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The purpose of this paper aimed primarily at the practitioner is to offer foundational information regarding reciprocal-reflective approach to learning (RRAL). Presentation and explanation include conceptual and theory grounding of the processes to be initiated by a manager for collaboration with an employee. A detailed model reflective of the approach is presented. Conceptual and practice-aimed information may be adapted for training and development.

Explanations of employee learning often place the manager in role(s) of teacher, guide, coach and/or expert. Proposed here is an approach in which manager and individual employee, jointly, make use of a learning approach which is representative of an experiential, action or problem-based form of learning from which they both can learn. The manager can initiate the process in which both participants collaborate to identify some specific, shared learning goals aimed at the matters under consideration. Other goals, likely more personal in the case of each participant, may also be identified and efforts made to help one another attain progress regarding such goals. The RRAL process as explained mirrors a bifurcation of instrumental behaviors (focus on learning activities) and emotional behaviors (caring and sharing resulting in a strengthened relationship and trust).

Relying on research that clearly identifies various supportive behaviors on the part of the manager, a detailed example of a plan is provided. The plan is driven by shared aims, focus, feedback and adjustment. In addition to individual learning goals, the manager has the opportunity to make her/his own role adjustments that lead to positive, supportive actions stimulating the quality of the relationship with the employee including the building of trust.

Using the example provided as a guide can be very helpful to a manager with limited experience in instigating employee learning and change. Initial use may be regarded as an experiment subject to much analysis and discussion by both participants as they contemplate how to work together in future reciprocal learning endeavors.

Currently, there is little research available that expresses how manager and employee can work as partners on some matter (change, problem, improvement) in a collaborative, reciprocal fashion. This paper, as an example, should demonstrate that skills and knowledge of both participants can improve and progress made regarding the issue at hand. The RRAL can be fashioned by the participants to yield progress and a more positive relationship.

We investigate whether/how various kinds of experience predict managers' selection outcomes.

Drawing from personnel selection and decision-making research, we used a multilevel model to examine whether various types of experience predict employee selection outcomes in the National Basketball Association. We examined 289 selection events of basketball players by 63 general managers. Measures of general manager experience included tenure, education level, family relations, experience as a college coach, experience as a National Basketball Association Player, experience as a National Basketball Association scout and experience as a National Basketball Association coach.

College coaching experience, tenure and vicarious experience through family relations improved selection decision outcomes, while experience as a basketball player reduced the quality of selection decision outcomes. Tenure was associated with general managers’ ability to select employees who made high individual contribution to team wins; vicarious experience improved ability to select players with high peak individual performance, and college coaching experience improved general managers’ ability to select employees with higher contributions to team wins, higher peak individual performances and higher average performances over the course of players’ careers.

Experience’s importance is taken for granted, but this paper demonstrates that all experience is not equally effective. Notably, experience as a professional athlete did not seem to make managers better decision-makers about personnel than people who did not have that experience.

This paper aims to investigate the mediating role of moral justification in the relationship between stretch goals and counterproductive work behavior (CWB).

A sample of 149 US-based middle-level managers drawn from an online survey relying on Qualtrics was used for this study.

The results show that the level of stretch goals is positively related to CWB. Furthermore, the results show that moral justification partially mediates this relationship. The results suggest that when a goal is set at low or medium levels, stretch goals are not related to CWB.

The result has managerial implications suggesting that the senior management should avoid setting the level of stretch goals that employees would perceive as high because a high level of stretch goals could suggest extremely challenging but unattainable goals, resulting in employees engaging in CWB.

The “bright side” of stretch goals can enhance organizational performance however the “dark side” of stretch goals can backfire and undermine organizational performance. This paper examines the “dark side” of stretch goals that show that when employees perceive goals set are extremely challenging but unattainable, such perception of high-performance goals would induce employees’ desire to engage in CWB, especially when they could morally justify (rationalize) such behavior.

This study critically examines research done in the accounting field to uncover the determinants of unethical conduct by professional accountants. It seeks to determine the current state of knowledge of the factors driving the unethical decision-making process of professional accountants.

This study adopted a qualitative narrative approach using non-probability sampling in the form of non-purposive sampling to select the relevant articles to use. These articles were analysed using a thematic approach to determine what conclusions were arrived at.

Many studies have examined factors that influence unethical behaviour. However, many studies do not use a holistic approach in analysing the relative influence of each of the factors, and hence there are conflicting conclusions. Within the African context, political, social and legislative factors that appear to have a significant influence have not been thoroughly explored.

This study contributes a more precise understanding of the current state of knowledge determinants of unethical behaviour by professional accountants while identifying potential areas for future research and policy development.

This study aims to address workplace cyber incivility in digital environments by proposing human resource (HR) management strategies derived from a systematic review of the literature. It seeks to clarify the concept of cyber incivility, identify its antecedents and outcomes and provide practical recommendations for HR practices to mitigate its effects.

A systematic review following PRISMA guidelines analyzed 31 empirical studies (2006–2024) using Google Scholar, PsycINFO, Business Source Complete and Web of Science databases with keywords, including “cyber incivility,” “digital workplace” and “employee well-being.” Studies were included if they focused on workplace cyber incivility, provided primary data and were published in English, while those on cyber aggression or bullying were excluded. Two authors independently screened studies, resolving discrepancies through discussion. Thematic analysis synthesized findings on definitions, antecedents, outcomes and moderators.

The review identifies gaps in the literature, including inconsistent measurement approaches, limited understanding of cyber incivility’s multidimensional nature, insufficient examination of dyadic perspectives between perpetrators and targets and fragmented research across different digital platforms. The included studies (n = 31) examined diverse professional contexts, with sample sizes ranging from 69 to 830 participants. Cyber incivility is shaped by individual factors (e.g. personality traits, demographic characteristics), situational factors (e.g. workload, stress) and technology-driven factors (e.g. misinterpretation in digital communication). Its negative impacts include reduced job satisfaction, heightened stress, burnout and increased turnover intentions. Evidence-based HR recommendations include developing digital communication guidelines, implementing resilience-building programs and offering training on digital etiquette and conflict resolution.

This study provides a comprehensive framework for understanding cyber incivility in digital work environments and offers evidence-based HR interventions to foster respectful communication and improve employee well-being. It bridges existing research gaps by synthesizing fragmented studies and highlighting actionable strategies for HR professionals.