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The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

The expatriation literature has developed an insightful body of research on the reasons why women are not assigned abroad as frequently as men. However, the authors know very little about the systemic and recursive consequences of women's underrepresentation in international assignments (IAs), which are examined in this conceptual paper.

Drawing upon expatriation research and a system dynamics perspective, the authors propose a conceptual model to explain both women's underrepresentation in IAs and its recursive consequences.

The authors highlight how women's underrepresentation in IAs results from a complex system of recursive effects that jeopardizes women's professional development and undermines both their own career progression to top management and firms' competitive advantage and international growth. The authors argue that organizations make decisions that contravene their own interest in a competitive global context. First is that they are limiting their talent pool by not considering female candidates. Second is that they are missing the opportunity to use IAs to advance women's careers.

The model provides a solid grounding for future research on selecting the most effective organizational actions and designing supportive measures to disrupt the persistent dynamics contributing to women's underrepresentation in IAs. Future research could also expand our study by incorporating individual differences and the proactive role that women may take.

The model points to specific managerial interventions (e.g. increased access to job training and specific training ahead of the assignment, dual-career support, women's mentoring and affirmative action) which have the potential to reduce women's underrepresentation in IAs and in top management.

The system dynamics approach enables a broader understanding of why women are underrepresented in IAs, how this underrepresentation further exacerbates gender segregation in international business, and how these recursive outcomes can be averted to the advantage of firms' sustainable growth.

Over the years, the impact of personality attributes on work behavior has constituted a broad research domain. The manner in which employees view themselves have been regarded as significant in analyzing their work behavior and eventual employee performance from the organizational perspective. The purpose of this paper is to investigate the relationship between self-concept and performance, with resilience as a mediator and Machiavellianism as a moderating variable.

Data were collected from 271 employees from four medium-sized private sector companies in India after excluding missing data. Correlation, regression and Hayes Macro analysis were conducted to test the hypotheses.

Resilience mediates the relationship between self-concept and performance. Second, Machiavellianism moderated the relationship between self-concept and resilience and moderated the mediation effect of resilience on the relationship between self-concept and performance. The role of personality attributes has been found to profoundly impact the employee's perception of self and work performance. Resilience, which refers to the individual's ability to bounce back amidst adverse situations, is simultaneously moderated by one of the dark triad personalities, Machiavellianism.

Understanding the self-concept dimension, the dual effects of resilience and the Machiavellianism personality have gradually become immensely significant for improvising employee work performance in the organization.

This original research has examined a model of untested variables and explored the mediating effect of resilience by connecting self-concept to performance along with the moderated-mediated impact of Machiavellianism on the variables, which is a novel attempt.