In this article, we argue that changes in workplace characteristics over the last few decades may affect work relationships and call for adjustments in the traditional theoretical framework used to understand them. Since the last quarter of the 20th century, there have been theories regarding changes in labor relationships following technological, political, globalization, and economical changes. However, we examine the changes in light of psychological theories rather than labor or industrial approaches. We review four main areas where social exchange theory (SET) has been implemented, address recent changes that challenge the traditional SET perspective, and propose alternative models. We refer to these models as “hybrid” as they integrate traditional SET premises with new-era workplace characteristics. First, we describe several changes in workplace characteristics. Next, we review some of the most conventional applications of SET to work relationships. Finally, we critically examine whether this theory meets the requirements of work relationships in the new world of work and conclude by arguing that SET needs to be adjusted to reflect the assumption that frequent changes in employee and organizational characteristics in the new workplaces require similar frequent adjustments in exchange relationships.

Rotolo et al. (2018) decry the rise in use of trendy, simplistic human resource management (HRM) procedures and practices such as talent management, regardless of any solid scientific basis culled from relevant disciplines such as industrial and organizational (I-O) psychology. Furthermore, they observe a propagating spirit of anti-I-O psychology that has recently emerged and that should provoke our concern. What has ignited and fueled this reality? Correctly noted, Rotolo et al. indicate that I-O psychology academics have, over the years, lost touch with the actual preoccupying needs of managers in organizations. Instead of promoting novel fields of exploration and devising innovative tools and procedures, I-O scientists overly invest their time, energy, and ingenuity in methodological minutiae and theorizing.

The article on subtle discrimination by Jones and colleagues (K. P. Jones, Arena, Nittrouer, Alonso, & Lindsey, 2017) describes in detail and enriches the knowledge on this undesirable yet quite common phenomenon in organizations. In this comment, we argue that subtle discrimination behaviors are natural and predictable in view of organizational actions taken to increase diversity on one hand and prevent overt discrimination on the other hand. Also, practical ways to reduce the phenomenon are suggested.

We share Britt, Shen, Sinclair, Grossman, and Klieger's (2016) concern over the confusion of the conceptual definition of resilience and believe that this thorny issue should be solved. Hence, our objective in this commentary is to dispel to some extent the fuzzy state of the resilience construct content, building on the extant resilience literature. This will help to enhance resilience construct validity.

Adler et al. (2016) present a comprehensive review of the fundamental and painful problems of performance appraisal in organizations, from which it appears that we cannot do without performance appraisal because of its benefits, and we cannot do with it because of its flaws. If so, how can organizations make a decision on this issue? Mend them or end them? (See also Culbertson, Krome, McHenry, Stetzer, & van Ittersum, 2013.)