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Matt Bloom, Ph.D., is an associate professor in the Management Department at the Mendoza College of Business, University of Notre Dame. He received his Ph.D. from Cornell University. Before receiving his doctorate he worked as paramedic, psychiatric technician, and then as a consultant for Arthur Young & Company and American Express. Matt's current research interests center on well-being at work and include exploring topics such as what work is like when people experience it as a calling and what conditions help people to be at their cognitive and emotional best at work. He is currently undertaking a program of research to study well-being among people in the caring professions.

Intrinsic motivation occurs due to positive reactions that arise directly from engagement in work activities. Scholars have asserted that intrinsic motivation plays an important role in organizational phenomena such as creativity (George, 2007), leadership (Piccolo & Colquitt, 2006), and performance (Gagné & Deci, 2005). We review the research literature on intrinsic motivation and provide an overview and integration of the leading theories. We then develop a conceptual model in which positive affect serves as a primary cause of intrinsic motivation. We discuss how affect alone may induce intrinsic motivation, how affect may lead to nonconscious experiences of intrinsic motivation, and how affect and cognitions may work in concert to produce the strongest and most persistent intrinsic motivation experiences. We conclude by suggesting new avenues for research that might be pursued using this cognitive–affective model of intrinsic motivation.

The professional challenge the chapter addresses is Black, Asian Minority Ethnic Chief Executive Officers (BAME CEOs) who lead Multi-academy Trusts (MATs) in England need to navigate turbulence to assure all schools within their MATs are high performing. In the investigation of this issue, the structures of MATs themselves emerge as causing turbulence. Evidence revealed the BAME CEOs with track records of improving failing schools to outstanding schools interviewed in this research are working in partnership with their communities. These BAME CEOs sustain their high achieving MATs and/or take on more schools that need improving and lead their change to outstanding schools with BAME communities, non-BAME communities and diverse communities. However, they were not given the opportunities to build capacity for high-performing schools by the current MAT structures. Rapid change to the organisation of Public Education Governance Systems has shifted power from local authority governance to public corporation governance without addressing any of the old problems in the change (Brighouse, 2017). The rapid change has led to a clash of cultures between those with the values of generic Public Governance Systems who have not been democratically elected by the public and do not require professional educational credentials, a track record of being ethical teachers, and a track record of leading ethical teachers in ethical communities in school improvement from ‘Needs Improvement’ to ‘Good’ or ‘Outstanding’. The rapid change has been hallmarked by a lack of full and free interactions and cooperation of the public in how the change in public education is being implemented. There has been no referendum on whether parents want their schools organised by their representatives they have elected in local councils or organised by public corporations financed by Private Finance Incentive (PFI) and Private Finance 2 (PF2) and operated by public corporations like Carillion.

States the top reason why managers should take notice of scholarly research is because actions based on sound evidence beat those based on suspect intuition every time. Posits that even academic research at its best is perhaps not that much of a better alternative to guru’s fads and fantasies.

This case study is intended to demonstrate how U. S. Steel sharply increased its investment in talent, seeing that such a shift would become an important business differentiator. That active “people culture” stance paid off and can now be used as an example for other organizations across multiple industries, particularly those struggling to reinvent themselves in the wake of the COVID pandemic and the Great Resignation. Emphasizing diversity, equity and inclusion (DEI), action and metrics, the authors demonstrate that U. S. Steel’s human capital investment were key drivers in significant earnings growth (2017–2021); their wish is to share these lessons learned with other organizations.

Seeing that job change and attrition had reached historic levels during the Great Resignation, many companies speculated that increasing the investment in the talent of their organization would be a business differentiator. U. S. Steel was an early adopter of this mindset and in this paper shares how it implemented significant reinvestment in human capital, from hiring to employee resource groups, involvement with outside professional and diversity organizations and more. Ultimately they leveraged HR metrics, looking to retention, employee engagement and net earnings to gauge results.

Based on its robust reinvestment in human resources transformation built on inclusive practices and HR analytics, U. S. Steel achieved a quit rate of just 4% versus the overall US market quit rate of greater than 30% (Bureau of Labor Statistics). It also saw significant gains in employee engagement and other factors. Ultimately, while earnings have fluctuated throughout the transition to this strategy, leadership at the company believes that these investments have been key drivers in net earnings from $387m in 2017 to over $4.1bn in 2021.

U. S. Steel might not seem a likely organization to double down on reinvestment in talent, given that the company is 120+ years old, heavily unionized and in heavy industry. Still, that’s just what it did, realizing “moving up the talent curve” could be a key differentiator. Emphasizing DEI, action and metrics, U. S. Steel’s human capital investment paid off, ultimately being a significant part of earnings growth in four short years. Lessons learned here are certainly applicable to unionized and nonunionized heavy industry, but also are broadly applicable to nearly any industry and size organization interested in talent investment.

Colleges of agriculture throughout the United States place an emphasis on leadership courses where undergraduates develop professional skills. Students entering colleges of agriculture experience varied training in terms of leadership and associated skills. However, it is not understood how this leadership training relates to having more power and control while being happy, intrinsically motivated, and engaged in learning. Socio- Psychological measures of flow and power pose during an undergraduate leadership course were used to determine associations of undergraduates within different domains of learning. This study determined associations between: 1) flow and power pose during leadership course activities; 2) happiness, intrinsic motivation, and engagement in learning; and 3) learning experiences where flow and power pose associations existed. There were positive associations between flow and power pose experiences among students in an undergraduate leadership course. Additionally, there were positive associations between power pose and Flow Theory related to constructs of happiness, intrinsic motivation, and engagement of undergraduate leadership students. Power pose and the Experience Sampling Method (ESM) were used determine flow associations of undergraduate students in the cognitive, psychomotor, and affective domains of learning. This research provides a framework for future socio-psychological studies.

President Bill Clinton has had many opponents and enemies, most of whom come from the political right wing. Clinton supporters contend that these opponents, throughout the Clinton presidency, systematically have sought to undermine this president with the goal of bringing down his presidency and running him out of office; and that they have sought non‐electoral means to remove him from office, including Travelgate, the death of Deputy White House Counsel Vincent Foster, the Filegate controversy, and the Monica Lewinsky matter. This bibliography identifies these and other means by presenting citations about these individuals and organizations that have opposed Clinton. The bibliography is divided into five sections: General; “The conspiracy stream of conspiracy commerce”, a White House‐produced “report” presenting its view of a right‐wing conspiracy against the Clinton presidency; Funding; Conservative organizations; and Publishing/media. Many of the annotations note the links among these key players.