ziner, Fine, and Birati (2014) recognize the imperative need for utility models to help organizations realize the economic impact of human resource management (HRM) practices. They correctly note, however, that recent advancements in HRM practices, such as those designed to develop employee well-being and its metrics, have not been readily integrated into utility models. Along a similar vein, another metric that has become ubiquitous in recent years, but which has also not been well integrated into utility models, is employee integrity.