit organisations;
    – Social responsibility to employees, organisations in business environment, society and the natural environment.