Workplace 21^st century.

The 21^st century workplace is filled with uncertainty, stress and the fear of layoff/pay cuts. We are all struggling in “Permanent white waters” (Gregory Shea, 2009). The change is inevitable and to our anguish most of it is not favourable. Demands swirl and they collide with constraints of time. The list of to-dos keeps growing forever and most employees end up in extreme jobs with 70- hour work week. Sylvia Hewlett and Caroln Luce discuss the unpredictable workflows, 24/7 client access, heavy responsibility and travel (Gregory Shea, 2009). The psychological contract between the employee and the employer seems to be broken. The best of the employees are either seeking another job while the mediocre are trying hard to be persistently off the radar. This surely is not the recipe for exhilarated performance. (Marques, Dhiman, and King, 2007). The advent of technology has not only simplified the job but made people more vulnerable. There is thorough resistance to change for the fear of losing the bread and butter. (Jurkiewicz and Giacalone, 2004) The social systems are breaking and the employee is now looking for social support at work which is practically non-existent otherwise. Most of the employees are seen to be only saving their jobs for the day and working for pay-checks. The work life balance is the most talked of term but very less employees realistically experience the same (Ian I Mitoff, 1999). Most of the employees are sleep deprived. The National Sleep Foundation found that less than a third of the employees are getting 8 hours or more sleep on weeknights. A study of lunch time in America found that 55 percent of employees took break for less than 15 minutes, 63 percent skip lunch at least once a week and 39 percent took no true break at all. The very fact that the researchers considered 15 minutes as break in itself speaks a lot. Obviously this is no way of running a machine, leave alone our lives (Gregory Shea, 2009). This makes a sure recipe for a highly disengaged workforce creating higher than ever rates of turnover and burnout. While it was predicted in the technological age that with the advancement of technology, the work hours of employees would reduce, so far his prediction has not been true. Recent statistics show that most of the employees feel more worked up than ever before and this trend is more common in Asian countries, leading to karoshi-death due to over work, which is an increasing trend in the current scenario. (Louis W Fry, 2009). In this globalised world the consumerism seems to be increasing, where people are constantly wanting more and more. The ideal worker definition has also changed, wherein toiling beyond work hours is considered honourable and real work.

The current theories of motivation and productivity management seem to be lacking a sound solution to this daunting issue we face due to the changed business environment. As the evolution of management theories state evolution from scientific management to emotion management to intellectual management, since the past decade the paradigm of spiritual management at workplace or workplace spirituality is taking its roots. Spirituality should not be confused with religion.

Religion is a doctrine based on faith, the rigour of proof necessary for scientific study does not apply whereas spirituality entails a far deeper personal experience associated with individual’s quest to rediscover oneself and essence to who he/she is, its about finding ones true self, ones true potential. (Jurkiewicz R. A., 2010)

Workplace Spirituality.

Workplace Spirituality has varied definitions and has evolved over a period of time. Each researcher sees the term from a different light or from a light that suits his lenses. In this paper we have made an attempt to get all definitions on one platform and develop a holistic perspective on the same.

Workplace Spirituality or spirituality at workplace is the acknowledgement of the existence of a spirit in the employees along with body and mind, acknowledging employees as spiritual beings rather than just physical or emotional beings ( Milliman, 2003). It means employees seek meaning at work, higher purpose in life through work, they want to explore their full potential at work, they want to feel connected to the entire ecosystem and want to sense a feeling of belongingness at work, last but not the least workplace spirituality means that it is about alignment of the individual values to the organizational values (Ashmos and Duchon, 2009; Ian I Mitoff, 1999; Jurkiewicz R. A., 2010; Marques, Dhiman, and King, 2007; John Milliman, 2003; Petchsawanga and Duchon, 2009). Its about getting the entire person to work and not just the professional self leaving the vulnerable emotional self at gate (Ian I Mitoff, 1999).Spirit at work is a term used to describe experiences of employees who share their passion at work, feel energized and are enthusiastic about their work. They express themselves fully at work. It is also indicative of a culture that reinforces “autonomy, trust, cohesiveness, support, recognition, innovation and fairness through leadership and work processes” (Skrypnek, 2004).

Workplace Spirituality and Job Attitude.

The relationship between workplace spirituality and Job attitude is not only logically positive but is supported by researches done globally. The only constraint that can be observed in these researches is that they lack a systems approach in relating the entire gamut of workplace spirituality to the various aspects of job attitude and how it relates to the long term advantage to the firm it is implemented in. Mitoff (1999) in his book, “Spiritual audit of corporate America” discussed on his findings based on the in-depth interviews of the existence of spirituality at workplace and how it was necessary for the existence of the organization. It was an exploratory study and led the way for further studies to come. Ashmos and Duchon(2009) developed scale to measure workplace spirituality but did not discuss on its impact on the employee attitude and organizational culture. John Milliman, (2003) used a few variables of Ashmos scale and related it to a few variables of employee job attitude but did not include other variables like employee engagement, organization citizenship behaviour etc, further there was no mention of employer attitude and its impact on the organizational culture. Rego and e, (2008) studied the relation between workplace spirituality and organizational commitment of employees using the adapted scale of milliman et al but again did not relate the findings to the impact on the work environment and bottom-line. Neck, (2002) attempted collating the entire body of research and developing a model for implementing workplace spirituality in the current diverse workforce but it focussed more on incorporating spiritual diversity and less on developing positive attitudes at work.Giacalone and Jurkiewicz (2003) studied the relationship between workplace spirituality and perception of unethical business practices, an inverse relation was found between the two.Fry and Cohen(2009) conducted a study of the relationship of Spiritual leadership as a paradigm for Organizational transformation and recovery from extended working hours he found that the extended working hour culture can be controlled using workplace spirituality without sacrificing profitability, revenue growth or other indicators of organizational performance, he formulated a model for implementing the same but the model lacked a holistic perspective as the focus was more on spiritual leadership and less on employee and employer perspectives and the impact on organizational culture. Petchsawanga and Duchon (2009) tried redefining workplace spirituality in the Asian context and found that it can be redefined in terms of connection, compassion, mindfulness, meaningful work and Transcendence. Pawar (2013) studied the relation of individual spirituality and organizational spirituality on three work attitude variables-Job satisfaction, Job Involvement and Organizational commitment. Another study Pawar (2009) made a comprehensive model on implementing workplace spirituality. The model focussed on the role of leadership and OD interventions in implementing workplace spirituality. Gupta, Kumar, and Singh(2014) Studied the creation of satisfied workforce in the insurance sector of Punjab using workplace spirituality.

This paper brings together those scattered pieces of the puzzle through exhaustive review of literature and postulates a holistic conceptual model. Wherein the first part depicts the various facets of workplace spirituality, Second part is subdivided into 2 aspects- The resultant impact of workplace spirituality on Employee work attitude and the attitude of employer towards employee. The various indicators or subsets are described in an elaborate manner. The positive employee and employer attitude to work is postulated as leading to conducive work environment, third part has eight indicators of conducive work environment found most relevant by the researcher have also been discussed in detail. A conducive work environment concludes with a sustained competitive advantagefor the firm is the logic rationale in the last part of the model. This conceptual model gives a fresh paradigm to the current business world to look at employee management from spiritual angle and overcome the challenges and constraints that the workplace today faces at tandem with the changing times.

Conceptual Model.

Part 1

Workplace Spirituality:

Applying principles of spirituality at workplace in simple terms is workplace spirituality. The indicators of a spiritual workplace are discussed below-

Meaningful work: As we recognise a spiritual existence in the employees we also need to acknowledge that employees are more than a mere factor of production. The spirits at work are either nourished or wounded. They seek a higher calling though work. The human relations approach had tried to foster this approach but its impact disappeared in the downsizing and layoffs of 1980s extending till today. Terkel (1985) as cited in Ashmos and Duchon(2009)interviewed workers in New York and found that work had wounded their spirits. He concluded by saying that work must be about finding a daily meaning along with daily bread. Milliman (2003) says meaningful work means how employees interact with their day to day work at the individual level. The work need not be just engaging and challenging but seeking deeper meaning and purpose. Duchon D (2005) found that meaningful work gives employees motivation beyond material rewards and answers the question of why the employee is in a particular position in the organization. Neck (2002)The employees seeking meaning is life through work is something that most authors intend to mean by this term. When the employees see a higher meaning and purpose in life through work they turn out to be self motivated as then they work for themselves, their own satisfaction, growth and the organizations growth at large.

Sense of community: Sense of community is acknowledging that humans as spiritual beings not only express themselves as a search for meaning in work but also seek identity in connection with their surrounding ecosystem. The workplace needs to be reviewed and revisited as a huge machine with workers as parts and the interaction and interconnectedness is the essence of skilful functioning of the machine (Wheatley, 1992). Duchon D(2005) used the term, “connection” to express a deep sense of connection with other people and other people’s work in the organization. The feeling of being a part of the community with a common purpose. It is due to this connection of mutual respect and trust that we are able to express what is important to us at work Skrypnek (2004).It is the “fellowship” aspect of spiritual development that his indicator of workplace spirituality refers to.Ashmos and Duchon(2009) says need for belongingness and social recognition is a very human trait , therefore when the employee feels he belongs to a family which is apart from his near and dear ones, he does everything for its betterment the way he does to nurture and flourish his own family.

Organizational Values: Third aspect of spirituality at workplace is about alignment of the individual goals with the organizational goals. It is sense of alignment between their personal values and organizations purpose and mission (Ian I Mitoff, 1999). This alignment also means that individuals in the organization believe that organizations are ethical, they have appropriate belief system conscience and care about the welfare of the employees (Ashmos and Duchon, 2009). When the values align, the conflicts reduce as fundamentally the employer and employee are on the same page and can together move towards a common goal.

Inner Life: Inner life is coming to understand the divine power within us that tranjaculates our lives to a purposeful destination. It is acknowledging that the employees have an inner life and an outer life. The nourishment of inner life will lead to a more meaningful and productive outer life (Galen, 1995). Petchsawanga and Duchon (2009) conceptualized “mindfulness”or a state of inner consciousness or a state when the employee is focussed fully only on the present without worrying of the past or the future can also be said to be related to a satisfied inner life.When the employees inner life is satisfied automatically the creative forces collate in creating an enhanced outer life, work life.

Compassion: As referred by Petchsawanga and Duchon (2009) it is about empathizing and sympathizing with the employees and co-workers. It is about putting oneself in others shoes, to relate to each other’s suffering and to be aware of each other’s needs (Gupta, Kumar, and Singh, 2014) In the current chaos at workplace compassion is the much required trait which will help retain humanity in the cut throat era of competition and increase the level of employee satisfaction.The 5 indicators of a spiritual workplace are the most vital indicators of the existence of spirit at work and are the most cited ones. These have been measured by various researchers independently and their repeated referencing in varied combinations resonates the impact and importance of them in the study.

Part 2

Positive Employee Attitude:

Workplace Spirituality has a positive impact on the employee job attitude. As the concept of workplace spirituality is inherently very positive, therefore its implication on the workplace is also positive with employee work attitude no exception to the phenomenon.

Job Involvement: Job Involvement is a cognitive state of being in which the individual identifies with the job at hand at psychological level. The potential of a job to fulfil employees needs has been identified as job involvement (Kanungo, 1982).Workplace spirituality has been positively correlated with Job involvement. Meaning full work, or sense of calling and interconnectedness or sense of community is said to have a positive impact on employee job involvement (Fry L. , 2003). The findings from ( Milliman, 2003) also supported that sense of purpose at work and the feeling of interconnectedness at work preclude the level of Job involvement experienced by the employees at work.The interaction of individual spirituality and organizational spirituality will have a positive impact on the level of job involvement experienced by the employee (Robert W. Kolodinsky R. A., 2008)Thus we can say that the indicators of workplace spirituality have a positive impact on Employee job involvement.

Organization Commitment: Organizational commitment can be defined as a psychological state that characterizes an employee’s relationship with the organization and reduces the likelihood that he/she will leave it (Natalie J. Allen, 1990). Organizational commitment has a wide implication of various behavioural aspects of employees such as intention to leave, turnover, punctuality, organization citizenship etc. The research of (John Milliman, 2003; Rego and e, 2008; Fry L. , 2003; Pawar,2009) concludes that sense of community can have a positive impact on the affective and normative commitment levels of employees also alignment with the organizational values and sense of purpose at work also positively relates to the levels of organizational commitment experienced by the employees.

Alignment with organizational goals: Organizational goals are the mission and vision of the organization. The employee’s personal goals being aligned with organizational goals gives the employee opportunity to raise life to higher dimension at work. It satisfies the inner life of the employees and in turn the outer life automatically gets satisfied. (Robert W. Kolodinsky R. A., 2008)

Organization citizenship behaviour: Organizational citizenship behaviour is the commitment of the individual towards the organization or task which is not a part of his/her contractual agreement with the organization (Organ, 1988). When the employee senses a purpose in life at work when he is satisfied in his personal and professional life it has a spill-over effect and the employee goes that extra mile for the benefit of the organization as he sees fulfilment of his personal goals in the fulfilment of the organizational goals. The feeling of compassion is what pushes employee to do more for the company which has always empathized with his needs in life. There is a sense of belongingness and the employee feels determined to do better for a place to which his identity is associated to.

Job satisfaction: Job satisfaction refers to an individual’s general attitude towards a job. A person with higher level of job satisfaction will have more positive attitudes while a person with lower level will have more negative attitudes (Robins, 2002). Meaningful work, Sense of community, Organizational values have a positive correlation with workplace spirituality (Gupta, Kumar, and Singh, 2014). Intrinsic work satisfaction increases with increased workplace spirituality.Milliman (2003) also with increase in workplace spirituality extrinsic job satisfaction, reward satisfaction also increases (Robert W. Kolodinsky R. A., 2008)

Employee engagement: An engaged employee is the one who is fully absorbed by and is enthusiastic about his/her work and takes positive action to further organization’s reputation and interests. Workplace spirituality is a perfect recipe for an engaged workforce. Also when the other positive attitudinal indicators of employees increase due to positive initiatives like Autonomy and decision making responsibility, Self-Managed teams, Collective form of rewards and recognition, letting people be who they are, providing a way to employees to fulfil their family and social obligations, there is ought to be a rise in the engagement levels of employees (Jurkiewicz R. A., 2010).

The major employee attitudes are positively impacted by one or a combination of workplace spirituality.

Part 3

Positive Employer Attitude:

Positive organizational culture precedes productive workplace. There are certain values that when practiced at workplace leads to a more spiritual workplace. (Robert W. Kolodinsky R. A., 2008) discussed a few of them and most of this is generally an outcome of a spiritual work culture in the organization. When the employer envisions a spiritual work culture encompassing the 5 pillars(meaningful work, sense of community, organizational values, Inner life, Compassion) he instinctively adheres to the following values. That is because the employer wants to promote the dimensions of workplace spirituality he endorses these values in the organizational culture. Thus the intent to be a spiritual workplace impacts the employer attitude towards employees positively. Following are the values the employer promotes which are indicative of positive employer attitude-

Benevolence: “Kindness towards others and an orientation to promote the happiness and prosperity of employees and other stake holders within the work concept.”

Generativity:“Long-Term focus, showing a concern for the consequences of one’s actions into the future; respectful of future generations”

Humanism:“Practices and policies that assert the essential dignity and worth of each employee; provides an opportunity for personal growth in conjunction with organizational goals.”

Integrity:“Uncompromising adhere to a code of conduct; sincerity, honesty, condor; exercising unforced power.”

Justice:“Even-handed treatment and judgement of employees; impartial, fair, honest; unbiased assignment of rewards and punishments.”

Mutuality:“All employees are interconnected and mutually dependent, each contributes to the final output by working in conjunction with others.”

Receptivity: “Open-Minded, flexible thinking, orientation toward calculated risk-taking, rewards creativity.”

Responsibility:“Independently follows through on goal attainment irrespective of difficulty or obstacles; concerned with doing what’s right rather than the right thing.”

Respect:” Regards and treat employees with esteem and value; showing consideration and concern for others”

Trust:“Being able to confidently depend on the character and truth of the organization and its representatives.”

Thus we can see that the intent to develop a spiritual workplace makes employees to commit to the above mentioned positive employer behaviours which is turn has a positive impact on the further areas critical to organizational success.

The outcome of a positive employee behaviour and positive employer behaviour towards employees is conducive work environment which in turn has positive outcomes impacting the bottom line and a sustained competitive advantage for the firm.

Part 4

Conducive work environment outcomes:

Increased performance:Ian I Mitoff (1999) suggests that organizations that practice workplace spirituality have a higher profits and the profits can even go up by more than 50% by implementing the principles of workplace spirituality leading to an increase in the job satisfaction, job involvement, engagement levels and fair treatment on the part of the employer which in turn will have a direct impact on the company’s bottom-line.

Decreased Absenteeism: When employees feel a purpose in life through work, the line between work and play fades away, when the stress at work is replaced by comrade at work the need for external recreation declines and the employees are more willing to come to work and take lesser leaves away from work. (Marques, Dhiman, and King, 2007)

Decreased Turnover: When employer has the positive job attitude towards employee and the employee trusts the employer on his/her career wellbeing the employee will show higher affective and normative commitment. This will lead to a decline in the employee intension to leave and to a decreased attrition at large(Rego and e, 2008)

Increased Happiness Quotient:Happy employees are said to be more productive employees. With increase at the spiritual levels of employees the levels of positive attitude towards job increase and when being treated with respect and care there is very less that the employee would want more at work and with the sense of belongingness and the entire hierarchy of Maslow’s need being satisfied at work the happiness levels are bond to increase of the employees (Jurkiewicz and Giacalone, 2004)

Increased Creativity: “Mind is like a parachute, it works only when it is open” With the decline in workplace stress and increase in job satisfaction leading to more involvement at work the perfect recipe for igniting the subconscious mind comes in place which is then the fertile base for immense creativity and innovation at work. (Thompson, 2000)

Positive Employer brand: It’s a matter of pride for an employee which is known for treating its employees well. It is same pride that comes socially with belonging to a respected family. A positive employer brand not only attract bests talent but boosts the employees coming inside its doors every day to stick around and contribute more. Thus with increase in workplace spirituality and the resultant increase in positive employee and employer attitude there would be a resultant increase in the employer brand of the employees.

Increased personal fulfilment: When the employee feels a sense of purpose in life through work, when his values and organizational values align, when his inner life is satisfied and he senses a feeling of compassion around him, it gives him personal fulfilment towards life in totality and it has a positive spill over effect on his personal life and the overall quality of work life increases resulting in higher personal fulfilment. (Jurkiewicz R. A, 2010)

Increase in positive communication: With the increase in positive attitude of employers towards its employees the communication of the employer becomes more assertive and less offending/commanding; in turn the feedback being more acceptable to the employees and instantaneous corrective actions becoming a part of the organizational culture. When the employees and the employer move towards the same mutually beneficial goal the communication becomes more affirming and unambiguous. (Jurkiewicz R. A., 2010)

A conducive work environment ignited by positive employee and employer attitude can have most lucrative positive consequences for the business and the most envied one amongst them being a sustained competitive advantage which summarizes all other positive consequences.

Part 5

Sustained competitive advantage:

With the above indicators in place due to the impact of workplace spirituality coupled with other positive initiatives, a unique level of employee involvement where the employee is putting its soul to work and bringing together the gifted creativity to work will lead to a sustained competitive advantage for the company as every employee will then be a unique asset and every skill unique to the employee. It will be a win-win situation for both the employee and employer where employee finds meaning in life through work and strives to achieve its full potential and the employer benefits from the employees unique talents, innovation and creativity. In such a scenario when each employee is contributing to the maximum the company will start adhering to lean in human potential terms too, leading to zero wastage of human potential and a sustained competitive edge for the company as each individual and team will be uniquely skilled using their gifted talents difficult to be replicated by the competitors.

When each employee and the entire ecosystem lead by the employees will be in a state of ZEN, there is very little that can stop the company to beat the competition and capture the maximum market share. The credit of such a state of being will be to a large extent credited to the implementation of spirituality at work which lead to a positive impact on the employee attitude to work, employer attitude towards employee and in turn lead to uncovering of the resultant conducive work environment and a sustained competitive advantage for the employer.

LIMITATIONS AND CONCLUSION:

The limitations of this paper is lack of empirical evidence to back the entire model. But as Lewin(1939)rightly said, “Nothing as practical as a good theory”.The havoc current business world stares at has workplace spirituality as one of its concrete solutions. The model though seems theoretically valid and has empirical evidence to back its secluded parts the future research can test the same in totality and generate a new paradigm in the management theories as a baby step to a new era in management-"Workplace Spirituality”

Workplace Spirituality is still seen in the business world as a distant truth for the fear of being termed as forced religion, but with the understanding of the vast distinction between the two and empirical study of the above model it becomes very vivid that workplace spirituality to be inculcated in the organizational cultural fabric is the need of the hour as unless we do so the chaos in the current workplace will continue to persist and there will continue to be news coming forth of the falling business empires not knowing what went wrong. Last but not the least workplace spirituality is the much needed positive breeze in the otherwise tending to extremes business world not only for their current sustenance and existence but also for their sustained competitive advantage.

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Received on 23.01.2018 Modified on 14.02.2018

Asian Journal of Management. 2018; 9(1):635-642.

DOI: 10.5958/2321-5763.2018.00100.2