The aim of the paper is to present the findings of our own questionnaire-based quantitative study carried out in 2018. The research questionnaire was sent to companies in the databases of two universities (the database of enterprises cooperating with each university), which were selected according to the criterion of the number of employees (micro, small, medium, and large companies). The study attempted to identify the correlations among the following variables: people-oriented management, non-people-oriented management, direct active and passive participation, and engagement in work. Two research questions drove the research process: (RQ1) What are the links between people-oriented management and non-people-oriented management, direct (active and passive) participation, and work engagement? (RQ2) Does direct participation (active and passive) mediate the relationship between people and non-people-oriented management and employees’ engagement? To this end, 1037 employees of companies operating in Poland reported the intensity of people-oriented management, non-people-oriented management, and direct (active and passive) participation. Research findings revealed that people-oriented management and active participation (i.e., co-deciding) are the most significant for work engagement. Not only does non-people-oriented management entail a low level of engagement but a lower level of direct participation as well. As far as the dimensions of engagement are concerned (i.e., vigour, dedication, and absorption), if one of them is more intense, the other are intense as well. People-oriented management translates into active participation and the latter into engagement in all the three dimensions. A structural equation model demonstrated that perceived people-oriented management and active participation were strong, positive, and significant predictors of work engagement.

e purpose of this paper is to present the concept of intergenerational cooperation which, in the face of current demographic changes, including the aging population, can provide support for modern business. e concept presented here emphasizes the need to develop intergenerational cooperation in order to keep improving company competitiveness through dispelling myths about the destructive in uence that the youngest generation entering the labour market supposedly has on cooperation. e scienti c literature on the subject provides many ambiguous de nitions of competitiveness, which usually fail to determine the factors necessary to achieve it and, instead, often resort to making comparisons between companies. is vagueness comes from a diversity of approaches to de ning the sources of competitive advantage. A review of literature and research conducted among business executives by the authors of this paper allow us to dispel the myths that often lead to discrimination against Generation Y members in the labour market. e study also outlines several areas in which generational diversity management may bring bene ts, as well as its impact on building a competitive edge in the following elds: costs, resources, marketing, system organization, creation and communication. is enables to build core competencies in new areas, especially by focusing on the learning process, which results in the acquisition of new knowledge and skills by employees, improving existing skill and knowledge levels, as well as introducing the principle of knowledge management. As a result, better conditions for the development of resources and new ways of their con guration are provided which, in turn, serves as a basis for the creation and development of core competences in the company.

ABSTRACT. This paper aims to present an analysis of employee competencies across different generations, placing emphasis on their attitudes towards the labour market and future perspective concerning work, as determining factors in creating competence models encompassing employee diversity management. A competence model is a set of competencies that stem from the company strategy and allows it to fulfil its goals in accordance with its values and an expected work style. It is one of the basic tools of human resource management, used in a wide variety of scenarios ranging from the recruitment of employees, shaping career paths, conducting training/development programmes and regular assessments, to designing motivational and pay schemes. The literature on the subject quotes many definitions of competencies, as well as examples of many contemporary competence models. Owing to their scope of interests, the authors decided to analyse selected competence models with regard to the manner in which "competences" are defined and the differences between employee-oriented and job-oriented models. The authors used G. Filipowicz's approach (who created a combined definition of competences embedded in a coherent model) to create a research tool used to scrutinize the skills and attitudes of individuals coming from three different generations. The research results allowed the authors to draw conclusions concerning the avenues of designing competence management models of diverse employees (i.e. in respect of age and knowledge) by creating a suitable work environment, including a pro-effective organizational culture and building employee commitment -which will make it possible to create a new work model, tailored to the needs of individual companies.

The smart city (SC) concept is currently one of the leading ideas in the field of management. It has also become important for Polish cities in terms of sustainable development. Therefore, it is important to determine the priority in urban development; and the areas that need investment to make cities smart. Based on the literature review, it can be stated that there are many available concepts of SCs since the level of development of many cities in the world is different and the priorities of the developed areas vary. The identified SC management models present common parts, resulting from the defining basis, as well as additional aspects important for an SC, stemming from their specificity and the approach of their managers. Thus, the aim of the article is to propose the author’s model of resilient smart city development in Poland. To achieve the objective, a systematic literature review was applied, and the analysis of existing SC management models in the world was carried out in order to identify these models components and documents profiling SC strategies. These areas should be the focus of managers when creating city development strategies in Poland.

The aim of this paper is to characterize mutual mentoring as a tool of intergenerational staff management in the enterprise and to examine the eff ects of the mutual mentoring in Polish enterprises. Methodology: The research was conducted using a survey on a sample of 250 business representatives from all over Poland. The subjects were mainly CEOs or members of the management staff. The criteria for selection of enterprises for this study were: enterprise size (small, medium, large companies), the age structure of the staff. The aim of the study was to identify the process of mutual mentoring in enterprises-whether it is present and what results or benefi ts it brings to enterprises and their employees. Findings: Almost 40% of the surveyed employers confi rm that in their fi rms knowledge is transferred between employees: this occurs through teaching junior employees by the senior and more experienced ones and there also occur inverse relations, i.e., junior employees share their knowledge with the senior ones. This leads to formation of the added value both for the employees and the whole business. Employers observe numerous benefi ts from the implementation of mutual mentoring in their organisations. The main ones include: the acquisition and development of competences and skills by employees, the improvement of work environment conducive to involvement of employees in work and the increase of team motivation. Implications: In the Polish literature on the subject the aspect of mutual mentoring in companies has not yet been discussed. The conclusions of the presented analysis provide a basis for larger and more detailed research and the development of practical recommendations for business managers. Originality/value: The author has presented a unique theory of mutual mentoring as a tool of intergenerational staff management in the enterprise. Mutual mentoring defi ned as modifi ed version of traditional mentoring and involves the assumption that diff erent generations of employees become each other's mentors or teachers, thus ensuring mutual substantive and organisational support in the workplace as well as natural transfer of knowledge and experience within the organisation. Author presented original research results: eff ects of the mutual mentoring in Polish enterprises.