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We study relationships between shareholder proposal activism, managerial response, and corporate social performance (CSP). We find that shareholder proposal activism reduces CSP. We infer that rather than pressuring firms to improve CSP, activism may engender diversion of resources away from CSP into political activities used by managers to resist external pressures and retain discretion. We also find that managers are more likely to settle proposals filed by 'salient' shareholders (i.e., those with power, legitimacy, and urgency). Settlement with salient shareholders, however, also reduces CSP, suggesting that managers' responses are symbolic; i.e., they settle with salient shareholders to demonstrate conformance but continue to resist making the substantive changes to core policies that may compromise their discretion.

Experiencing work as a calling has been described as the ideal of a truly positive experience of work. But what we know about how called professionals construct identities as people who are called to their work is incomplete. Discussions about callings are often framed as narratives—stories of people’s callings—yet little is known about how professionals incorporate a wide variety of life events into coherent stories that support their identity claims. To understand this process, we analyzed the narratives of 236 individuals from four professions. We found two ways our participants identified their callings: discernment and exploration. Discerners journeyed toward their destiny, which was their one true calling. Explorers actively searched for work they loved, but destiny played no role. Through a series of lived experiences, called professionals’ identities took shape as they were enacted, with their callings strengthening over time. After identifying their calling, each of these professionals engaged in two crucial processes for integrating self and work as they lived their calling. Like other professionals, called professionals sought legitimacy in their fields by demonstrating mastery and receiving affirmation. Yet their sense of calling simultaneously propelled them to craft personal authenticity through tailoring their own unique enactment of the role.

Pay distribution research is relatively scarce in the compensation literature, yet pay distributions are viewed as critically important by organizational decision makers. This study is a direct test of the relationship between one form of pay distribution - pay dispersion - and performance conducted in a field setting where individual and organizational performance could be reliably observed and measured. Findings suggest more compressed pay dispersions are positively related to multiple measures of individual and organizational performance.

The Wellbeing at Work projects at the University of Notre Dame range from studying the wellbeing of rural health care providers, clergy, and their families, to teachers, and humanitarian workers. We are trying to understand the wellbeing of these real and amazing people. We believe that when work is good that it will produce real goodness of many kinds, including high levels of wellbeing among those who perform the work. Focused on the wellbeing of clergy and their families, the Flourishing in Ministry project examines what motivates pastors and priests to be engaged in ministry-and what disrupts them from experiencing wellbeing in their work. In our research, we attempt to explore how clergy-often working with lean resources-can give so much to others, and experience a sense of fulfillment and growth in their daily work lives. The Flourishing in Ministry project explores three key questions: 1) What are the signature characteristics of wellbeing for clergy?; 2) What factors and conditions foster high levels of wellbeing, or impede/diminish it?; and 3) How does the wellbeing of clergy and their families change over a life span?. We invite you to consider the implications of the work of these two projects for the clergy and other Christian helping professionals whom you know and lovingly serve, as well as for your own journey as a caring professional.

Compensation systems are an integral part of the relationships organizations establish with their employees. For many years, researchers viewed pay systems as an efficient way to bring market-like labour exchanges inside organizations. This view suggested that only economic considerations matter for understanding how compensation systems effect organizations and their employees. Advances in organizational research, particularly those focused on issues of justice and fairness, suggest that the fully understanding the outcomes of compensation systems requires examining their psychological, social, and moral effects.

I often have the privilege of sharing the science of happiness, through presentations and speeches, with a variety of audiences. i have found that a topic that holds great interest for people is the relationship between wealth or income and happiness. when scientists began to study happiness, money was one of the first topics they explored. a long series of scientific investigations has produced one of the most consistent results in the study of happiness: that wealthy or high income earners are, at most, only somewhat happier than the average person. That is, these studies indicate that having a great

A study extends agency-based research by examining the role of risk in the structure of managerial compensation and its relationship to organization performance. Results suggest that organizations facing higher risk do not place greater emphasis on short-term incentives than other organizations - rather, they place less emphasis on them. Also, higher-risk firms that relied on incentive pay exhibited poorer performance than higher-risk firms that did not emphasize incentive pay.

For the most part, compensation decision-makers tend to think of compensation in terms of the monetary rewards one acquires from working for an organization. Although they recognize employees obtain other rewards from their work, most actual compensation decisions focus only on cash-related compensation. This view tends to overlook the many other returns, both tangible and intangible, that people derive from their work relationship. Some scholars suggest these other returns may be equally, or more, important to people. As potentially important motivators, a different way is needed to understand what these other rewards are and how they might influence employees' attitudes and behaviors. One such model is presented. The empirical evidence of a study indicates the nature of the portfolio an organization offers does have implications for the type of contributions its employees will provide. The portfolio of returns suggests that, if organizational success requires that employees extend themselves beyond the performance of clearly articulated work tasks, the organization may need to respond by offering a more relational employment contract.

Over the past several years critics have charged that incentive awards are excessive, bear little relationship to organizational performance, and often prove detreimental to a company's success. This article argues for the importance of considering contextual factors before making judegments about the eeficacy of perfoance-based compensation. Analysis of one factor-the degree of business risk-uncoves a relationship taht chanllenges predications based on economics theroy. We might well assume that pay pakcages rich in stock options and other incentives help copanies respond to a high-risk business environment. Not so. Statistical analysis of 536 large U.S. companies shows that the more sucessful firms used higher salaries and lower level of incentive than their less succesful counterparts. This suggest we need to give great consideration to the whole ”employment deal”-incentives, salary, benefits, job security and the like-in relationship to the business enviornment.