Table 2.
Items, subscales and standardized loadings.
| Organizational democracy (Weber and Unterrainer, 2012) | ||
|---|---|---|
| How much influence do you experience on | Standardized loadings | |
| Subscale: Operational area | ||
| 1.How the daily work is organized | 0.94 | |
| 2.How the daily work tasks are organized | 0.90 | |
| 3.How working time is organized and scheduled | 0.70 | |
| Subscale: Tactical area | ||
| 4.The employment policies of the organization | 0.76 | |
| 5.Purchasing of new resources and equipment (e.g., machinery and tools, information technology/media) | 0.63 | |
| 6.How health and safety are managed | 0.72 | |
| 7.Process innovations (e.g., extensive improvements of technology, work organization) | 0.73 | |
| Subscale: Strategic area | ||
| 8.Appointment of a new head of department/division or of your direct superior, | 0.84 | |
| 9.The financial decision-making by the organization (e.g., concerning the budget of the firm, major capital investments or applying for credit) | 0.85 | |
| 10.Plans and strategies for the development of the organization (e.g., corporate constitution and governance, mission statement, restructuring of the company) | 0.86 | |
| 11.Election of the chief executive or members of the executive board or supervisory board | 0.89 | |
| 12.Admission of new shareholders, stockholders, or equity stakeholders | 0.86 | |
| Organizational democracy full scale | ||
| Operational subscale | 0.40 | |
| Tactical subscale | 0.98 | |
| Strategic subscale | 0.90 | |
| Meaningful work (Steger et al., 2012) | ||
| Subscale: Positive meaning | ||
| 1.I have found a meaningful career | 0.78 | |
| 2.I understand how my work contributes to my life’s meaning | 0.87 | |
| 3.I have a good sense of what makes my job meaningful | 0.84 | |
| 4.I have discovered work that has a satisfying purpose | 0.81 | |
| 5.I view my work as contributing to my personal growth | 0.41 | |
| Subscale: Meaning making through work | ||
| 5.I view my work as contributing to my personal growth | 0.45 | |
| 6.My work helps me better understand myself | 0.82 | |
| 7.My work helps me make sense of the world around me | 0.82 | |
| Subscale: Greater good motivations | ||
| 8.My work really makes no difference to the world. (R) | 0.91 | |
| 9.I know my work makes a positive difference in the world | −0.51 | |
| 10.The work I do serves a greater purpose | 0.81 | |
| Meaningful work full scale | ||
| Subscale: Meaning making through work | 0.83 | |
| Subscale: Positive meaning | 0.85 | |
| Subscale: Greater good motivations | 0.88 | |
| CSR Perceptions (Lee et al., 2017) | ||
| Subscale: Philanthropic CSR activities | Time 1 | Time 2 |
| Our company helps solve social problems | 0.76 | 0.71 |
| Our company has a strong sense of corporate social responsibility | 0.76 | 0.72 |
| Our company gives adequate contributions to local communities | 0.76 | 0.71 |
| Our company allocates some of their resources to philanthropic activities | 0.65 | 0.61 |
| Our company plays a role in society that goes beyond the mere generation of profits | 0.72 | 0.72 |
| Our company encourages its employees to participate in voluntarily activities | 0.71 | 0.70 |
| Our company emphasizes the importance of its social responsibilities to its employees | 0.84 | 0.82 |
| Our company organizes ethics training programs for its employees | 0.71 | 0.69 |
| Subscale: Ethical CSR activity | ||
| Our employees are required to provide full and accurate information to all customers | 0.71 | 0.68 |
| Our company has a comprehensive code of conduct | 0.80 | 0.76 |
| Our company is recognized as a trustworthy company | 0.65 | 0.62 |
| CSR perceptions | ||
| Subscale: Philanthropic CSR activities | 0.89 | 0.99 |
| Subscale: Ethical CSR activity | 0.77 | 0.76 |