Deckop, J.R., Merriman, K.K., and Gupta, S. (2006). “The effects of CEO pay structure on corporate social performance.” Journal of Management, 32, 329-342.
Abstract: Corporate social performance (CSP) is increasingly viewed as an important business outcome by researchers, investors, and society as a whole. Furthermore, empirical research indicates that CSP is positively related to corporate financial performance. These considerations lead to the question of whether CEO pay is properly structured to provide incentive to the CEO to improve firm CSP. In a sample of 313 firms, the authors found that a short-term CEO pay focus was negatively related to CSP, whereas a long-term focus was positively related to CSP. Implications of these results for future research and CEO pay design are presented.
Litzky, B.E., and MacLean, T.L. (2011). Assessing business ethics coverage at top U.S. business schools. In D.G. Fisher and D. L. Swanson (Eds.), Toward assessing business ethics education (pp. 133-142), Charlotte, NC: Information Age Publishing.
Litzky, B.E., Godshalk, V.M., & Walton-Bongers, C. (2010). Social entrepreneurship and community leadership: A service-learning model for management education, Journal of Management Education, 34(1), 142-162. (Most frequently read article in Journal of Management Education in 2010).
Merriman, K.K. and Sen, S. (forthcoming), “Incenting Managers Toward the Triple Bottom Line: An Agency and Social Norm Perspective,”Human Resource Management. View working paper.
Abstract: Research to date has identified CEO pay structure as an important factor in the environmental and social performance of the organization, but has not considered how pay may influence sustainability efforts at the middle-management level. We address this void with an experimental manipulation of direct and indirect pay incentives for an environmental sustainability project and production cost savings project. Counter to our predictions, investment in sustainability versus cost savings is significantly lower under the equivalent incentive condition and only comparable under the superior incentive condition. Further investigation of qualitative data attributes this to salient institutional norms and undervaluing of indirect incentives related to complementary benefits. The results shed light on a primary way in which human resource management practices may be used to embed support for sustainability initiatives throughout the organization.
Morand, D.A. & Merriman, K.K. (forthcoming) “‘Equality theory’ as a counterbalance to equity theory in human resource management,” Journal of Business Ethics.
Andy Felo, Barrie Litzky, Kimberly Merriman, and Sagnika Sen, “Role of Sustainability Reporting in Performance Management,” by the Institute of Management Accountants Foundation for Applied Research
PAPERS IN PROGRESS
Merriman, K.K. and Deckop, J.R. “Pay structure, employee well-being and organizational sustainability”