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Illegal workplace harassment has become an increasingly significant issue. While most articles have focused on the legal and/or practical steps necessary for employers to avoid litigation, a neglected issue is how to prevent illegal harassment more effectively. Describes an organization change approach to developing an environment of mutual respect. When harassment prevention is examined from this perspective, the critical issues involve how to increase awareness about harassment, how to incorporate employee input and involvement in the change process, and how to develop employee responsibility for maintaining a harassment‐free work environment. Recommendations encourage managers to change the way they approach the problem of harassment.

The aim of this study was to examine the effects of employee race on the validity of commonly used selection procedures over three time periods after hire.

Data on employee race, cognitive ability, psychomotor ability, and previous work experience, as well as objective measures of performance, were collected from 932 sewing machine operators in the USA. Performance data were collected over three time periods (nine months total) after hire.

Race moderated the validity of cognitive ability in predicting performance for all three time periods. Race did not significantly moderate the validity of psychomotor ability or previous work experience in predicting performance.

This research is limited by the fact that only non‐complex jobs, and only women, were included in the study. Future research should attempt to replicate these results with a wider variety of jobs, as well as with the inclusion of men in their samples.

To ensure fairness, managers should examine effects of employee race on selection procedure validity when feasible.

Employers have a moral as well as a legal obligation to ensure the fairness of their employee selection procedures. They should ensure that all of their selection procedures are free from differential validity based upon race, as well as other demographic variables (gender, age, disability, etc.).

This is the first study to examine effects of race on selection procedure validity over an extended period of time.

The purpose of this paper is to examine moderating effects of employee race on ability–performance relationships in a well‐controlled study.

The cognitive ability of a large sample (n = 972) of employees in a garment manufacturing organization was measured using a well‐validated instrument (the General Aptitude Test Battery). Relationships to objective measures of performance were assessed for differential validity.

Contrary to expectations, the correlation between ability and performance was found to be stronger for black employees than white employees. This results in underprediction of performance for black job applicants if a common cutoff score is used.

The near demise of research on differential validity may be premature. Subgroup differences are more likely to be detected when appropriate research designs are used.

Organizations may risk moral and legal problems if they use selection procedures without adequately addressing potential problems with differential validity.

This paper stimulates interest in examining potential race‐based differential validity effects when examining organizational selection procedures.

Women Sales Managers Volume 11 Number 2 of The Journal of Business & Industrial Marketing includes an article by Alan J. Dubinsky, Lucette B. Comer, Marvin A. Jolson and Francis J. Yammarino entitled “How should women sales managers lead their sales personnel?”

The primary purpose of this article is to raise awareness about the need for additional theory and research on social issues in organizations. It also provides an introduction to the Special Issue, and a description of the articles in it.

The article highlights the social challenges facing individuals, organizations, and society in the twenty‐first century. It also suggests that many worldwide challenges have been accompanied by some of the most significant research contributions in applied psychology. As a result, the authors argue that researchers in the field often have unique knowledge and skills that can be applied to solve some of these challenges.

The article notes that additional theory and research is needed to help alleviate some of the social challenges that organizations and their members face in the twenty‐first century.

The article offers suggestions for generating new research ideas that can be used to ameliorate the problems facing individuals, organizations and society as a whole.

The article argues that knowledge in applied psychology can be used to deal with the challenges facing society as a whole.

The article also indicates that research on social issues is needed to address many of the challenges faced in today's world.

The article provides a unique contribution to the literature in applied psychology because it raises awareness of the need for additional theory and research on social issues in organizations.

International joint ventures (IJV) management teams exhibit organizational commitment to multiple organizations: to the IJV, to the domestic parent, and to the foreign parent. Conflicting loyalties occur when there is an unbalanced commitment to these entities. An empirical study found that almost one third of the IJV managers sampled perceived conflicting loyalties in the IJV management team. The negative consequences of conflicting loyalties are discussed, and suggestions are offered for mitigating their effects.