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This paper aims to examine Florida law enforcement agency policies to determine whether they contain language from the International Associations of Chiefs of Police (IACP) Model Policy on use of force. Consistency of policy content is instructive.

Data for this study include written policies of Florida law enforcement agencies (n=160) which were collected through e‐mail requests to all agencies in the state (n=323). Content analysis was used to analyze the policies.

Findings suggest that 74 percent of all agencies include language that refers to a use of force continuum, including 90 percent of sheriffs' offices and 70 percent of police departments.

The research suggests that the majority of agencies continue to include a use of force continuum. Only Florida agencies were surveyed, and the response rate was 50 percent.

The research suggests that a majority of agencies adhere to the principle that clear use of force policies can reduce liability concerns, and shows that written policies can be effective training tools.

Use of force remains the chief public concern in law enforcement's discretionary actions. Therefore, agencies must address use of force issues comprehensively.

There is no research that examines the content of current use of force policies. This paper adds to the literature on force policy and examines such policies in the nation's fourth largest state. The paper suggests areas for future research and offers a normative model of a force policy.

YORKSHIRE‐based Kluber Lubrication Great Britain Ltd welcomed nearly 50 guests to the opening recently of their new offices and depot at Hough Mills, Northawrum on the outskirts of Halifax. It is from this town that German Kluber grease products have been distributed for some 13 years. James H. Heal & Co Ltd, of Halifax, originally had the agency and from the business so generated the present Klüber Lubrication Great Britain Ltd was formed five years ago, with James Heal as shareholders.

The purpose of this article is to empirically test whether applicants fake their responses to personality based employment inventories.

This study utilized a within subjects design to asses whether applicants elevated their scores in an applicant conditions. Subjects who applied for a job were later contacted and asked to complete the same personality measure under an honest instructional set. The within subjects design allowed the researcher to examine faking behavior at the individual level of analysis rather than draw inferences between applicant and incumbent groups.

Results suggest that a significant number of applicants do fake personality based selection measures. Depending on the confidence interval used between 30 and 50 percent of applicants elevated their scores when applying for a job. The results also show that applicant faking behavior resulted in significant rank ordering changes that impacted hiring decisions.

One limitation of the study is the exclusion of a job performance criterion measure. Without this measure definitive statements regarding the decay in the criterion validity of the measure cannot be made. While the study demonstrated rank ordering changes, decrements in criterion validity cannot be demonstrated without measuring job performance.

The practical implications of the paper are that personality measures should not be used alone. Rather they should be included in a test battery of measures that are less susceptible to faking behavior. In addition, applied researchers must continue research efforts to address the faking issue.

Empirical research has supported the notion that respondents can fake when instructed, however, other research has suggested that applicants do not fake in applied settings. This study is the first to provide substantial evidence that faking does occur in applicant settings and that is disrupts rank ordering of applicants.

The following new Board appointments have been announced by Hawker Siddeley Dynamics. Mr A. S. Wheate, C.A., joins the company as Financial Director; Dr H. Fuchs, B.Sc., C.Eng., F.R.Ae.S., M.A.I.A.A., F.B.I.S., is appointed Director and Divisional Manager, Guided Weapons; Mr P. R. Franks, B.Sc., M.Sc, A.M.I.E.E., is appointed Technical Director (Electronics), and Mr E. D. Dettmer, D.F.C., is appointed Marketing Director. In addition, two new Deputy Managing Directors have been appointed. They are Dr G. H. Hough, C.B.E., and Mr M. G. Ash, M.B.E., F.C.A.

This chapter evaluates research from the past 10 years suggesting that surfing can help develop ecological sensibilities and, in turn, lead to more environmentally sustainable lifestyles and practices.

The first part of the chapter reviews some of the key themes in the movement toward more sustainable surfing, including surfers' lifestyle practices. The second part of the chapter offers more in-depth case studies of (1) the production and consumption of surfboards and (2) the emergence of wave pools. Through these two case studies the chapter explores more promising practices that are driving more desirable human–surfing–environment relationships.

The chapter highlights the key tensions in debates over the so-called sustainable surfing movement. While surfers continue to see themselves as environmentally connected and having special relationships to the environment and sustainability, there are many contradictions and inconsistencies in this relationship. The negative environmental impact of the surfing industry remains notable, including in tourism, board manufacturing, and surfing events. The chapter highlights the limitations of relying on market-based, technologically dependent approaches to sustainable development.

The chapter shows the potential and promise of technological innovation for more environmentally sustainable practices, while recognizing the ongoing challenges in changing attitudes in the surf industry, and among many participants/consumers. It echoes broader literatures showing that attitudes and behaviors around environmental issues are complex and paradoxical.

Research on self-regulation has tended to focus on goal-related performance, with limited attention paid to individuals’ affect and the role it plays during the goal-striving process. In this chapter we discuss three mechanisms to integrate affect within a control theory-based self-regulation framework, and how such integrations inform future research concerning employee stress and well-being. Specifically, affect can be viewed as a result of velocity made toward one’s desired states at work. Fast progress results in positive affect, which enhances employee well-being and reduces the detrimental effects associated with exposure to occupational stressors. On the other hand, slow or no progress elicits negative affect, which induces employee distress. Second, affect can also be considered an input of self-regulation, such that employees are required to regulate their emotional displays at work. Employees who perform emotional labor compare their actual emotional display against the desired display prescribed by display rules. Third, affect can function as a situational disturbance, altering employees’ perceptions or assessments of the input, comparator, and output for other self-regulatory processes.

Even more than 50 years after the Civil Rights Act of 1964 prohibited discrimination toward a number of groups in employment settings in the United States, workplace discrimination remains a persistent problem in organizations. This chapter provides a comprehensive review and analysis of contemporary theory and evidence on the nature, causes, and consequences of discrimination before synthesizing potential methods for its reduction. We note the strengths and weaknesses of this scholarship and highlight meaningful future directions. In so doing, we hope to both inform and inspire organizational and scholarly efforts to understand and eliminate workplace discrimination.

One of the biggest challenges facing global organizations is the ability of leadership and International Human Resource Management (IHRM) professionals to capture the positive outcomes of a diverse workforce while fostering inclusion amongst its workers. New theory based upon optimal distinctiveness theory has challenged researchers to approach inclusion in a holistic manner, transcending political boundaries and cultural meanings of diversity to instead promote the uniqueness of individuals within-group belongingness. This chapter proposes a theoretical model that suggests leader capabilities such as global mindset can foster inclusiveness while reaping the benefits of unique backgrounds and diverse ideas. Two important individual-level outcomes of inclusiveness are presented: creativity and psychological safety. Also discussed are implications for strategic IHRM through recruitment, selection, talent management, and performance management activities.