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| Understanding Workplace Spirituality and it’s Outcomes: A Casual Loop Diagram Approach | |||||||
| Paper Id :
17345 Submission Date :
2023-03-16 Acceptance Date :
2023-03-21 Publication Date :
2023-03-25
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| Abstract |
The aim of this paper is to comprehensively examine the relationship between workplace spirituality and its antecedents and consequences. To achieve this, a conceptual framework using causal loop diagrams was developed based on a thorough review of relevant literature. The results of the causal loop diagram analysis reveal a strong interplay between workplace spirituality, its antecedents, and consequents. This study delves into the various variables and dynamics of workplace spirituality, including its individual and organizational benefits such as enhanced employee motivation, well-being, profitability, and organizational growth. By highlighting these determinants and outcomes, this study provides valuable insights for organizations to implement workplace spirituality practices to maximize both individual and organizational benefits. Ultimately, the findings of this study can help create a more engaged and committed workforce, leading to overall success for the organization.
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| Keywords | Workplace Spirituality, Casual Loop Diagram. | ||||||
| Introduction |
In recent years, the relationship between workplace spirituality and leadership has become a focal point in organizational research. One of the key challenges in understanding workplace spirituality is the lack of a clear definition of spirituality in the literature (Giacalone & Jurkiewicz, 2003). However, scholars such as Van der Walt and de Klerk (2014) argue that workplace spirituality is increasingly important for building employee trust. As individuals increasingly seek meaning and purpose in their personal and professional lives, spirituality is becoming a more significant aspect of organizational culture (Neck & Milliman, 1994). Workplace spirituality can foster empathy among employees, create a more knowledgeable peer network, and contribute to a culture of compassion (Giacalone & Jurkiewicz, 2003). Empirical studies by Fry and Matherly (2006) demonstrated that the spiritual leadership model has a positive impact on organizational commitment, productivity, and sales growth. Similarly, Fry et al. (2005) found that spiritual leadership is positively related to spiritual well-being, organizational commitment, and productivity, supporting a causal model of spiritual leadership theory. Overall, research suggests that workplace spirituality is an important consideration for organizational leaders seeking to build trust, promote well-being, and improve organizational outcomes.
The term spirituality has various interpretations depending on individual perspectives. According to Webster's Dictionary, spirituality refers to anything that affects the spirit. Similarly, workplace spirituality can be described as any factor that influences the employees' spirit in the workplace. Workplace spirituality involves the desire to uncover the ultimate purpose of work in life and work in alignment with that purpose in the workplace.
The present study aims to examine the different variables and dynamics of workplace spirituality, including its impact on organizational behavior, employee performance, productivity, and profitability. Additionally, the study seeks to investigate the relationship between workplace spirituality and its antecedents, such as consciousness, and consequences simultaneously. By exploring these determinants and outcomes, the study provides valuable insights into how workplace spirituality can benefit both individuals and organizations. Ultimately, the findings of this study can assist organizations in implementing workplace spirituality practices to enhance employee well-being, performance, and ultimately, the organization's success.
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| Objective of study | The aim of this paper is to comprehensively explore the relationship between workplace spirituality and its antecedents and consequents. Although this topic has received increasing attention in management research in recent years, particularly in terms of its impact on work outcomes, few studies have employed a causal loop diagram (CLD) approach to investigate this relationship. Therefore, there is a need for a systematic study to fill this gap in the literature and develop a conceptual model that can be further verified by experts. While some empirical studies have examined the impact of workplace spirituality on work outcomes, this research can serve as a foundation for more rigorous testing of the concept and its practical implications for employees and management. If designed and executed appropriately, this model could yield valuable and exciting findings. Despite some progress in this area, an academic research gap remains, and several empirical studies have demonstrated a significant positive relationship between workplace spirituality and job satisfaction and task performance (Van der Walt & de Klerk, 2014).
A Casual Loop Diagram (CLD) is a valuable tool for creating and communicating a model of a dynamic system in a simple and effective way. The diagram consists of variables and their interrelationships, and it is used to analyze the structure of a system and its behavior. A CLD visualizes the connections between different variables in a system, with nodes representing the variables and edges showing the links between them. Researchers often utilize Vensim Software to construct the WPS CLD model. Causal Loop Diagrams (CLDs) are essential in describing dynamic systems holistically, illustrating how variables influence one another. These diagrams offer a graphical representation of the vital variables and how they are related in a system. CLDs provide a detailed and visual understanding of how variables interact within a system, which can help to identify potential issues or areas for improvement.The Model is prepared by using Vensim Software. |
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| Review of Literature | Workplace spirituality refers to the acknowledgement that employees have
an inner life that is nourished by meaningful work in a community (Ashmos &
Duchon, 2000). This spiritual experience involves a sense of connectedness and
togetherness with colleagues at work (Gupta et al., 2013) and the shared
experience of attraction, attachment, and togetherness with others in the
workplace (Harrington, 2004). Neck and Milliman (1994) observed that people are
increasingly spiritually inclined in both their personal and professional
lives. Fairbrother and Warn (2003) conducted an empirical study on navy
trainees and found that workplace spirituality has a direct influence on job
satisfaction by reducing conflict. Afsar and Rehman (2015) conducted pioneering
research on the effects of workplace spirituality on organizational commitment
and job involvement dimensions such as the sense of community, alignment of
values, and meaningfulness of work. By exploring the impact of workplace spirituality on these dimensions,
the study provides valuable insights into how organizations can enhance
employee commitment and involvement by incorporating spirituality in the
workplace. Ultimately, the findings of these studies can assist organizations
in implementing workplace spirituality practices to promote job satisfaction,
reduce conflict, and foster a sense of community and meaningful work for their
employees. Numerous studies have highlighted the benefits of focusing on the
spiritual qualities of meaningfulness and joy in the workplace. For instance,
Harung et al. (1996) found that such an emphasis led to increased job
satisfaction. Kolodinsky et al. (2008) reported enhanced job involvement,
organizational identification, and satisfaction with work rewards. Meanwhile,
Krishnakumar and Neck (2002) discovered greater levels of honesty, trust, and
commitment. Finally, Duchon and Plowman (2005) observed that an emphasis on
spiritual values led to improved work performance. Job Satisfaction Job satisfaction is a complex construct that represents an individual's
emotional and cognitive responses to their job. It is influenced by various
factors such as the work environment, job responsibilities, relationships with
coworkers and superiors, and personal characteristics. Gupta et al. (2013)
conducted a study that investigated the effect of workplace spirituality on job
satisfaction, among other organizational outcomes. They found that workplace
spirituality had a positive impact on job satisfaction. Similarly, Piryaei and
Zare (2013) found that meaningful work was positively associated with job
satisfaction. Additionally, the sense of community at the workplace has been
shown to have a positive association with job satisfaction (Harung et al., 1996).
Organizational values are also significant in contributing to job satisfaction
(Malka & Chatman, 2003). In essence, job satisfaction refers to an
employee's overall evaluation of their job and the extent to which it meets
their needs and expectations (Keller & Semmer, 2013). Previous studies have shown a positive relationship between workplace
spirituality (WPS) and job satisfaction (JS). For instance, Chawla and Guda
(2010) found that sales employees who had higher levels of WPS reported higher
levels of JS and had a lower likelihood of leaving their job. Mitroff, Mitroff,
and Denton (1999) also suggested a direct relationship between meaningful work,
spirituality, and job satisfaction. Additionally, Costa (2003) examined the
relationship between team trust and effectiveness, finding a positive impact on
outcomes such as job satisfaction. These findings suggest that promoting WPS
may have positive effects on employee satisfaction and retention. Organizational Citizenship Behavior Organizational citizenship behavior (OCB) refers to discretionary
actions taken by employees that are not explicitly rewarded by the formal
system but are beneficial to the organization as a whole (Organ, 1983). OCB
encompasses a wide range of behaviors, including helping coworkers with their
tasks, volunteering for additional responsibilities, and contributing to the
development of new ideas and processes. While there is some debate among researchers about the exact dimensions
of OCB, most agree that it consists of several interrelated behaviors that fall
into two broad categories: those that benefit individuals and those that
benefit the organization as a whole. Examples of OCB that benefit individuals
include helping coworkers, sharing knowledge and expertise, and demonstrating a
positive attitude. Behaviors that benefit the organization as a whole include
going above and beyond job requirements, volunteering for additional tasks, and
engaging in organizational citizenship activities outside of work. Research has shown that OCB is positively related to job satisfaction,
organizational commitment, and overall job performance (Organ, 1988; Podsakoff
et al., 2000). OCB can also help to foster a positive work environment by
promoting teamwork and cooperation, which can in turn lead to increased
productivity and profitability for the organization. Overall, OCB is an important aspect of organizational behavior that can
have a significant impact on the success of an organization. By fostering a
culture of cooperation, teamwork, and positive work attitudes, organizations
can encourage employees to engage in behaviors that benefit both themselves and
the organization as a whole. Altruism and generalized compliance were indeed two dimensions
identified by Smith, Organ, and Near (1983) in their conceptualization of
organizational citizenship behavior. However, Graham's (1991) three-component
model consists of altruism, conscientiousness, and sportsmanship.Altruism
refers to voluntary behaviors that benefit coworkers, such as helping them with
their work or offering emotional support. Conscientiousness involves going
above and beyond what is required in one's job duties, such as taking on
additional responsibilities or working longer hours when necessary. Sportsmanship
entails behaviors such as maintaining a positive attitude, accepting criticism
gracefully, and avoiding negative gossip.Researchers has indeed found a
positive correlation between spirituality at work and OCB, as noted by Djaelani
et al. (2021). Employee Performance Performance refers to the outcomes achieved by an organization, whether
it's a profit-oriented or non-profit organization, over a specific time period
(Fahmi et al., 2015). According to Armstrong and Baron (1998), employee
performance is the result of work that is strongly aligned with the
organization's strategic goals, customer satisfaction, and contribution to the
economy.Mangkunegara et al. (2001) define performance as "the quality and
quantity of work produced by an employee in fulfilling their duties according
to the responsibilities assigned to them."Campbell et al. (1993) suggest
that an employee's behavior, not their performance, determines how well they
perform. In other words, performance is related to an employee's actual, observable,
and measurable behaviors. Productivity Productivity refers to the efficient production of outcomes, benefits,
or profits achieved by an organization (Nyhan, 2000). Employees who have a
sense of purpose and belonging tend to act morally to fulfill the organization's
mission and continuously develop themselves, resulting in increased
productivity (Fry, 2003). Those who experience calling and membership and have
faith or hope in the organization's mission will go the extra mile to pursue
the vision, leading to continuous improvement and increased productivity (Fry,
2003). Several studies have demonstrated a positive correlation between
spiritual leadership, workplace spirituality, and productivity. Workplace
spirituality not only boosts productivity but also promotes human health,
psychological well-being, and individual performance (Fry, 2003; Fry et al.,
2005). Additionally, several researchers, including Giacalone and Jurkiewicz
(2003), Millman et al. (2003), Fry (2003), and Fry et al. (2005), have found a positive
link between spirituality and favorable work-related attitudes, including
productivity. Organization Growth Organizational growth refers to a change in an organization's size based
on the number of employees, while organizational development refers to a change
in an organization's age, as defined by Starbuck (1965). Previous studies have
employed various concepts of growth, with some studies using changes in sales
as an indicator, while others use assets or personnel as indicators. These
measurements evaluate different theoretical notions, as noted by Weinzimmer et
al. (1998). According to McGuire (1963), an organization can only grow if its
size is positively correlated with achieving its objectives or the objectives
of specific members. Consciousness
The field of consciousness is vast, encompassing multiple perspectives
from various experts. It can be defined as a state of being, an individual's
subjective experience, or a state of wakefulness. Hawkins (1995) states that
consciousness is the ability to be aware of oneself and serves as the
foundational substrate for human knowledge, experience, perception, and
observation. Baars, Banks, and Newman (2003) describe consciousness as an
inclusive term that refers to various essential components of our existence. It
is the space where we experience self-awareness, develop our unique
perspectives, and cultivate our personal feelings and thoughts. These aspects
of our mental life may be more immediate and direct than any awareness of the
physical world. |
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| Main Text |
Variables Included in Causal Loop Diagram The Workplace Spirituality Causal loop Diagram contains a plethora of
variables that support other related variables. The primary variables include
Workplace Spirituality, Job Satisfaction, Consciousness, while supporting
variables comprise Work Engagement, Promotion, Employee Motivation,
Performance, Productivity, Organization Behavior, Employee well-being,
Organization Growth, Work Life Balance, Work Load, and Stress. These variables
are interdependent and have a dynamic influence on one another, contributing to
the holistic understanding of the relationship between workplace spirituality
and its identified antecedents and consequents. The inclusion of these
variables in the WPS CLD model provides a comprehensive representation of the
complex dynamics that underlie the phenomenon of workplace spirituality, and
underscores the need for a systemic approach in understanding the concept.
The Outcome: Workplace Spirituality Causal Loop Diagram
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| Result and Discussion |
The causal loop diagram (CLD) above
includes several variables that either reinforce the loop or negatively affect
other variables. Reinforcing variables have a positive impact, which means that
when one variable increases, the other variable will also increase. Conversely,
balancing variables have a negative impact, meaning that the other variable
will not increase simultaneously when one variable increases. The simple loop
in the CLD starts with employee consciousness, which is the leading cause of
increasing workplace spirituality. This increase in workplace spirituality
leads to improvements in the overall organization's behavior. When all
employees work with consciousness, they behave appropriately, which has a
positive impact on organizational behavior. This positive behavior in turn
leads to better employee performance. If employees behave correctly, this will
reflect in their performance as well. Employee performance then motivates them
to increase their productivity. Higher productivity helps employees to gain
more sales and earn more profits. More sales and extra profits contribute
positively to generating more revenue from sales, which directly contributes to
the growth of the organization. If an organization earns a good profit, it may
be divided among employees through promotion. Promoting employees means
increasing their salary and wages, which is also a significant cause of
increased job satisfaction. This explanation depicts a positive or reinforcing
loop. However, researchers have identified other variables that do not positively
affect spirituality, such as stress, workload, and personal problems. Hence, to
balance work stress and workload problems, workplace spirituality can become an
effective and positive solution. Finally, these variables should be balanced
through workplace spirituality to increase job satisfaction. |
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| Findings | Implication The study on workplace spirituality and its antecedents and consequents has several important implications for organizations and managers. First and foremost, the findings of this study suggest that promoting workplace spirituality can have a significant impact on employee job satisfaction, work engagement, and overall organizational behavior. This means that organizations that prioritize spirituality and provide opportunities for employees to engage in spiritual practices, such as meditation or mindfulness, may see positive outcomes in terms of employee satisfaction and performance. Additionally, the study highlights the importance of addressing potential barriers to workplace spirituality, such as stress, workload, and personal problems. By recognizing and addressing these barriers, organizations can create a more supportive and inclusive environment that fosters spiritual well-being and overall employee well-being. Moreover, the study emphasizes the need for continued research and exploration of workplace spirituality and its effects on organizational outcomes. This is particularly important given the growing interest in spirituality as a potential source of meaning and purpose in the workplace. Further research can help organizations to better understand the mechanisms by which workplace spirituality affects employee attitudes and behaviors and to develop more effective strategies for promoting spirituality in the workplace. Finally, the study underscores the value of utilizing causal loop diagrams as a tool for modeling complex systems and understanding the interrelationships between different variables. By visualizing these relationships, managers can gain a deeper understanding of how different factors impact organizational outcomes and can develop more effective strategies for improving workplace spirituality and overall organizational performance. In summary, the study on workplace spirituality and its antecedents and consequents has important implications for organizations and managers. By recognizing the importance of spirituality in the workplace and addressing potential barriers to spiritual well-being, organizations can foster a more supportive and engaged workforce. Additionally, continued research on this topic can help organizations to better understand the mechanisms by which workplace spirituality affects organizational outcomes, and causal loop diagrams can serve as a valuable tool for visualizing these relationships and developing effective strategies for promoting spiritual well-being in the workplace. | ||||||
| Conclusion |
In conclusion, this paper explored the concept of workplace spirituality and its relationship with its identified antecedents and consequents. The paper discussed the use of a causal loop diagram (CLD) to create a model that describes, analyzes, and communicates dynamic systems in simple language. The WPS CLD model showed the positive impact of workplace spirituality on job satisfaction, employee motivation, performance, productivity, organizational behavior, and the overall growth of an organization. However, the study also identified the negative impact of stress, workload, and personal problems on workplace spirituality. Hence, the study recommends that organizations should take steps to balance these factors through workplace spirituality to increase job satisfaction and enhance overall employee well-being. Future research directions could include exploring the relationship between workplace spirituality and other organizational factors such as leadership, culture, and ethics. Additionally, empirical studies can be conducted to validate the findings of the CLD model and provide more accurate evidence-based support for the positive effects of workplace spirituality. Overall, the study highlights the importance of incorporating workplace spirituality as an effective tool for enhancing employee well-being, organizational behavior, and growth. By understanding the relationship between workplace spirituality and its antecedents and consequents, organizations can design effective strategies to promote workplace spirituality and create a positive work environment for their employees. |
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| Suggestions for the future Study | Based on the findings and implications discussed above, there are several possible directions for future research on workplace spirituality and its impact on job satisfaction and work outcomes. First, future research could focus on further exploring the relationship between workplace spirituality and specific work outcomes, such as employee creativity, innovation, and job performance. This could involve conducting longitudinal studies or experimental research to better understand the causal mechanisms underlying the relationship between workplace spirituality and these outcomes. Second, given the potential benefits of workplace spirituality for employee well-being and mental health, future research could explore the impact of workplace spirituality on burnout, stress, and other mental health outcomes. This could include investigating whether workplace spirituality interventions can be effective in reducing stress and burnout, and whether these interventions have a lasting impact on employee well-being. Third, future research could explore the role of different contextual factors, such as organizational culture and leadership, in shaping the impact of workplace spirituality on work outcomes. This could involve examining how workplace spirituality interacts with other organizational practices and policies to influence employee attitudes and behaviors. Finally, future research could investigate the mechanisms through which workplace spirituality affects job satisfaction and work outcomes. For example, researchers could explore the role of employee motivation, engagement, and commitment in mediating the relationship between workplace spirituality and job satisfaction, and whether these mechanisms operate differently in different organizational contexts. Overall, the study of workplace spirituality and its impact on job satisfaction and work outcomes is an exciting and rapidly evolving field of research, with many promising avenues for future inquiry. By building on the existing literature and exploring these future research directions, we can continue to deepen our understanding of the role of spirituality in the workplace and its potential to promote positive work outcomes and employee well-being. | ||||||
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