Scholarly interest in job search has grown significantly over the years and can be located in diverse research streams: namely, economics, sociology and industrial/organizational psychology. This paper reviews these bodies of literature and makes a case for integration by proposing a multidisciplinary approach to understanding job-seeking behaviors. To this end, the paper categorizes the respective literatures on the basis of common themes located in a conceptual multidisciplinary model of job search behaviors and outcomes. This model provides a more focused understanding of the job search literature and how it has developed in the related disciplines. Based on the review and conceptual model presented, the paper draws attention to several key areas for future research to advance the field further.

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We know very little about how ethical climates are built and the potential role of a firm's HR system in facilitating the development of this resource. The resource‐based view (RBV) of the firm suggests that human resource systems directly influence a firm's performance through the development of resources that are deeply woven in a firm's history and culture. How this occurs though has not been thoroughly considered in the research literature. Drawing on the theoretical insights from the resource‐based view of the firm, this article explores how HR systems can foster the development and maintenance of five types of ethical climates. In so doing, this article improves our conceptual understanding of why ethical climates may be seen as having strategic value for firms and how HR systems may influence that value. In addition, it contributes to theory by extending the domain of the resource‐based view of the firm by exploring its integration with the varied types of ethical climates. © 2014 Wiley Periodicals, Inc.

This study examines the effectiveness of the feedforward interview for improving the job performance of employees relative to a traditional performance appraisal interview in a business equipment fi rm. Managers (n = 25) were randomly assigned to one of two conditions. Employees (n = 70) who engaged in a feedforward interview with their manager were observed by an anonymous peer to perform signifi cantly better on the job four months later than employees (n = 75) who received the company's traditional performance appraisal interview. The fi nding that the feedforward intervention increased performance relative to the performance appraisal indicates that the effect is a relatively enduring one. The results suggest that the feedforward interview should prove useful for human resource managers who are searching for ways to increase the performance of their organization's human resources over and above the traditional performance appraisal. MARIE-HÉLÈNE BUDWORTH is an associate professor at the School of HRM at York University. Her program of research is focused on individual development within the context of work. Much of her work uses social cognitive theory to understand how people learn, acquire knowledge, make choices, and negotiate with one another in order to succeed. Her work has been published in

Drawing on the theoretical insights from the resource-based view of the firm, this paper explores how human resource (HR) systems may contribute to competitive advantage by facilitating the development and maintenance of five types of ethical climates, and conversely, how HR systems may hinder competitive advantage by inhibiting the development and maintenance of these climate types. In so doing, this paper contributes to the literature by highlighting the resource worthiness of a firm's ethical climates and showing how HR systems may influence that value. In addition, it advances theory that underpins the concept of competitive advantage sustainability and provides a platform for future empirical research. bs_bs_banner Business Ethics: A European Review