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People with developmental disabilities have persistent levels of low employment and employment rates among the working-aged disabled are declining (see Bound & Waidmann, 2002). For example, the average employment rate of those graduating with a four-year degree is just under 90% while employment rates for those graduates with a disability hover around 50% (The Center for an Accessible Society, n.d.). Subsequently, people with disabilities often have a difficult time becoming economically self-sufficient (see National Council on Disability, 2000; Sowers, McLean, & Owens, 2002). The Americans with Disability Act (ADA) is one notable attempt to help provide those with a disability to employment access. While the ADA has been a champion of the cause, people with developmental disabilities still face a host of employment-related barriers (e.g., biases associated with the disability) (see DiLeo, 2007; Luecking & Mooney, 2002). Furthermore, while most people have concerns over retirement (e.g., social isolation) those concerns are exacerbated for people with developmental disabilities (see Hodges & Luken, 2006).

The purpose of this paper is to analyze the nation's first hospital to housing for homeless individuals. The Chicago Housing for Health Partnership (CHHP), a Housing First and Harm Reduction model, creates a new comprehensive system of health care, housing and supportive services.

The researchers conducted a year long process evaluation of the housing program using a multi‐method approach, which involved qualitative interviews, focus groups, document analysis and observations. The paper examined the CHHP system at three different levels (the administrative, service provision and the client levels).

The study allowed the organizational participants the ability to better understand their program by visually modeling the system for the first time and documenting its effectiveness. It also furthered the understanding of how and why the housing first model is best accompanied by a harm reduction approach. Finally, the paper was able to show how and why organizational system design is important in creating the most effective environment in which programs have a real impact.

The authors were able to help CHHP program leaders conduct strategic planning and to present their program as an effective model future funding agencies and to policy makers. CHHP has incorporated the recommendations into their permanent model. In addition, the CHHP leadership, in a network with other Housing First advocates, has disseminated the findings at national conferences and networking meetings. The authors' relationship with CHHP will continue with the design of a second stage research strategy in order to continue research on Harm Reduction Housing and policy advocacy.

The purpose of this paper is to investigate the effects of ethical climate on the use of deception during negotiation for both individuals and groups. It aims to focus on the use of “ethical climate” as a shared task representation at the group level.

Participants were 458 undergraduate students who earned course credit. Participants engaged in a simulated negotiation task about the selling/purchase of a new car, via an instant messenger program. Those assigned to the “seller” role either negotiated individually or as a three‐person group, and received one of three ethical climate manipulations (honesty, competitive, or control). The main dependent variable was whether the seller(s) disclosed information about a possible defect.

As predicted, groups were less honest than individuals. Participants in the honesty condition were most likely to be honest while those in the competitive condition were the least likely to be honest, although this difference was not statistically significant. Finally, there was a significant interaction effect between size of negotiating party and ethical climate indicating that groups' “default” response was to lie, but they lied significantly less often in the “honesty” condition. Alternatively, individuals' default response was to be honest.

Decision‐making groups have a tendency to compete even if it means being dishonest. However, organizations can help to overcome this tendency by establishing an ethical climate.

While there have been studies published on the effects of ethical climate on decision making at the individual level, there is a gap in the literature on these effects at the group level. Decisions are made at the group level too often to not pay attention to these differences.

The purpose of this paper is to introduce this special issue on “the ‘new’ policy partnership”.

The paper highlights the significance of policy‐academic partnerships and outlines the papers included in this issue.

It is important to form and maintain partnerships and collaborations with new nontraditional stakeholders. One place where this is evident is in academia.

The special issue includes original articles that address innovative ways in which researchers and policy makers can collaborate to move policy agendas forward.

Interest in generational research has garnered a lot of attention, as the workplace is seeing multiple generations (i.e., the Silent Generation, Baby Boomers, Gen Xers, and Millennials) working side-by-side for the first time. However, it is unclear how multiple generations of workers interact with each other and affect the workplace. Although there is extant literature on generational differences, some scholars have argued that the effect sizes are small and the differences are not meaningful. The focal aim of this chapter is to present the current state of literature on generational research. We present the relevant conceptualizations and theoretical frameworks that establish generational research. We then review evidence from existing research studies to establish the areas of differences that may exist among the different generations. In our review, we identify the issues arising from generational differences that are relevant to human resource management (HRM) practices, including new workforce entrants, aging workers, the changing nature of work and organizations, and leadership development. We conclude with several directions for future research on modernizing workplace policies and practices, ensuring sustainability in current employment models, facilitating future empirical research, and integrating the effects of globalization in generational research.