INTRODUCTION

One of the most current problems of the business administration is effective management of human resources. Since in the 21st century the access to material, financial and informational resources is no longer limited, people who can manage these resources in a more or less effective way have become the factor responsible for the attainment of a competitive advantage. Their knowledge, skills, personality traits and functional fit to their work positions determine the effectiveness of organizational goals fulfilment. The problem of functional fit is not a novelty for HR management specialists. Over two decades ago, Pettigrew and Whipp emphasized that it is very important for the management team to care about their employees and that it is necessary to take some strong measures in the area of matching employees to their positions according to their suitability as well as in the area of verifying their competence, creating training and development opportunities, motivating and creating rewarding systems. In their opinion, formulating a shared paradigm of human resources management would allow these actions to become closely related to each other [Armstrong 1996, p. 44].

What is interesting, despite the extreme focus on effective human resources management, many HR specialists and managers repeatedly fail to notice a very serious threat of workaholism. The reason of such a state of affairs could be sought in the lack of fundamental knowledge of the fact that work can become a source of problems.