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Browsing by Subject "charitable donations"
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Item The Development and Validation of the Motives to Donate Scale(Sage, 2017) Konrath, Sara; Handy, Femida; Lilly Family School of PhilanthropyIn this article, we develop and validate a comprehensive self-report scale of why people make charitable donations, relying on a theoretical model of private versus public benefits to donors. In Study 1, we administered an initial pool of 54 items to a general adult sample online. An exploratory factor analysis supported six final factors in the Motives to Donate scale: Trust, Altruism, Social, Tax benefits, Egoism, and Constraints. We then verified this factor structure in a confirmatory factor analysis. Study 1 also examined the final 18-item scale’s demographic correlates and construct validity using the same sample. We found that the scale correlated in predictable ways with personality traits and motives to volunteer. In Study 2, we also found test–retest correlations between .67 and .80 after 2 weeks. Taken together, we provide initial evidence for the scale’s internal reliability, test–retest reliability, and validity, and we suggest future directions for research.Item Narcissism and prosocial behavior(2017) Konrath, Sara H.; Tian, YuanThere are many motivations for prosocial behavior, some more altruistic and some more egoistic. We posit that more narcissistic people may perform prosocial acts strategically, for example, to improve their reputations or to receive something in return.Item What Works at Work? Toward an Integrative Model Examining Workplace Campaign Strategies(Wiley, 2017) Shaker, Genevieve G.; Christensen, Robert K.; Bergdoll, Jonathan; Lilly Family School of PhilanthropyMany US employees are regularly asked to give charitable donations through work. The techniques used to solicit workplace donations vary. Drawing on a nationally representative survey, the study used a sample of donor responses to examine the effectiveness of several widely used campaign strategies: donor choice, company matching, public recognition, and solicitation support. The theoretical framework built on workplace research by Barman (2007) and established charitable giving mechanisms (Bekkers and Wiepking 2011a, 2011b). The research question was, “Do workplace campaign strategies lead employees to participate and to make (larger) donations in the workplace?” The positive outcomes of the strategies, aside from donor choice, were limited, suggesting that tried‐and‐true workplace fundraising strategies warrant additional scrutiny. The findings are meaningful to campaign managers seeking to identify approaches that generate workplace giving. For researchers, the results confirm growing attention to the importance of purpose‐based giving in comparison with community‐based giving.