| Corporate social responsibility (CSR) (Glavas, 2016; Paruzel et al., 2021) |
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Social vs. personal focus, equity and sustainability |
| Ethical leadership (Bass and Steidlmeier, 1999) |
Moral intention (egoism vs. altruism) and moral consequences (benefits and costs for self vs. others) Transactional leadership models are grounded in a worldview of self-interest Authentic transformational leadership depicts a self that is connected to social environment (importance of others welfare) Instead of imposing ethical norms and behavioral ideals, they should be freely embraced. Authentic inner commitment should be the basis of motivation rather than coercion. Encouraging questioning and creativity is crucial.
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Social vs. personal focus, openness to change vs. conservation, self-transcendence vs. self-enhancement |
| Economic ideology and national culture (Inglehart and Baker, 2000; Ralston et al., 2008) |
Industrialization was linked with an emphasis on economic growth, physical and economic security Post-industrialization placed increasing emphasis on quality-of-life, environmental protection, and self-expression (postmaterialist and postmodern values)
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Growth - anxiety-free vs. self-protection—anxiety-avoidance, openness to change vs. conservation, self-transcendence vs. self-enhancement |
| Individual wellbeing conceptualized by the PERMA+4 model (Donaldson et al., 2022) |
Building blocks for wellbeing: Positive emotions, engagement, relationships, meaning, accomplishment Additional building blocks for work-related wellbeing and performance: Physical health, Mindset, Work Environment, Economic security
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Hedonism, self-direction, benevolence, sustainability, achievement, security |
| Workplace fun (Tews et al., 2014) |
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Hedonism |
Need theories
(Busque-Carrier et al., 2022b; Deci and Ryan, 2000; Steers et al., 2004) |
Self-Determination-Theory (Autonomy, Relatedness, Competence), with a focus on growth-oriented activity McClelland’s need theory additionally focused on needs for achievement (competition with a standard of excellence) and power (control over one’s environment) intrinsic and social work values are positively related to psychological need satisfaction (PNS) at work and negatively to psychological need frustration (PNF) at work, whereas extrinsic and status work values are positively associated to PNF and negatively to PNS
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Growth - anxiety-free vs. self-protection—anxiety-avoidance, self-enhancement vs. self-transcendence, openness to change vs. conservation,
Self-direction, benevolence, achievement-goal orientation, power |
| Goal oriented motivation / Goal setting theory (Butera et al., 2024; Elliot and McGregor, 2001) |
Learning goal orientation seeks to increase competence through skill and task mastery Performance goal orientation focus on the result of demonstrating competence through showing adequate or excellent performance Differentiated in approach and avoidance goal orientation
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Growth - anxiety-free vs. self-protection—anxiety-avoidance, achievement vs. self-direction, achievement-advancement vs. achievement-goal orientation, stimulation-challenge |
| Materialism (Kasser, 2016) |
Materialism orients people toward superficial satisfactions and conflicts with caring about the broader world, one’s family, and/or religious pursuits (integration in theory of basic human values as a Self-Enhancement work value)
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Materialism vs. self-transcendence |
| Characteristics of precarious and decent work (Allan et al., 2021; Seubert et al., 2021) |
Precarious work: Job/employment insecurity, workplace uncertainty; lack of psychosocial safety, social rejection, discrimination; lack of need satisfaction; poverty wage Decent work: Job/planning security and living wage; social networks with communication and cooperation; status and recognition; meaning in work
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Status, security, sustainability, equity, benevolence, self-direction |
| Bureaucratic organizations (Inglehart and Baker, 2000; Putnam et al., 1994) |
Horizontal, locally controlled organizations are conducive to interpersonal trust whereas rule by large, hierarchical, centralized bureaucracies seems to corrode interpersonal trust.
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Conservation vs. openness to change, conformity |
| Organizational culture (Schein, 2017) |
Three levels of organizational culture influencing individual behavior: Artefacts as observable structures and processes, espoused beliefs and values as less observable norms and behavioral rules, underlying assumptions as unconscious beliefs and thoughts
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Conformity, tradition |
| Cultural values (Schwartz, 1999) |
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Tradition-societal |
| Religion and spirituality at work (Dik et al., 2024) |
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Tradition-societal |
