Workplace Spirituality: Meaning and Importance In Selected Information Technology Organizations

Author(s)

Prince Jason , Dr. S. Sudha ,

Download Full PDF Pages: 13-19 | Views: 367 | Downloads: 108 | DOI: 10.5281/zenodo.3456746

Volume 3 - June 2014 (06)

Abstract

- Spirituality has become the buzzword in today’s organisations. It has a positive role to play in the organisations while respecting diverse issues. The organisations are emphasizing to foster spirituality in the workplace and it is becoming the fastest growing segment of the corporate culture. This study aims to find the importance of workplace spirituality in selected Information Technology (IT) organisations by finding out the perception of employees regarding workplace spirituality. It also finds the factors that have meaning for the employees in their job. This study is an aid to analyze the level of spirituality of the employees. It was done by distributing a structured questionnaire to the employees in selected IT organisations and by recording their responses. It was found that according to majority of the respondents, workplace spirituality means awareness of self and others. There were several factors that have meaning for the employees in their job and the most important factor considered by the employees was service to the community. It was also found that spirituality has been one of the coping factors in the organisation. 

Keywords

Level of Spirituality, Meaning in job, Values, Workplace Spirituality

References

  1. Barnett, C. K., Krell, T. C., & Sendry, J. (2000), Learning to learn about spirituality: A categorical approach to introducing the topic into management courses. Journal of Management Education. Vol. 24(5), pp. 562-579.
  2. Beazley, H. (1997) Meaning and measurement of spirituality in organizational settings: Development of a spirituality assessment scale. Dissertation Abstracts International, 58(12), 4718A, (UMI No. 9820619).
  3. Cavanagh, G., Hanson, B., Hanson, K., and Hinojoso, J. (2001), Toward a Spirituality for the Contemporary Organization: Implications for Work, Family and Society, in Champoux, J.E. (2000). Organizational behavior: Essential tenets for a new millennium . South-Western College Publishing, Cincinatti
  4. Chakraborty, S. K., Kurien, V., Singh, J., Athreya, M., Maira, A., Aga, A., et al. (2004). Management paradigms beyond profit maximization. Vikalpa: The Journal for Decision Makers, 29(3), 97-117.
  5. Connolly, K. M., & Myers, J. E. (2003). Wellness and mattering: The role of holistic factors in job satisfaction. Journal of Employment Counseling, 40(4), 152-160.
  6. Dehler, G., and Welsh, M., (1994), Spirituality and organizational transformation: Implications for the new management paradigm. Journal of Managerial Psychology, 19(6), 17–26.
  7. Delbecq, A.: 1999, Christian spirituality and contemporary business leadership. Journal of Organizational Change Management, 12(4), 345–349.
  8. Garcia-Zamor, J.-C. (2003). Workplace spirituality and organizational performance. PublicAdministration Review, 63(3), 355-363.
  9. Guillory, W.A.: (2000). The Living Organization: Spirituality in the Workplace. Innovations International Inc., Salt Lake City, UT.
  10. Krishnakumar, S. and Neck, C. P. (2002), The “what”, “why” and “how” of spirituality in the workplace. Journal of Managerial Psychology. Vol. 17 (3), 153-164.
  11. Marques, J. (2005). Yearning for a more spiritual workplace. Journal of American Academy ofBusiness, Cambridge, 7(1), 149-153.
  12. Mitroff, I. I., and Denton, E. A. (1999a), A study of spirituality in the workplace. Sloan Management Review , Vol. 40; p. 83-92.
  13. Mohamed, A. A., Wisnieski, J., Askar, M., & Syed, I. (2004). Towards a theory of spirituality in the workplace. Competitiveness Review, 14(1/2), 102-107.
  14. Nash, L. and McLennan , S., (2001), Church on Sunday, Work on Monday: The Challenge of Fusing Christian Values with Business Life. (Jossey-Bass).
  15. Salopek, J. J. (2004). Engaging mind, body, and spirit at work. T+D, 58(11), 17-19.
  16. Whitmore, J. (2004). Something really has to change: Change management as an imperative rather than a topic. Journal of Change Management, 4(1), 5-14

Cite this Article: