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Faced with institutional demands, organizations often create departments whose work is divorced from technical imperatives. This paper examines workers in one such department: Human Resources. Analysis of HR’s recent history and evidence from an ethnographic study of HR work highlight the institutional origins of conflict between HR’s established “compliance police” role and the “business partner” expectations of line managers. The paper outlines a theory of how organizational responses to institutional complexity contribute to persistent tension in HR and other heteronomous occupations.

The purpose of this study is to assess factors related to sorority women connecting with people who exacerbate feelings of exercise guilt and body dissatisfaction (BD), both of which preclude compulsive exercise.

In all, 207 sorority women (egos) completed online surveys measuring physical activity, BD, compulsive exercise and egocentric networks (n = 1,105 social ties/alters). Two random coefficient multilevel models assessed factors related to an ego connecting to someone who makes her feel: guilty about her exercise habits and good about her looks.

Exercise patterns within networks related to how often an alter made ego feel guilty about her exercise habits; alter gender and communication frequency related to how often an alter made ego feel good about her looks; and ego’s BD score was related to both feelings of guilt and body satisfaction.

The findings of this study support and extend literature highlighting the importance of someone’s immediate social network on their body image and related behaviors.

In the last article the first process in the manufacture of soap was described, the stage having been reached at which a somewhat impure “soap” had been produced, which still, however, contained all the bye‐products of the reaction, but which also, under most circumstances, would contain some of the original raw material, i.e., the fat and the alkali which had not yet been transformed into soap.

Purpose – This chapter reviews the authors’ research on group procedural justice and group-serving behavior. It makes the case that fairness and unfairness can both motivate group-serving behavior; the former makes group members feel good about their identity, leading them to “reward” the group, and the latter indicates a group shortcoming, leading members to “repair” the group.

Design/methodology/approach – The chapter describes several studies published elsewhere. Correlational research with employees and students examines the relationship between group procedural fairness and group members’ positive affect, which should translate into group-serving behavior. Experimental research with students investigates whether group procedural unfairness can result in group-serving behavior (measured via self-report and observed helping). Complementary findings from other authors are briefly described and discussed in support of a developed theoretical model of group procedural justice and group-serving behavior.

Findings – Group procedural fairness was more strongly related to arousing positive affect for strongly identified group members. Separately, strongly identified group members engaged in more group-serving behavior when their group had unfair rather than fair procedures.

Research limitations/implications – Possible boundary conditions for the motivating effects of unfairness are discussed (e.g., group permeability, time frame, and anonymity of unfairness). Suggestions for future research are proposed (e.g., examine the effect of justice information on group-serving behavior when group members can also modify group procedures).

Practical implications – Better understanding the effects of group procedural unfairness should influence how organizations and societies promote group-serving behavior.

Originality/value – Research on the motivating effects of both group procedural fairness and unfairness are synthesized into one theoretical model.

The purpose of this paper is to test theories of organizational justice in the context of a police agency.

Structural Equation Modelling (SEM) was used to analyze data from a survey of officers in a police force in England.

The SEM showed that organizational justice was associated with positive attitudes towards serving members of the public. This relationship was mediated by commitment to elements of community policing and, for community police officers, by general satisfaction with the organization.

The findings suggest that police managers committed to implementing process‐based policing policies may need to ensure their organizations also implement internal policies and practices that are procedurally fair.

This study is one of the first to apply the well established literature on organizational justice to the context of policing, and the first to examine the impact of organizational justice on alignment with community policing and the service model.

The Scottish Branch Annual General Meeting and Conference will be held in the Hume Tower, University of Edinburgh, George Square, on Friday 31st March 1967, from 10 a.m. until 5 p.m. During the morning session Mr F.N. Hogg, DPA, FLA, Principal, School of Librarianship, Aberystwyth, and Mr W.E. Tyler, FLA, Director, Department of Librarianship, University of Strathclyde, will speak on aspects of library education.

This book comprises the second volume in the recently launched New Horizons in Managerial and Organizational Cognition book series. Volume 1 (Sund, Galavan, & Huff, 2016), addressed the topic of strategic uncertainty. This second volume comprises a collection of contributions that variously report new methodological developments in managerial and organizational cognition, reflect critically on those developments, and consider the challenges that have yet to be confronted in order to further advance this exciting and dynamic interdisciplinary field. Contextualizing within an overarching framework the various contributions selected for inclusion in the present volume, in this opening chapter we reflect more broadly on what we consider the most significant developments that have occurred over recent years and the most significant challenges that lie ahead.