Chapter 5 · Management and Social Well-Being

Meaningful work, meaningful relationships, and peace and social justice.

The components interact through purpose, belonging, dignity, and security.

Hiring another organization to perform business functions such as accounting, HR, or information systems.

Boldr challenges low-cost outsourcing models that sacrifice worker well-being.

Its business model puts meaningful employment, living wages, community relationships, and social contribution at its core.

Financial viability supports its mission rather than justifying care only when maximum profit results.

Meaning derived from tangible achievements, money, possessions, and outcomes.

It is one axis of the textbook framework and differs from the individualistic-versus-holistic focus axis.

Meaning through connection to something beyond oneself, such as people, nature, or a sacred other.

It need not imply adherence to a single religion.

Individualistic meaning centers personal interests and advancement; holistic meaning centers the greater good and shared flourishing.

The focus axis is distinct from whether meaning is materialistic or transcendent.

Materialistic source and individualistic focus.

FBL emphasizes personal financial success and getting ahead.

Transcendent source and individualistic focus.

Personal meaning, mindfulness, and job crafting illustrate this quadrant.

Materialistic source and holistic focus.

Prosocial achievements and collective goals illustrate this quadrant.

Transcendent source and holistic focus.

Contribution, generosity, relationships, and sufficiency are central.

An understanding of individual identity through belonging and community.

It contrasts with treating fulfillment as only personal competitive advancement.

Fit with purpose, opportunity to make a positive difference, and feeling valued and belonging.

Pay alone does not establish meaning in work.

Pre-conventional reasoning focuses on personal benefit; post-conventional reasoning considers broader principles.

Conventional reasoning emphasizes social expectations and fitting in.

The effect of a job's tasks on other people's lives or work.

Seeing who benefits can increase perceived meaningfulness.

Seeing one's work as a coherent whole or identifiable contribution.

It differs from skill variety and autonomy, which concern diverse abilities and discretion.

Workers reshaping their tasks, relationships, or interpretation of work to make it meaningful.

It gives employees a role in creating meaning rather than relying only on top-down job design.

It also asks whether harmful work structures and excessive pressures should change.

Stress management should not simply help employees endure avoidable systemic harms.

It can free people to value sufficient income, worthwhile contribution, and relationships rather than endless accumulation.

SET does not equate more money or work hours with more meaning.

A relationship valued mainly for achieving another goal such as profit, status, or productivity.

The other person is treated in terms of their usefulness to an objective.

A relationship valued for connection itself, including trust, friendship, mutual acceptance, and shared experience.

Its value does not depend on extracting a financial or professional return.

Deep happiness or flourishing connected with a good life in community.

The Aristotle discussion contrasts it with endless financial acquisition and fleeting luxury pleasure.

Purely transactional thinking favors people who can offer returns and can neglect those with greatest need.

Like lenders favoring low-risk borrowers, social investors may overlook people with few instrumental resources.

It values merit and qualifications over giving advantages to relatives or friends.

Fair selection is distinct from valuing authentic friendship; non-instrumental relationships need not mean favoritism.

Support outside work can improve motivation, loyalty, and productivity.

In the textbook's framing, the financial business case remains central.

To relate to people as persons and mutual contributors rather than only as interchangeable resources or transactions.

SET extends this to workers, customers, suppliers, and competitors.

Standing alongside people who suffer and building actions or structures that support them.

SET includes disadvantaged people even when they cannot offer strong instrumental returns.

Absence of war or conflict, and presence of freedom, harmony, dignity, and enough for everyone.

Political order alone can coexist with oppression or inequality.

Ethnocentrism imposes home practices; polycentrism adapts to host practices; egalicentrism develops approaches through mutual learning.

The chapter associates these orientations with FBL, TBL, and SET, respectively.

It promotes human rights, fair labor standards, environmental responsibility, and anti-corruption.

The chapter connects TBL with these institutional commitments.

Moral capitalism, human dignity, and stakeholder responsibilities beyond laws and market incentives.

Its principles include living wages, respectful customer treatment, human rights, and social diversity.

Fair and meaningful livelihoods, dialogue across communities, and peacebuilding through shared sustainable coffee work.

The Philippine enterprise joins economic security with relationship building and social justice.

Job emphasizes income; career emphasizes advancement and identity; calling emphasizes meaningful contribution.

Orientations can influence entrepreneurship, but do not rigidly determine a management approach.

Its choices and omissions affect the well-being of other stakeholders.

The pursued opportunity and the way it is pursued both reflect moral assumptions.

Communication, meaningful relationships, and a supportive network that reduces loneliness.

The lecture links classroom examples of purpose, connection, activity, stressors, and coping with questions for managers.