How Sustainability and Corporate Social Responsibility Became Intertwined

Three Types of Pay Transparency Are Changing the Game

By Daniel Butcher

While there isn’t a nationwide pay-transparency law in the United States—at least not yet—10 states, several cities, and even one county (Westchester, New York) have such regulations. That means organizations may need to adjust how they communicate about pay depending on where they’re based and where they operate.

Academy of Management Scholar Peter Bamberger of Tel Aviv University said one type of transparency is letting employees freely talk about their pay with one another. That’s been protected by U.S. federal law since the passage of the National Labor Relations Act (NLRA) in 1935.

“Most employees don’t know that they have the right to talk about their pay with other employees—that’s part of the NLRA. Still, companies discourage it, and in fact, some companies go too far in discouraging it so that they’re actually breaking the law,” Bamberger said.

“There’s very little merit to stopping employee disclosure, particularly since we now have things like Glassdoor, which really make it easy for employees to find out what others are earning in return for disclosing their own compensation,” he said.

In the second type of pay transparency, employers disclose compensation ranges to current and prospective employees.

“Laws in more than a dozen U.S. states and several cities are pushing for some degree of partial transparency with mandatory employer disclosure of pay ranges,” Bamberger said.“Going beyond that, where it’s not ranges that employers show, but rather actual individual rates of pay, can be potentially risky.

“Our studies have found that letting employees see how much coworkers make tends to have some pretty detrimental effects, whether it comes to malicious envy or even counterproductive work behavior,” he said. “The comp ranges not so much, but revealing detail about how much specific individuals are making can be problematic, so you have to be very careful about how you go about doing it.

“There are some success stories that I’ve written about in a book that I wrote about pay transparency, but it can be problematic.”

The third type is procedural pay transparency, from which Bamberger and his research colleagues have found only positive outcomes.

“That is being open and transparent about every aspect of the pay system in your organization, telling employees about the basis of the compensation structure, for example, what are the criteria for increasing bonuses? How were bonuses calculated this past year? How are differential pay rates by levels in the organization determined?” Bamberger said.

“Most employees don’t have a clue as to what their benefits are or how compensation levels are determined in the organization—employee pay knowledge is really minimal,” he said.

“Where organizations enhance this procedural pay transparency, perceptions of justice and fairness increased dramatically, and that has a wide range of beneficial effects and implications on retention, social exchange and reciprocity among coworkers, and giving back to the organization.”

Mentors Influence How Much College Grads Drink

By Daniel Butcher

The quality of mentorship can be a key factor in early-career professionals surviving and thriving at an organization. And more specifically, senior executives’ alcohol use, especially while entertaining clients, has a big influence on junior employees’ drinking habits.

Academy of Management Scholar Peter Bamberger of Tel Aviv University said that for at least the three years after graduation, alcohol consumption levels typically don’t change much. But there’s a caveat.

“We do find a couple of factors that are instrumental in getting alcohol consumption to move, which gives managers some clues as to what might be done to speed up that maturing out process for junior employees and hopefully reduce the risk of managers having to deal with people with problem drinking,” Bamberger said. “This is a soft side of the socialization process when these young adults come into the organization, so some of the most instrumental factors have to do with mentoring programs, veteran employees who are there to support the newcomers.

“You have to be a little bit careful there, because we did another study in China, where we found that, for employees in sales and sales-support occupations who are social connectors, post-college alcohol consumption moves in the wrong direction,” he said. “Many young people coming into these positions within three months after graduation show patterns of hazardous drinking.

“We demonstrate that, in such cases, their ‘mentors’ are their clients who end up ‘teaching’ them how critical it is to drink in order to build trust and close the deal—now, this may be more of a sales-department client-related phenomenon, and it may be more intense in China than other parts of the world.”

In China, it’s well-known that salespeople can’t close a deal unless they show their clients a good time the night before a meeting. Such occasions often include heavy drinking. However, Bamberger notes that many companies based in many countries worldwide, including across Europe and the United States, have salespeople and clients who also have behavioral patterns like that.

“The socialization [process] is [influenced by] mentoring by certain individuals, which can be problematic,” Bamberger said. “But our study with a college students in the U.S. finds that where you have that kind of support, particularly with newcomers mentored by veterans with low or moderate levels of drinking, you can expedite the pace at which young adults mature out of this pattern of a high level of alcohol consumption.

“There are other factors and things that managers can do [to help expedite that maturation process] as well, some of them having less of an effect, including a review of alcohol-drinking policies as part of the orientation program—our findings are that that doesn’t do very much,” he said.

“Managers do need to look at what else worked to reduce problem drinking among their younger team members.”

Pay Transparency Reduces Compensation Differentials

By Daniel Butcher

Pay transparency can lead to pay compression, in which employees’ compensation—regardless of whether they’re long-tenured or new, high-performing or just sliding by—tend to cluster around an average or median level for a particular role.

Academy of Management Scholar Peter Bamberger of Tel Aviv University said that people perceive their employer’s compensation structure to be unfair tend to leave the organization. In those cases, pay transparency can interfere with employee retention goals. But he’s found in his research that pay can be a moving target, where pressure to recruit can drive up new hires’ compensation, higher than longer-tenured employees serving in similar roles.

“It’s important to see what the impact of pay transparency is on individual behavior, but we also want to see what happens with turnover rates at the firm level,” Bamberger said. “The argument was based on several research papers in economics in particular with consistent findings that when pay becomes more transparent, it also becomes more compressed.

“Essentially, managers differentiate between stars and poor performers less and give everybody more or less the same or a similar raise and bonus,” he said.

While the economists didn’t really look at the mechanism as to why that is, Bamberger and his colleagues did examine that and came up with a theory to explain the trend.

“The argument is that managers are kind of lazy, and they prefer not to have to deal with an employee coming in and demanding that they deserve more than someone else,” Bamberger said. “So when pay is transparent, regardless of differences in individual contribution, they just give everyone the same level of pay increase or bonus.”

Pay Transparency Can Push Reward Inequities Under the Table

By Daniel Butcher

Performance-based pay—including merit-based salary increases and bonuses—can be complicated by pay transparency rules that make the details known to coworkers, according to Academy of Management Scholar Peter Bamberger of Tel Aviv University.

A reaction to that can lead to pay compression—when wages for low-skilled or low-performing workers and wages for high-skilled or high-performing workers move closer together—or an increase in requests for deals with special perks, also called idiosyncratic deals or i-deals. I-deals are non-standard work arrangements that individual employees negotiate to get remote work or flexibility, training opportunities, special assignments, and even performance benchmarks that would trigger bonuses. I-deals are often used to reward high-performing candidates and employees who have specialized skills in the hopes of retaining them long-term.

“You can imagine, if you’re a star performer and your bonus or merit-based raise is lower than it’s been before, you’re likely to think about leaving that organization and going to work somewhere else—and that’s exactly what some economists have found, that where we have pay compression, the star performers actually pick up and leave,” Bamberger said. “I recently published a paper that also shows the same thing, that pay compression very quickly leads to star performers’ departure.”

So what can organizations’ leaders do?

“What we find is that employees don’t necessarily push for more money; they make their requests for other types of rewards, primarily benefits as part of what we call idiosyncratic deals, things like the number of days per week that they can work from home or the number of weeks per year that they can work from Hawaii,” Bamberger said. “There’s a large body of literature on i-deals in management, and they include various types of benefits packages.

“What we find using data from about 120 organizations in China is that where pay is more transparent, the differentials in the pay of higher and lower performers are more compressed,” he said. “Perhaps because such a situation could drive higher performers to look for alternative employment, when pay was more transparent, employers rewarded the higher performers in other, less observable ways using these idiosyncratic deals. If fact, higher performers asked for these types of deals, and in 50% of cases where they ask for it, they got it.

“What’s actually happening is that transparency is shifting the pay differential from where it can be seen, annual raises and bonuses, to those types of rewards where it’s not transparent, that is, idiosyncratic deals.”

Sharing Info, Workloads, Positive Feeback Boosts Productivity

By Daniel Butcher

Leaders who can install processes for effective, timely information-sharing, fair workload distribution, and civil communication—including positive feedback—foster the best collaboration and productivity among team members.

Academy of Management Scholar Peter Bamberger of Tel Aviv University said that lackluster productivity is often a result of poor information-sharing and workload-sharing behaviors.

“Team processes are hard; people can’t always pick up the signals that they need to,” Bamberger said. “For example, if they have a piece of information that someone else needs, when should they pass it on to this other person? A nurse has a test result; when should she pass it on to the to the team leader or attending physician?

“If she passes it on too early, she’s going to disrupt what they’re doing, which clearly affects their performance, but if she passes it on too late, it could be deadly, so timing and synchrony of such tasks are crucial,” he said.

Incivility and rudeness also undermine productivity, while civility and kindness tend to boost it.

“In research on medical teams, we demonstrated that when people experience gratitude at work it can often, but not always, have beneficial implications,” Bamberger said. “A lot depends on the source of the gratitude and the nature of the task at hand.

“In one experiment, we had the three teams: a control condition, one that viewed a video before they started the day from a senior neonatologist talking about how grateful he is to everybody in the field for doing the wonderful work they do to save these babies, which had nothing in terms of a productivity boost, but then we had a third group where we had a mother of a preemie talk about how grateful she was to the medical team that saved her child, and that had massive positive effects,” he said.

“We demonstrate what that does to the team interaction through the implications based on a theory in cognitive science called [Fredrickson’s]broaden-and-build, which explains how positive emotions have beneficial effects on people’s ability to be flexible in their thinking, to absorb more information, and things like that.”

Bamberger and colleagues also demonstrate that the effects were much stronger when a mother expressed gratitude than when a senior colleague did.

Sharing positive customer feedback

Business leaders and managers can leverage these insights to improve their effectiveness.

“They can demonstrate gratitude themselves; it does make intuitive sense that if managers and leaders behave with civility and politeness, then that may set an example for the rank-and-file employees to do the same, but they can encourage customers and clients or patients to say ‘thank you’ directly,” Bamberger said. “If you like the way a flight attendant treated you on a flight, you’re supposed to write the company, but what if you were actually put in direct contact with the flight attendant and were able to express the gratitude directly?

“Our evidence suggests that that’s going to have a much stronger effect than a manager saying, ‘You got three positive letters this week,’” he said. “Setting up systems for customers to directly express positive feedback has the potential to significantly boost employee morale and performance.”

Why Retirees Change Their Alcohol Consumption

By Daniel Butcher

Whether people increase or decrease the amount of alcohol they drink after retirement depends on a range of factors, including what role and industry they retire from.

Academy of Management Scholar Peter Bamberger of Tel Aviv University said that he and colleagues studied the implications of general work-related transitions on health and well-being, with a particular focus on subjects’ behavior with regard to drinking alcohol, before and after retirement.

“We actually started with people as they move towards retirement, and we did a 10-year study,” Bamberger said. “The research was finding mixed effects of retirement on alcohol consumption; some studies found that retirement is a great way to address your drinking problems, because you’re often removing people from a high-risk environment where people around them drink a lot.

“But other studies were finding that people go into retirement and move into a retirement community and happy hour starts at noon,” he said.

Bamberger’s and colleagues’ question was, ‘Is retirement good or bad with regard to alcohol consumption or misuse?’ They were looking at various factors that determine when a person’s level of drinking goes in one direction and when it goes in the other direction.

“A simple finding is, if you’re coming out of a high-risk occupation, for example, iron workers, people who build skyscrapers—this is an occupation that has its roots with very heavy drinking communities, so if you joined that occupation, at least in the past, you were likely to adopt those patterns, or you wouldn’t stay in the occupation,” Bamberger said. “So retiring from that is obviously going to be beneficial, because you’re taking yourself out of a social context of high alcohol consumption.”

But there are other variables to consider, including relationships with friends, family, and spouses. A best practice for retirees is keeping busy with hobbies, volunteerism, or even some part-time work, any activity aimed at staying engaged and connected and ensuring a continuing sense of self-worth and contribution.

“We looked at some of the factors that are associated with retirement, like financial stress and marital strain, with one member of a couple working the other one not, and we can find implications there as well for drinking,” Bamberger said. “The routine is disrupted; there’s more free time for one partner in the relationship but not the other.

“There’s a vast array of moderating and conditioning factors that determine when retirement has one implication—more drinking—versus another—less drinking,” he said. “Retirees who plan how to structure their time post-separation from work tend to have better health outcomes.

“Overall, work-related transitions can be difficult for people, and our current research has aimed at exploring the mental-health implications of other such transitions, including for students and soldiers transitioning into career employment for the first time.”

Rudeness Doesn’t Motivate Workers—Quite the Opposite

By Daniel Butcher

Some business leaders and managers resort to barbs or even shouting to motivate staff members, but research shows that a coercive leadership style is counterproductive. In fact, civility leads to improved team cohesion and performance, while rudeness hurts workers’ performance.

Academy of Management Scholar Peter Bamberger of Tel Aviv University said that several research papers on the subject explore the implications that emotion-laden events in organizations have on interpersonal relations and team dynamics. In a nutshell, rudeness creates a huge distraction that undermines productivity.

“For example, why can’t you text and drive at the same time? When you’re driving, the reason you don’t text is because—aside from it being against the law—you’re distracted,” Bamberger said. “It’s a complex process to text—it takes your attention, so you have limited cognitive resources, and driving is also complex.

“Whatever goes to the texting is not available for driving, and the result could be death,” he said.

What’s the connection between texting while driving and leadership style, as well as interactions between coworkers? Rudeness and even mild incivility are actually highly emotional events that occur frequently in the workplace.

“Many, many employees experience rudeness at work, and it’s rather ambiguous,” Bamberger said. “It’s not like being bullied or attacked physically, but in response to rudeness, you’ve got to try to figure out what is threatening to some degree, but you don’t know how threatening it is.

“And precisely because of that, and largely unconsciously, your brain is engaging and trying to determine the degree of threat,” he said. “That’s not a mindset that’s conducive to analysis, attention to detail, or any type of thought-demanding work.”

Why One-Size-Fits-All Diversity Training Fails to Deliver

By Daniel Butcher

The more customized and personalized in-office training sessions are, the more effective they tend to be, and that’s especially true for diversity training, according to Academy of Management Scholar Quinetta Roberson of Michigan State University.

“We’ve all had different experiences; we all have different backgrounds,” she said. “Taking that into consideration, our starting point might be different in terms of the things we need to learn in training—somebody might need it to be more knowledge-based, whereas maybe another person is more emotion-oriented and needs to learn how not to be so reactive.

“Organizational leaders might say, ‘This sounds like a hell of a lot to customize—we have a 10,000-person organization, so how can we customize diversity training for each individual employee?’ but it’s mainly about designing for a wide range of people with different frames of reference and learning styles to improve the return on your training investment,” Roberson said. “A lot of companies buy training off the shelf, and they say, ‘This person, this competitor, or this company in our industry uses this consultant or this diversity-training program.’

“I guess it works for some of them, because they’ve been using it for years, but that doesn’t mean that it’s tailored to address your people and your culture.”

The big-picture takeaway that Roberson stressed is the important of developing flexible, customizable diversity-training models—or working directly with people who do develop diversity training and learning in a way that suits the organization’s purposes.
“Diversity training should not be a plug-and-play one-size-fits-all approach and just hoping that it’ll address all of the organization’s issues,” Roberson said.

“If leaders are spending this money, and if the organization’s people are spending time in this training, then they want to ensure that they’re getting bang for their buck—some return on their investment—and that is going to be something that’s useful and tailored to their people and their culture,” she said.

Connect the Dots from Training to Learning

By Daniel Butcher

Employee training is most effective when leaders and trainers integrate and reinforce learning objectives and key concepts throughout sessions and encourage participants to apply the new knowledge in their roles.

Academy of Management Scholar Quinetta Roberson of Michigan State University said that pre- and post-training elements are just as important as the training session itself.

“We talk about letting people set their own goals like, ‘This is what I want to get out of the training’ or ‘This is how I want to progress through it,’ because that’s part of that act of learning and being personally responsible in the training,” Roberson said.“In the post-training environment, what happens a lot is that people who were in diversity training are excited—‘I learned this, and I met some cool people,’ etc.

“But the manager says, ‘I need you to do XYZ; get back to work—I missed you for this time you were gone,’ and so work piles up and they’re expected to jump right back into work and so don’t have an opportunity to apply what they’ve learned,” she said.
“So having managers or leaders who actually work with their employees to set goals for how they’re going to use their training in their job or building some of those into their performance evaluation help employees to feel that it’s not just something they went through that was a waste of time.”

Giving participants the opportunity to share and actually have responsibility for sharing, such as a train-the-trainer feedback forum and asking people to share what they’ve learned with colleagues and be subject-matter experts on something that was covered during the training session is a best practice, Roberson said.

“Those kinds of things at least make sure that what they learned in the training is not forgotten and tossed to the side but rather it’s actually pulled into their work,” she said. “And it helps the employees make the connection between what they learned in the training and what they actually have to do in the work environment.”

Why Many Big Brands Reneged on Diversity Commitments

By Daniel Butcher

In November 2024, Walmart joined other major corporations such as automakers Toyota and Ford Motor Co. in scratching its diversity, equity, and inclusion (DEI) initiatives in the face of threatened boycotts. Walmart announced that it had pulled out of The Human Rights Campaign Corporate Equality Index, which gave priority treatment to suppliers based on racial or gender diversity, and ended support for a racial equity center established after a police officer killed George Floyd in 2020.

Those decisions come in the wake of the U.S. Supreme Court’s 2023 decision ending affirmative action in college admissions, which has emboldened conservative groups to pressure companies to turn their backs on their DEI commitments. For example, Trump adviser Stephen Miller’s America First Legal group has sued companies with DEI initiatives and programs focused on helping Americans of diverse racial and ethnic groups.

Academy of Management Scholar Quinetta Roberson of Michigan State University recalled that she was confused and saddened when John Deere & Co., Tractor Supply Company, and other companies announced that they were scaling back their DEI initiatives in response to criticism and boycott threats from a conservative influencer.

“For those who recognize the value of DEI, it’s perplexing that a non-shareholder could wield such influence over corporate decision-making,” Roberson said. “However, this response reveals a deeper issue: The vulnerability of these firms’ DEI efforts suggests they were never a meaningful part of their mission or strategy.

“Instead, these initiatives were likely performative and transactional, lacking true integration into the companies’ business strategy and operations,” she said. “Unsurprisingly, such superficial approaches to attracting, engaging, and retaining key talent leaves companies exposed to both vulnerability and scrutiny.”