The “what”, “why” and “how” of spirituality in the workplace

By Sukumarakurup Krishnakumar, Christopher P. Neck. 2002

677 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/ece2c3e66fb57229f4a5d65618cc918c2c9905be

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Citations in the corpus

Does employees’ spirituality enhance job performance? The mediating roles of intrinsic motivation and job crafting (2020, background): “Krishnakumar and Neck (2002) suggest that spirituality increases employees’ intrinsic motivation by inspiring a sense of individual fulfillment and increased morale.”
Workplace spirituality, work engagement and thriving at work (2018, background): “Although some researchers are of the opinion that workplace spirituality should include both organisational and individual dimensions, others hold the opinion that workplace spirituality can be viewed from either an organisational or an individual perspective (e.g. Krishnakumar & Neck, 2002).”
Workplace spirituality, meditation, and work performance (2012, background): “…found increased job satisfaction (Harung et al. 1996), enhanced job involvement, organizational identification, and work rewards satisfaction (Kolodinsky et al. 2008), greater honesty, trust, and commitment (Krishnakumar and Neck 2002), and even improved work performance (Duchon and Plowman 2005).”
Workplace spirituality and employee engagement (2011, background): “According to Krishnakumar and Neck (2002), “fostering spirituality will lead to the employees feeling complete when they come to work” (p. 158).”
The what, why, and how of spirituality in the workplace revisited: a 14-year update and extension (2016, methodology): “In this section, we first provide an update of the workplace spirituality encouragement and implementation literature within the framework of the Krishnakumar and Neck (2002) organization-centered/individual-centered dichotomy before proposing a further expansion of the original “spiritual freedom”…”
Creating organizational conditions that foster employee spirit at work (2006, neutral): “The emergence of individual-centered spirit at work as separate from organizational-centered spirit at work (Kinjerski and Skrypnek, 2004; Krishnakumar and Neck, 2002) has promoted research focusing on the individual.”
Workplace Spirituality and Organizational Performance in Indian Context: Mediating Effect of Organizational Commitment, Work Motivation and Employee Engagement (2017, background): “Employee engagement is associated with human spirit at work (May, Gilson, & Harter, 2004), and workplace spirituality helps in experiencing complete self at work (Krishnakumar & Neck, 2002).”
The relationship between workplace spirituality and innovative work behavior: the mediating role of perceived person–organization fit (2015, background): “…(Milliman et al. 2003), organizational citizenship behavior (OCB) (Saks 2006, Rich et al. 2010), sense of wholeness, completeness, and involvement of complete self in the performance of one’s work role, trust, and personal fulfillment (Krishnakumar and Neck 2002), all of which are related to IWB.”
Defining spirit at work: finding common ground (2004, background): “Specifically, the experience of spirit at work is linked with increased creativity, honesty, trust, and commitment in the workplace, along with an enhanced sense of personal fulfillment of employees ( Krishnakumar and Neck, 2002”
Impact of workplace spirituality on job satisfaction: Mediating effect of trust (2016, background): “There are actually three main views regarding spirituality, in which the most essential is origin opinion: one is sacred assessment and other one is an existentialist view (Krishnakumar & Neck, 2002).”
Spirituality in the Workplace: Theory and Measurement (2011, neutral): “…2003; Conger, 1994; Fornaciari, Sherlock, Ritchie, & Dean, 2005; Freshman, 1999; Giacalone & Jurkiewicz, 2003; Heaton, Schmidt-Wilk, & Travis, 2004; Kinjerski & Skrypnek, 2006; Krishnakumar & Neck, 2002; Marques, 2006; Milliman, Czaplewski, & Ferguson, 2003; Mitroff & Denton, 1999; Sheep, 2004).”
Spirituality and Religion in the Workplace: History, Theory, and Research (2013, neutral): “…(Bell & Taylor, 2004; Carroll, 2013; Driver, 2005; Duchon & Plowman, 2005; Fry, 2003, 2005a; Fry & Kriger, 2009; Fry & Nisiewicz, 2013; Hicks, 2003; Krishnakumar & Neck, 2002; LipsWiersma, 2003; Lips-Wiersma & Mills, 2002; Dean, Fornaciari, & McGee, 2003; Tischler, 1999), gaining the interest of…”
Spirituality and Leadership: An Empirical Review of Definitions, Distinctions, and Embedded Assumptions (2005, background): “Freshman (1999), Konz & Ryan (1999), Krishnakumar & Neck (2002) among others, all describe spirituality as being pluralistic.”
Spirituality and Performance in Organizations: A Literature Review (2010, background): “This model embodies the implementation of “spiritual freedom” that forms common good from diverse origins and spiritual orientations (Krishnakumar and Neck, 2002).”