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If U.S. business fails to make long‐term commitments to R&D in favor of short‐term profits, one can expect competitive advantages to be lost to the Japanese.

The purpose of this study is to test the extent to which pay satisfaction is equivalent to perceptions of pay fairness in order to call to attention the need for care in designing instruments in order to lessen the likelihood of the confounding of concepts within measures as has been in numerous previous studies.

Questionnaire data were collected as part of a larger project seeking to understand the customer service behaviors of business owners for four groups of self‐employed business owners from Latvia, Germany, the UK, and the USA.

It is found that while pay satisfaction and pay fairness are not the same construct, with the exception of internal pay comparisons, the self‐employed may not distinguish between pay fairness and pay satisfaction in a meaningful manner.

All four of the samples included in the current study had limited control over their compensation as the economy and industry are the most powerful influences on the income of the self‐employed in small businesses. It might prove useful to examine whether these results hold true for individuals with highly variable compensation.

Organizations should not assume that individuals naturally differentiate between pay fairness and pay satisfaction. It also would appear that there are few differences in the perceptions between the self‐employed based upon country of origin.

While many studies have been performed on pay fairness and pay satisfaction that have assumed that they are distinct constructs, this is the first study to use a multi‐step process in order to systematically and empirically examine the degree to which they are similar. This is done across four countries and with a sample of self‐employed business people – a group rarely examined in human resource research.

The purpose of this paper is to give an overview of the concept of HRCA – human resource costing and accounting – and to encourage debate in this research area. The knowledge dimensions or research areas of HRCA could be described by using a simple model or classification scheme. The model could be seen as a way to describe the links between accounting and financial calculation in company development, a development characterized as the innovation of the intrinsic area in a company. The three articles in this issue are also introduced, with a short overview of each of them.

The objective is achieved by a pure theoretical approach. The subject of the paper is to try to explain the existence of the people dimension in the two knowledge areas of “accounting” and “costing” and link them to the “external” and “internal” organizational perspectives. In the HRCA area the aim is to see and understand the common body for these two areas of research: how to make people more transparent in a company's business. This is referred to as the “people dimension”.

In the article a model is reported which the author has found to be helpful when discussing the people dimension in organizational innovation. The model is helpful if one wishes to study and understand the innovation work going on in the most intrinsic and traditional parts of a company, usually driven in the same way, by rules and traditions, year after year.

The contribution of the paper is that it introduces the concept of the “people dimension” as the common interest for those dealing with accounting or costing in the forefront of development. The paper is of value for those dealing with trying to understand why human and intellectual capital has not become more accepted as something to be made more transparent in accounting and costing.

At first glance, the typical human resource management activities of hiring and firing do not appear to be directly related to finance, accounting, and the bottom line. Each of these are distinct functions within the larger arena of library management. And in most large library organizations, financial management and human resource management are separate activities, managed by people with different educational backgrounds and specialties. The intent of this article is to show that the two functions are in fact interdependent. Mistakes in the management of human resources can have a dire impact on the bottom line if the wrong person is hired and litigation results.

Considering the significant increase in researchers’ interest in human resource management (HRM) in the public sector domain, this study aims to focus on producing a scale of HRM practices customized for the context of public organizations.

Experts and semantic analysis were performed for the scale development (qualitative stage), and exploratory and confirmatory factor analysis through structural equation modeling was conducted for the scale validation (quantitative stage).

The public HRM practices scale (public HRMPS) is composed of 19 items, distributed along four factors/dimensions, named training, development and education; relationship; work conditions; and competency and performance appraisal. The scale showed evidence of internal and construct validity (convergent, divergent, criterion-related and discriminant), as well as reliability and content validity.

The public HRMPS can be applied in relational studies to test structural models of prediction, mediation and moderation to evaluate relationships with organizational behavior variables, such as leader-members exchange, engagement at work, life quality at work and well-being at work, among others.

The public HRMPS may also serve as a useful diagnostic tool for the decision-making process made by public managers so they can promote a strategic, evidence-based HRM. Furthermore, the transforming role of strategic HRM can be operationalized by adopting practices gathered in the public HRMPS, advancing toward new HRM strategies to promote healthier and more productive work environments.

Healthier and more productive environments translate into real impacts for society, the first beneficiary of public services with more quality, efficiency and accountability.

The public HRMPS is the first attempt to produce an operationally valid and reliable measure to evaluate strategic HRM practices, responding to calls in the literature concerning the need for an integrated, comprehensive and customized HRM practices scale for the public service context.