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Business ethics provide a potent source of competitive advantage, placing increasing pressure on organizations to create and maintain an ethical workforce. Nonetheless, ethical breaches continue to permeate corporate life, suggesting that there is something missing from how we conceptualize and institutionalize organizational ethics. The current effort seeks to fill this void in two ways. First, we introduce an extended ethical framework premised on sensemaking in organizations. Within this framework, we suggest that multiple individual, organizational, and societal factors may differentially influence the ethical sensemaking process. Second, we contend that human resource management plays a central role in sustaining workplace ethics and explore the strategies through which human resource personnel can work to foster an ethical culture and spearhead ethics initiatives. Future research directions applicable to scholars in both the ethics and human resources domains are provided.

The purpose of this paper was to identify examples of management lore currently in the organizational sciences.

The authors deliberated and developed a series of examples of management lore in the organizational sciences and surveyed management practitioners concerning their beliefs in the lore hypothesized.

Pervasive beliefs that conflict with academic research exist in management practices. Although many of these ideas are commonly accepted as immutable facts, they may be based upon faulty logic, insufficient understanding of academic research, anecdotal evidence and an overdependence upon common sense. Buckley and Eder (1988) called these as examples of management lore. In this conceptual paper, we identify and discuss 12 examples of management lore that persist in day-to-day management practices. Topics we explore include personality, emotional intelligence, teams, compensation, goals, performance, work ethic, creativity and organizational citizenship behaviors.

A number of areas in which academic research gainsays what we believe to be an immutable fact.

The aim of this paper is to provide some historical understanding of a popular recruitment procedure called a Realistic Job Preview (RJP). As long as individuals have worked for others there has been a need to exchange information about a focal job. Information can be exchanged through myriad channels. The aim here is to trace the origins of RJPs and discuss the initial studies that generated attention and interest in what has become known as “realistic recruitment”.

Along with a historical account, this paper provides a summary of the limitations associated with this method, proposed psychological processes mediating effectiveness of RJPs, and issues with development, mode of presentation, implementation of RJPs, and an important alternative/accompanying technique (ELP).

While this technique has been used for many years, it will continue to be a quality addition to any worker socialization program.

The value of this paper is that it places this technique in an historical context.