Impression of Spirituality on Organizational Effectiveness – Research Paper for the 1 BTI
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Impression of Spirituality on Organizational
Effectiveness
Harris Saseendran
Instructor, Business Department, Bahrain Training Institute (Ministry of Education),
P. O. Box 33090, Isa Town, Kingdom of Bahrain.
Mob: +973 36305218; Email: teacherharris12@gmail.com
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Impression of Spirituality on Organizational Effectiveness
Abstract: Spirituality is the latest buzz word in the field of human resource management. It is
seen as the single answer to deal with all kinds of employee-related problems including work
stress, inability to be a team player and lack of motivation. The paper reviews literature related
to spirituality and its impact on organizational effectiveness as a result of improved employee
performance. The paper reviews papers on workplace spirituality to analyze their findings on the
effect of spirituality on organizational performance. Three different perspectives are discussed
on how spirituality benefits employees and supports organizational effectiveness: Spirituality
enhances employee well-being; provides employees a sense of purpose and meaning at work;
spirituality also provides employees a feeling of bonding and being part of a community. A
conceptual framework about the various propositions that work towards sculpting a spiritual
organization is discussed. The paper gives potential benefits of bringing spirituality into the
workplace; providing suggestions for practitioners to incorporate spirituality positively in
organizations.
Key words: Spirituality at work, performance, effectiveness, organizations, human resources,
review
Introduction
The purpose of this paper is to review literature about spirituality in the workplace and to
explore the effect of spirituality to improve employee performance thereby leading to better
organizational effectiveness. The paper reviews about 55 papers/ articles on workplace
spirituality to study their findings on how spirituality supports performance of organizations.
Based on the findings, three different standpoints are introduced on how spirituality benefits
employees and supports organizational performance.
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Research shows that there is a paradigm shift in dynamics of organizations, the way they
function and as a result the changes in management theory and practices in the last decade
(Capra, 1996; Harman and Hormann, 1990). Below is a summary of organizational changes that
reflect a paradigm shift to more spiritual forms:
-
from a predictable outlook to chaos (Gleick, 1987)
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from fear-based command and control approach to trust and empowerment (Conger and
Kanungo, 1988)
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from simplicity to complexity (Lewin, 1992)
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from transactional leadership to transformational leadership (House and Shamir, 1993)
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from self-centeredness to interconnectedness (Capra, 1993)
-
from self-interest to service (Block, 1993)
-
from materialistic to a spiritual orientation (Fox, 1994)
-
from closed systems to complex adaptive systems (Dooley, 1997).
These changes in management include a shift from a totally economic focus to a balance
of profits for the management, quality of life for customers and employees, spirituality within the
workplace, and social responsibility towards consumers and citizens (Walsh, Weber, and
Margolis, 2003). According to Ashmos and Duchon (2000), these emerging changes in
organizations have also been called as “the spirituality movement” where organizations make
room for the spiritual dimension, which has to do with meaning, purpose, and a sense of
community. Scholars over the last few years have reported a steady increase of interest in
organizational spirituality issues among management researchers and business managers
(Cavanagh, 1999; Ashmos and Duchon, 2000). According to Howard (2002), the explosion of
interest in spirituality as a new dimension of management is one of the most significant trends in
management over the last five decades. The growing interest in spirituality is evident in a
growing numbers of organizations, including MNCs such as Intel, Coca-Cola, Boeing, among
others (Burack, 1999; Gogoi, 2005). Some spiritual practices merge with religious beliefs where
companies have Bible, Quran, or Torah study groups; forming voluntary prayer groups; forming
interfaith dialog groups; having “higher power lunches” and offering meditation exercises.
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Although the literature and interest on spirituality at work is growing rapidly; there is
confusion around how spirituality influences organizational performance. This paper seeks to
contribute to the research of literature on spirituality at work in order to explore how spirituality
is related to organizational effectiveness.
Definitions of spirituality at work
The term “spirituality” comes from the Latin word “spiritus” or “spiritualis” that means
breathing, breath, air or wind (Merriam-Webster). This implies spirit is the life force that inhabits
us (Garcia-Zamor, 2003). According to Mitroff and Denton (1999a), it is “the basic feeling of
being connected with one’s complete self, others and the entire universe” (p.83). Spirituality has
been defined as
“the unique inner search for the fullest personal development through
participation into transcendent mystery” (Delbecq, 1999, p.345). In simpler terms, spirituality is
defined as our inner consciousness (Guillory, 2000), a specific form of work feeling that
energizes action (Dehler and Welsh, 1994), “a process of self-enlightenment” (Barnett, Krell,
and Sendry, 1999, p. 563), “a worldview plus a path” (Cavanagh et. al., 2001, p. 6), “access to
the sacred force that impels life” (Nash and McLennan, 2001, p. 17).
In this paper ‘work-spirituality’ is defined as the organization’s search to find and
inculcate in employees a sustainable, meaningful and sacred understanding of the self and
his/her relationships with others. Unlike religion it does not adhere to the beliefs, rituals, or
practices of a specific organized religious body or tradition.
Spirituality and organizational effectiveness
Whether incorporating spirituality practices in organizations will result in an increase in
productivity is a controversial issue. Some researchers view spirituality as anti-materialist (Dent
et. al, 2005). On the other hand, some scholars argue that spirituality can be used to improve
organizational performance (Ashmos and Duchon, 2000; Garcia-Zamor, 2003).
In the last
decade, many research projects have reported positive relationships between spirituality at work
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and organizational effectiveness and performance (Bierly, Kessler, and Christensen, 2000;
Delbecq, 1999; Mitroff and Denton, 1999b). Yet research conducted on the impact of spirituality
on organizational performance has not been consolidated and reviewed in depth. This paper
seeks to apply spirituality in human resource management so as to change the workplace for the
better. According to Karakas, F. (2010), the three perspectives of spirituality that can positively
impact organizational performances are:
i. HR perspective: Spirituality enhances employee well-being and quality of life
ii. Interpersonal perspective: Spirituality provides employees a feeling of interconnectedness
iii. Philosophical perspective: Spirituality provides employees a sense of purpose
Source: Karakas, F. (2010)
Perspective 1: Quality of Life
By approaching from a Human Resources perspective, spirituality can improve employee
well-being and quality of life by increasing their morale, commitment, and productivity.
Spirituality also decreases employees’ stress and burnout in the workplace, both of which are
high in today’s offices. Thus this perspective is particularly important in today’s workplaces
where employees spend most of their lives, develop friendships, create value, and make their
most meaningful contributions to.
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With increasing complexity of work, associated problems too have crept in. Stress caused
by long hours at work can result in higher absenteeism, lower productivity, and increased health
issues including chronic illnesses, pain, fatigue, fear, and guilt (Killinger, 2006). Research
suggests that the development and expression of the spirit at work may indeed solve these
problems of stress and burnout, as well as have beneficial consequences for the well-being of
employees. A growing number of managers and employees have resorted to meditation and
spiritual practices as a method of coping with stress and uncertainty at work (Dehler and Welsh,
1994; Cartwright and Cooper 1997).
Bento (1994) reviewed research proposing that spiritually empowered employees are
found to be more honest, courageous, and compassionate individuals and they can represent
these characteristics on their job. Krishnakumar and Neck (2002) suggested that the
encouragement of spirituality in the workplace can lead to benefits in the areas of creativity,
honesty, personal fulfillment, and commitment, which will ultimately lead to increased
organizational performance. Some forms of encouragement of spirituality in the workplace
include organizing optional morning prayers or yoga sessions; designing multi-faith prayer
spaces; or introducing spiritual wellness programs for employees (Krishnakumar and Neck,
2002; Mitroff and Denton, 1999).
Perspective 2: Sense of interconnectedness
This approach is from an interpersonal perspective, connected to the concepts of
belonging, community, and connectedness. It is centered on relationships and social dynamics of
spirituality. It argues that incorporating spirituality at work provides employees a sense of
community and connectedness, increasing their attachment, loyalty and belongingness to the
organization.
Providing employees a sense of community and connectedness is critical in today’s
workplaces. In times of uncertainty; employees and managers face significant challenges and
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traumatic experiences in their lives; such as death, divorce, illnesses, and layoffs which force
them to reach out to their communities for support, guidance, and help. Trust is crucial in
forming a sound basis for commitment (Kriger and Hanson, 1999). Spirituality increases
commitment by establishing a climate of trust in the workplace (Burack, 1999). Concerns about
ethical violations over the years, including the recent world recession that originated from shady
American banking practices and infamous cases in India such as Satyam and Union Carbide have
had a negative effect on people, eliminating trust and a sense of community. Gull and Doh
(2004) argues that corporate scandals have resulted from self-centered greed, egoism, and selfish
passion instead of caring for others.
This perspective stresses that organizations are not just centers for making profits by
providing goods and services but also human communities that foster satisfying and meaningful
life experiences for individuals, families, and society as a whole (Gull and Doh, 2004). For
example, according to a study conducted by Ashar and Lane-Maher (2004), mid- and senior level
executives did not describe success in materialistic terms (such as money or promotion), but
instead used terms such as being connected, balance, and wholeness to define success.
Consequences of spiritual relationships include intimacy, authenticity and integrity (Kendall,
1994; Burack, 1999; Stiles, 1994). There is considerable amount of research linking spirituality
to consideration towards others at work (Milliman, Czaplewski, and Ferguson, 2003; Burack,
1999).
Perspective 3: Sense of meaning and purpose
This approach brings spirituality from a philosophical perspective connected to the
concepts such as search for meaning and purpose in what employees are doing at the workplace.
Providing a deeper sense of purpose for employees enables them to perform better and be more
productive and creative at work. Unfortunately workplaces have increasingly become
emotionally and spiritually devoid of deeper meaning and spirit. When success is measured in
financial terms such as sales, cash flow and market share; the interpersonal and spiritual goals
have taken a back seat in today’s corporations (Walsh, Weber and Margolis, 2003; Hertz, 2002;
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Gull and Doh, 2004). The assumption that material wealth equals success is starting to be
questioned as people desire more meaning and quality of life at work (Cash and Gray, 2000; Gull
and Doh, 2004).
A large number of employees today feel psychologically isolated at work (Cavanagh,
1999; Harman, 1992; Bolman and Deal, 1995); as well as a lack of meaning in their work lives
(Cavanagh, 1999, Dehler and Welsh, 1994). Oldenburg and Bandsuch (1997) explain that there’s
a longing in people's souls for deeper meaning, connection and greater simplicity. Companies
expect employees to separate work, life, family, and spirit into compartments which result in
people feeling unfulfilled, stressed and alienated (Cavanagh, 1999). The following three
existential questions that are part of a series introduced by Kouzes and Posner (2003), which
employees reflect and ask themselves, denote this search of purpose for employees (p. 69-70):
What do I want for my life? What do I really care about?”
Is there a reason for my existence and the organization's?
What is the meaning of the work I am doing? Where does this lead me to? (p. 69-70)
To implement the above perspectives in human resource management, the below
propositions (P1, P2, P3 and P4) need to be taken into consideration.
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Figure 2: A conceptual framework showing the expanded version of the Douchon and Plowman (2005) model
Proposition 1. The inner life of every individual affects the whole organization
A spiritual organization recognizes that employees have an inner life that nourishes and is
nourished by all other zones related to self and connecting with others, including meaningful
work all of which takes place in the context of community”. In the workplace this community
includes co-workers, subordinates, and bosses. These individuals may not have similar
ideologies or life-styles, but in a spiritual environment, they all recognize and embraces
diversity, valuing each employee as a person. In such a workplace, the spiritual elements of each
individual is considered a foundation to the dynamics of organizational effectiveness.
Proposition 2. The community of the work environment is one of many
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In the model, the ‘Self’ is represented by the inner life circle which through interconnections of the double-ended arrows is related to complex composite interrelationships
between almost our past and present experiences, in all zones. These arrows illustrate that the
size and shape of our zones varies from person to person. The work-environment is affected by
all these interconnecting factors.
Proposition 3. The degree of influence of the various zones varies within each employee
An employee may have a large influence from extended family, ethnic heritage, or their
personal relationships. Another person may be influenced most by their personal beliefs; derived
from their temple/ mosque/ church. An employee’s work, and the organization itself, may
replace any need of another community while another person may be very dependent on his/her
own circle. Hobbies and interests, goals and aspirations, personal histories can all be interactive
slices of the holistic person. Experiences, relationships, tragedies, successes, age, gender,
interests, vocation, habits, addictions all nourish and are nourished by our inner life.
Proposition 4. Certain expressions of who the employee is may not be fully welcome
It is quite likely that persons derive the same virtues from very different sources. The
virtue (for example truthfulness), therefore remains just as acceptable in the relatively secular
environment of the workplace as in a religious setting. The source, for example the Bible or
Quran may not be as welcome in the organization. Managers want their employees to display
ethical conduct without going deep into religious teachings. Certain requirements of religions,
such as propaganda or spreading the word, are strictly forbidden on company time and
company property. Thus a spiritual workplace is one that treats employees holistically,
recognizing the multi-faceted aspect of the human spirit.
Suggestions
It is critical to proceed carefully in incorporating spirituality at work, so as to avoid being
counterproductive and alienating some people. The following suggestions can address the
potential dangers of bringing in spirituality into the workplace:
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Accommodation of spiritual requests: Although organizations may not have any spiritual
orientation, still managers can try to accommodate and encourage the spiritual requests of some
employees, as long as they do not limit the freedoms of others (Cavanagh, 1999).
Respect for diversity: Since spirituality is a highly individualistic experience, it is important that
spiritual practices be customized in each organization based on the principle of respecting and
valuing each employee’s unique perspective, diversity of beliefs and thoughts by enforcing codes
of conduct as well as instilling values of tolerance and compassion (Milliman, Czaplewski, and
Ferguson, 2003; Kouzes and Posner, 1995).
Openness and freedom of expression: Spirituality policies should put openness and respect for
diversity at the center of organizational focus. Employees should be able openly express their
inner feelings and spirituality, without fear of alienation or exclusion from the team (Milliman,
Czaplewski, and Ferguson, 2003). The goal of a spiritual environment should be to ensure
expressions of intuition, creativity, honesty, authenticity, trust, and personal fulfillment
(Krishnakumar and Neck, 2002).
Acknowledgement of employees as whole persons: It is important to acknowledge and know a
person’s emotional, intellectual, and spiritual needs, values, priorities and preferences. Leigh
(1997) states that workplace spirituality starts with the acknowledgement that employees do not
bring only their bodies and minds to work; but also their hearts, souls, creativity, talents and
unique spirits.
Conclusion
Maslow’s hierarchy of needs suggested that ‘self-actualization’ is the last of all human
needs. But at a time in which organizations are faced with more complexities, global
competition, and change than at any other time in history, the need for self-actualization and
spirituality is a direct solution for many of the challenges faced by businesses (Karakas, 2006).
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With her ancient cultural heritage, India has always been considered as the centre of spirituality.
In the 21st century, organizations in the country need to re-incorporate humanistic and spiritual
values into workplaces to enable human hearts, spirits and souls to grow and flourish. Employees
and managers need to reflect on the ways of incorporating spirituality, wisdom, inspiration,
creativity, and compassion into work. Human resource managers need to develop ways and
means to motivate employees in reaching their true potential by providing a work-life balance
that brings long-term happiness. It is hoped that this literature review can contribute to the
introduction of spirituality at work and provide insights on the application of spirituality in work
settings.
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