A Values Framework for Measuring the Impact of Workplace Spirituality on Organizational Performance

By C. L. Jurkiewicz, R. Giacalone. 2004

652 citations recorded by the source corpus.

Subfields: Demography, Health, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/6826032fc44134ed9b690daefe33a837007b8943

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Workplace spirituality and employee engagement (2011, background): “Second, as indicated in Figure 1, workplace spirituality leads to employee engagement through Kahn’s (1990) psychological conditions. As described earlier, meaningfulness is an important psychological condition for employee engagement. However, the literature and research on engagement has tended to”
The influence of spiritual leadership on quality of work life, job satisfaction and organizational citizenship behavior (2018, neutral): “…ow nl oa de d by D oc to r Jo hn ly R ia ne A t 0 6: 22 0 6 Ju through various publications [Brandt, 1996; Fairholm, 1996; Vaill, 1998; Ashmos and Duchon, 2000; Duchon and Plowman, 2005; Jurkiewicz and Giacalone, 2004; Milliman et al., 2003; Reave (2005) in Amran (2009)].”
Point‐counterpoint: measuring workplace spirituality (2003, background): “) and that such organizations grow faster, increase efficiencies, and produce higher returns on investments ( Jurkiewicz and Giacalone, n.d.”
Workplace Values and Outcomes: Exploring Personal, Organizational, and Interactive Workplace Spirituality (2008, background): “As a result, workers’ need for connectedness, meaning, purpose, altruism, virtue, nurturance, and hope in one’s work and at one’s workplace likely is also at an all-time high (Cavanagh and Bandsuch, 2002; Fry, 2003; Jurkiewicz and Giacalone, 2004; Pfeffer, 2003; Sheep, 2006).”
An Examination of Proxy Measures of Workplace Spirituality: A Profile Model of Multidimensional Constructs (2006, background): “not (Jurkiewicz and Giacalone, 2004). Konz and Ryan (1999) assert that top management spirituality is &dquo;enunciated&dquo; within the firm culture.”
The contribution of emotional and spiritual intelligences to effective business leadership (2009, background): “In their review of the literature and research correlating workplace spirituality and performance, Jurkiewicz and Giacalone (2004) suggest a positive link moderated through greater employee motivation, commitment, and adaptability and flexibility towards organizational change. They propose the follo”
Workplace spirituality and organizational commitment: an empirical study (2008, background): “Our results are congruent with theoretical and empirical evidence (Tischler et al., 2002; Garcia-Zamor, 2003; Jurkiewicz and Giacalone, 2004; Gavin and Mason, 2004; Gull and Doh, 2004; Duchon and Plowman, 2005) suggesting that when people find meaning in their activities and, in general, feel involv”
Creating Satisfied Employees Through Workplace Spirituality: A Study of the Private Insurance Sector in Punjab (India) (2013, positive): “Our results corroborate the evidence from other researchers (Chawla and Guda 2010; Jurkiewicz and Giacalone 2004; Gull and Doh 2003; Duchon and Plowman 2005), who have found that in a workplace where the employees perform meaningful work, have a feeling of working in a community, feel that…”
Spiritual Climate of Business Organizations and Its Impact on Customers’ Experience (2009, background): “• Sense of community: Experience of interconnectedness and interdependence of employees (Jurkiewicz and Giacalone, 2004).”
Workplace spirituality, meditation, and work performance (2012, background): “The overall connection between spirituality and work performance supports the findings reported by Duchon and Plowman ( 2005 ) and confirms a theoretical assumption that bringing spirituality to the workplace positively affects organizational outcomes (Neck and Milliman 1994 , Biberman and Whitty ”