A wide range of factors can affect team performance: setting clear and achievable goals, allocating individual work, utilizing an individual's skills, monitoring performance, maintaining team cohesion and identity, being able to handle internal conflicts, maintaining relationships with other teams, systems and resources available to teams and the quality of leadership. These problems and constraints affecting team performance management (TPM) are found on a global scale irrespective of a country's individual work culture. This paper presents the nature of team performance management in order to discuss common TPM problems and constraints in the context of worldwide research findings. Environmental factors and team dynamics consistently influence team effectiveness. It is now clear that there is a need for future research to look at the complexity of team dynamics over time.

Purpose: Implementing new methodology requires a new way of thinking and behaviour. The introduction of lean can bring about problems that can derive from adapting to such a change, and also from employees being used to established customs, and from a lack of knowledge regarding the change. As a consequence, employee work requirement (EWR) practices may appear which can hamper lean introduction. This paper is an attempt to show how the aforementioned EWR practices can be reduced by the most basic lean method called the 5S`s. Methodology: Based on the author's own research a model has been developed. Modeling of structural equations required an indication of the theoretical model. A 5 point Likert scale questionnaire was developed and used.Findings: The 5S method can indeed decrease EWR practices and its usage is of the highest importance during the initial five years of lean service introduction. Implications/ limitations for practice:The EWR practices support each other which means that managers can spot them all in practice. This is why the most important thing is the appropriate introduction of the 5S method which constitutes the future success of lean service methodology. The research sample consisted of 173 purposefully selected lean-oriented service departments. Originality/value:The 5S -EWR model shows how well the fundamental 5S tool can manage with initial problems which derive from both a business model change and lean requirements.

Purpose: The aim of this paper is to point out the challenges in the performance management of older workers. The awareness of the necessity to develop and implement hRM policy raises questions about the application of relevant practices. Methodology: literature review, viewpoint.Findings: Both the cognitive and physical capabilities of employees aged 50 and above can pose some challenges for their employer. The specificity of workers aged 50 and above and the conditions for their effectiveness is the subject of many studies within the frontiers of medical psychology and management sciences. organizations that make a conscious effort to shape human resource management in the direction of managing their performance must take account of their strengths and weaknesses, especially if they are a significant part of the workforce. Implications for practice:The social and demographic changes that have occurred in Western as well as Polish societies have forced employers to take into account the characteristics of the work of people aged 50+. An employer employing older staff should shape working conditions conducive to stimulating their performance and utilizing their strengths. Originality/value:The article includes recommendations for practical application drawn from theoretical reflections, which can be an inspiration to break stereotypes and contribute to the increase old workers' performance.

The aim of this article is to present the challenge to shape attitudes towards corporate social responsibility (CSR) of future employees and managers. CSR could be an important factor that may influence the career decisions of future employees. The research concentrates particularly on the cognitive and behavioral components of CSR. Therefore, the theoretical part of this paper presents the importance of CSR within the process of an employee applying for a job, and shows how employees need to feel the appreciation from management for their commitment to CSR values. This paper also emphasizes the importance of the education system in shaping CSR attitudes. Within the empirical part of the paper a research problem is presented, which targets the difference between actual CSR knowledge and CSR behaviors and decisions. A survey was conducted among 266 students from the Faculty of Management at the University of Lodz. The findings indicate significant discrepancies between the declared knowledge and choices of students with regard to applying for a job and the requirements for employers. The presented attitudes of the respondents are inconsistent and require further answers.

Celem artykułu było przedstawienie możliwości zrealizowania deklarowanej potrzeby autonomii pracy wybranych młodych pracowników pokolenia Z w kontekście doświadczanych cech tej autonomii i praktyk informacji . W sytuacji globalnego kryzysu (np. pandemii) coraz częściej wymaga się od młodych pracowników korzystania z możliwości, jakie daje autonomia pracy. Jednak badania innych autorów wskazują, że to pokolenie pracowników niechętnie chce z niej korzystać. Poza tym wymaga ono określonych praktyk związanych z dostarczaniem informacji zwrotnej dotyczącej efektywności pracy. Nie jest zatem jasne, czy pracownicy, którzy deklarują potrzebę wysokiej autonomii i korzystają z niej, mogą jednocześnie oczekiwać od przełożonych rozwiązań z zakresu praktyk informacji zwrotnej. Badania przeprowadzono wśród celowo dobranych 131 pracujących studentów w wieku 18–24 lata Wydziału Zarządzania Uniwersytetu Łódzkiego. Wyniki badań wskazały, że deklarowana przez respondentów potrzeba autonomii pracy jest wspierana przez osobiste doświadczanie jej cech, ale już nie przez praktyki informacji zwrotnej. Taka sytuacja utrudnia budowanie tzw. ogólnego potencjału motywacyjnego (MPS) danej pracy w sytuacji kryzysu i wymogu autonomicznego trybu jej świadczenia przez zatrudnionych. Istnieje jednak możliwość poprawy tej sytuacji poprzez edukację oraz wyjaśnienie młodym pracownikom istoty autonomii pracy i wdrażanie oczekiwanych praktyk informacji zwrotnej.