While work is something central to almost everyone, we probably give little thought to the various philosophical perspectives and theoretical concepts underpinning the notion. In asking my friends and colleagues what work means to them, I heard answers such as “it’s what I do so I can have fun and buy toys” and “I feel personally connected to my career and do this because I love it.” Those I talked to about the topic never quite addressed the numerous perspectives of work presented in the recent book by author and labor relations scholar John Budd, although their comments were related to many of his topics. In The Thought of Work, Budd outlines different conceptualizations and historical perspectives of work covering the many academic disciplines that address the concepts and applications of work.

A strategic model of human resource management is proposed as a framework to support sustainable adaptation to the disruptive and dynamic challenges in the business context related to environmental sustainability. The implications of a whole‐systems ecological approach to the design and implementation of human resource systems are explored, and the literature on best HR practices to support environmental sustainability is summarized. Implications for practice and research are presented.

Recent studies propose a theoretical framework of “eight forces” that purportedly captures all the distinct motives causing voluntary turnover decisions. Based on this framework, we develop the Turnover‐Attachment Motive Survey (TAMS) consisting of 18 scales, the most comprehensive model‐based turnover antecedent survey to date, facilitating more fully specified research models and more systematic diagnoses of turnover causes. Moreover, findings support behavioral inertia against quitting, psychological dissonance costs of quitting, supervisor continuance attachment, and coworker continuance attachment as significant predictors of turnover behavior for the first time in the literature. Overall, findings do suggest that our 18‐scale survey demonstrated adequate psychometric properties to justify its further use and development. We finally discuss the many uses of the TAMS for both turnover researchers and practitioners.

Over the past decade, the exponential growth in Professional in Human Resources (PHR) and Senior Professional in Human Resources (SPHR) certifications awarded by the Human Resource Certification Institute substantiates the need to reexamine the base rate of HR job announcements that require or prefer such certification. Based on a sample of Web‐based job announcements in 2002, Aguinis, Michaelis, and Jones (2005) reported that only 1.4 percent required or preferred PHR/SPHR certification. Using a similar design, the current study found that 15.6 percent of job announcements required or preferred PHR/SPHR certification, which is nearly 11 times the rate found in the Aguinis et al. (2005) study. Results also suggested the demand for PHR/SPHR certification was positively related to experience, educational level, and job title level, with the base rate reaching 25.1 percent for managerial HR roles.