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When Sundridge Park Management Centre was opened in 1955 its founder, Ernest Butten, was clear about its aim. That was to provide the environment, the resources of knowledge and experience, the facilities and the stimulus for the self development of senior men and women from industry, commerce and the public service. The use of television at Sundridge Park has since been harnessed to those objectives, but in the mid fifties it was not of course an essential element of the training process as it is today. At that time educational use of the medium was almost unheard of, and the words “closed‐circuit” did not occupy a space in the dictionary.

This is the common reaction of the frustrated trainee who is seeing himself, or at least attempting to see himself, for the first time on closed circuit television (CCTV). In this article it is the intention to examine the requirements of a trainer to prevent such comments being necessary when video recording role plays in interpersonal skill training. The means of applying the recorded material to provide meaningful feedback will be covered in a following article.

Closed circuit television allows people to see themselves as others see them. It is that blend of sophisticated electronics which provides a picture of what has happened before, with the facility to observe, re‐observe and observe again. In training, when used correctly, television is a device for enabling the trainer to illustrate in the most powerful way different learning areas. Without it the trainer is left to communicate his points by word of mouth only, a most inadequate process when concerned with behavioural training.

Organizations are considering the influence of workplace attention breadth (mindfulness and absorption) on professional development. Although corporate accountants typically focus on technical skills, soft skills such as mindfulness may also improve performance. In this study, we examine the influence of attention breadth on task performance by demonstrating how mindfulness and absorption vary with respect to improvement to entry, mid, and upper-level accounting tasks. We survey over 700 corporate accounting professionals and find that upper-level manager task performance is related to mindfulness, and mid-level manager task performance is associated with mindfulness and absorption. We also find that mid-level professionals who are unable to transition between mindfulness and absorption states serve a relatively longer tenure before advancing to an upper-level position. This study has important implications for management to assist in improving office productivity and morale.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

This issue is a selected bibliography covering the subject of leadership.

This paper aims to present recently published resources on information literacy and library instruction providing an introductory overview and a selected annotated bibliography of publications covering all library types.

This paper introduces and annotates English-language periodical articles, monographs, dissertations and other materials on library instruction and information literacy published in 2016.

The paper provides information about each source, describes the characteristics of current scholarship and highlights sources that contain unique or significant scholarly contributions.

The information may be used by librarians and interested parties as a quick reference to literature on library instruction and information literacy.

The authors describe an exploratory analytical tool called The 5Ps Leadership Analysis (Personal Attributes, Position, Purpose, Practices/Processes, and Product) as a heuristic for better understanding the complexities of leadership. Using The 5Ps Leadership Analysis, the authors explore the leadership of General Robert E. Lee of the Confederate Army of Northern Virginia and General George B. McClellan of the Union Army of the Potomac—more specifically, the leadership of the two generals on September 17, 1862 during the Battle of Antietam. The paper concludes with suggestions for application in the classroom.