Mumtaz, Sana

A systematic review of the framework of workplace

spirituality: Current theoretical perspectives and trends
Sana Mumtaz1
1
FAST School of Management, Islamabad, Pakistan
sana_mumtaz91@hotmail.com
ABSTRACT
Recent years have witnessed increasing numbers of articles published on
workplace spirituality; however, there has been overall lack of consensus on
the findings. This article has assembled findings on workplace spirituality
from the articles that have been written in the last 17 years (2000 – 2016)
through the systematic review process. The purpose of this systematic review
is to synthesize findings on five dimensions of workplace spirituality from
Rego, Cunha and Souto’s conceptual framework (2007). Those five
dimensions are team’s sense of community, alignment between individual and
organizational values, sense of contribution to the community, sense of
enjoyment at work and opportunities for inner life. Author has initially
selected 450 papers on workplace spirituality through the literature search
from four databases. After shortlisting all the articles, a final number of papers
included in the review was 66. Based on the systematic review, this article has
elaborated the past research trends as well as an identified list of potential
variables (religion, humanism, ethics/morality, and mindfulness) for future
studies. Theoretical and methodological issues have also been discussed based
on the findings from the review process.
Keywords: Workplace Spirituality, Team’s Community, Sense of Enjoyment,
Sense of Contribution, Inner Life, Alignment between Values
INTRODUCTION
Spirituality is a dynamic process in which individuals continuously
interact with his/her environment and not only energizes external world
through their interaction but also gets energy from the external world (Grant,
O'Neil & Stephens, 2004; Giacalone & Jurkiewicz, 2003). In general, there
has been overall lack of consensus on the definition of workplace spirituality
in the literature (Garcia-Zamor, 2003; Laabs, 1995). According to few
researchers, spirituality is linked to the internal feelings, and that has nothing
to do with the external world or factors (Turner, 1999). Workplace
spirituality is defined as the quest or search for values in work and job tasks
(Neck & Milliman, 1994). Research suggests that workplace spirituality
helps individuals in recognizing themselves and their inner values (Milliman,
Czaplewski & Ferguson, 2003; Rego & Pina e Cunha, 2008), and such

Asian Management Research Journal 2(3) © 2017 SAMR 144

 Mumtaz, Sana

values facilitate them in improving their overall job satisfaction, commitment

and performance as well (Krishnakumar & Neck, 2002).
Since early 1990’s, researchers from different areas have highlighted the
significant role of spirituality and workplace spirituality in different domains
(Ashmos & Duchon, 2000; Burack, 1999; Milliman, Ferguson, Trickett &
Condemi, 1999). Both these concepts (spirituality and workplace spirituality)
emphasize on the essence of positive attitude and environment (Freshman,
1999), yet workplace spirituality is specifically related to the organizations,
while spirituality is a broader concept (Burack, 1999).
Humans are one of the simplest, yet complicated creatures on earth. Thus
it is important to understand them and their needs. Spiritual needs are one of
the essential needs of humans and number of studies highlights the
importance of spiritual needs for humans (Ashmos & Duchon, 2000; Hart &
Brady, 2005). Organizations, in general, are focused on profit maximization
in today’s era, and employees are encouraged to compete. Hence that leads
to negative outcomes for them in the long run, e.g., feelings of fear (Gilbert,
2011; Kahn, 1990). The concept of workplace spirituality encourages the
importance of humanistic work environment that leads to a win-win situation
for everyone (Garcia-Zamor, 2003). Hence, the concept of workplace
spirituality has been studied in numerous studies in the last two decades.
Most of the previous studies on workplace studies were conducted in an area
of organizational behavior (Karakas, 2010) and provided insights regarding
the impact of spiritual practices on employees’ behavior (Howard, 2002).
Although, the concept of workplace spirituality has been widely
researched in the previous years, yet there has been overall lack of clarity
regarding the definitions as well as components of workplace spirituality
(Burack, 1999). For example, most of the previous studies studied the
concept of workplace spirituality using the same variables repeatedly. Major
dimensions of workplace spirituality studied in literature are sense of
contribution to community (Ashmos & Duchon, 2000; Lips-Wiersma &
Mills, 2002), sense of enjoyment at work (Rego, et al., 2007), team’s sense
of working together (Polley, Vora & SubbaNarasimha, 2005), alignment
between values (Altaf & Awan, 2011) and opportunities for inner life
(Gatling, Kim & Milliman 2016). Although these variables were not used
together in majority articles, yet most of the previous studies incorporated
few of these variables only. Hence, there has been overall lack of clarity
regarding the conceptual framework of workplace spirituality.
To understand the concept of workplace spirituality from different
angles, firstly this research is focused on integrating the findings from
previous studies for understanding all the possible dimensions of workplace

Asian Management Research Journal 2(3) © 2017 SAMR 145

 Mumtaz, Sana

spirituality through the systematic review of the literature. Secondly, a

systematic review of the literature will help in understanding additional
dimensions of workplace spirituality that can be studied in future. The five
dimensions of workplace spirituality have been used in a single framework
by Armenio Rego. Hence the researcher decided to conduct a systematic
review based on Armenio Rego’s framework. Based on this, key research
questions of this study are:
How Armenio Rego’s workplace spirituality framework has been used
and operationalized in studies in last 17 years from 2000 – 2016? What are
the dimensions of workplace spirituality that has been identified in few
studies but not studied as the dimensions of workplace spirituality in last 17
years from 2000 – 2016?
CONCEPTUAL FRAMEWORK
The concept of workplace spirituality has been studied by researchers
since 1990’s from different perspectives (Giacalone & Jurkiewicz, 2003;
Duchon & Plowman, 2005). For example, some studies were focused on
understanding the impact of workplace spirituality on employees’
performance (Jackson, 1999; Milliman et al., 2003), while few studies also
focused on determining organizational level outcomes (Jurkiewicz &
Giacalone, 2004). In the initial studies, inner life, meaningful work, and
feeling of connectedness were considered as the most important dimensions
of workplace spirituality (Ashmos & Duchon, 2000). Few studies considered
alignment between values, the inner life of employees and sense of
enjoyment as the most important values (Ashmos & Duchon, 2000; Milliman
et al., 2003).
After assembling all the essential dimensions in one framework, five
dimensions of workplace spirituality were conceptualized in one framework
by Armenio Rego’s study in 2007. Armenio Rego had combined essential
dimensions of workplace spirituality in one framework that were suggested
by the previous researchers (Ashmos & Duchon, 2000; Milliman et al.,
1999). Since all the dimensions have been studied together in this
framework; hence the researcher has selected Armenio Rego’s five
dimensions of workplace spirituality for systematic review in this study due
to the comprehensiveness of Armenio Rego’s framework. Hence, this paper
has systematically selected and included all those papers in a review that
have discussed any one of these dimensions. Figure 1 has summarized the
dimensions of Armenio Rego’s framework.

Asian Management Research Journal 2(3) © 2017 SAMR 146

 Mumtaz, Sana

Key Objectives of Systematic Review

The researchers aim to achieve following two objectives through this
systematic review. First, to integrate findings from all the papers in the last
17 years (2000 – 2016) that has discussed or used any of the five dimensions
from Armenio Rego’s framework and to understand the use of different
dimensions of workplace spirituality model over the past years. Secondly, to
identify gaps and inconsistencies in existing literature of workplace
spirituality (2000 – 2016), and suggest ways to investigate new areas and
dimensions in future studies of workplace spirituality.

Team’s sense of community

Alignment between Individual and

Organizational values

Sense of enjoyment at work

Workplace
Spirituality
Sense of contribution to community

community
Opportunities for inner life

Figure 1: Armenio Rego’s Model of Workplace Spirituality

RESEARCH METHODOLOGY
Inclusion Criteria
Papers that have been written in the past 17 years (2000 – 2016) has been
included in the study for the systematic review process. All the papers
written before 2000 are not part of the current study. Few studies conducted
before 2000 are included in this study, as the concept of spirituality cannot
be explained completely without the support of pioneer studies on this
concept. Four databases including Emerald, JSTOR, Springer link and
Science direct were selected for extracting articles in the review process. The
major reason behind selecting these four databases is the strong repute of the
journals included in these databases. Moreover, due to the time constraint,
researcher picked the four databases in this research process.

Asian Management Research Journal 2(3) © 2017 SAMR 147

 Mumtaz, Sana

Table 1: Search Strategy

Keywords Databases Initial Final number of
Screening papers included in
study
Workplace Emerald 91 papers 31 papers
Spirituality
JSTOR 182 papers 12 papers
Spirituality Springer link 154 papers 16 papers
in the
workplace
Science Direct 23 papers 7 papers
Spirituality
450 papers 66 papers
Key terms used for the search were “Workplace Spirituality,”
“Spirituality” and “Spirituality in the workplace.” A total number of papers
initially selected was 450. After skimming all the 450 papers, 66 papers were
selected for final review process due to their strong relevance to the research
objectives of this study. Table 1 has summarized the search strategy for a
systematic review.
Table 2: Workplace Spirituality Articles Published in Journals
Journal Percentage of
Articles
Journal of Business Ethics 33%
Asian Journal of Business Ethics 12%
Leadership and Organization Development Journal 9%
The Leadership Quarterly 6%
Academy of Management 2%
Others 38%
Total 100%
Final Number of Papers
A total number of papers included in the study is 66. 46 papers have
discussed Armenio Rego’s dimensions (at least one dimension) that have
helped this paper in achieving the first objective. 20 papers suggested new
dimensions of workplace spirituality and helped in fulfilling objective 2 of
study. Papers on workplace spirituality were published in different journals
in these years; however, most of the papers were published in ‘Journal of
Business Ethics.’ Table 2 has summarized details regarding the percentage of
papers that were published in different journals in the last 17 years.

Asian Management Research Journal 2(3) © 2017 SAMR 148

 Mumtaz, Sana

Definitions of Workplace Spirituality

Although workplace spirituality has been defined by organizations
through different definitions, overall there is lack of consensus regarding its
definition in the literature (Brown, 2003). Individual’s emotions or
awareness about the situation can also be defined as workplace spirituality
(Guillory, 2000). Workplace spirituality is one of the most significant
elements in an organization that leads to high connectedness between
individuals (Daniel, 2015). Ashmos and Duchon (2000) defined the concept
of workplace spirituality as the nourishment of inner life of employees and
how organizations take steps for improving their employees’ growth over
time. Spirituality is a feeling that makes people think that that is content and
happy in their lives (Burack, 1999). Some researchers consider spirituality as
a part of religion (Koenig, 2009), while others consider it as a broader and
flexible concept. Spirituality is above and beyond religion and much broader
and clearer concept since it is based on universal values (Benefiel, 2005). It
may or may not be linked to religion, but it is based upon individual values
and philosophy, thus religion may be part of spirituality for few people but
not everyone (Weinberg & Locander, 2014). Workplace spirituality enhances
individual’s capacity or energy of handling matters (Barnett et al., 2000).
Workplace Spirituality guides individuals about not only right path but ways
towards that path (Cavangh et al., 2001; Karakas, 2010).
Despite the contradictions in the definition of the concept of workplace
spirituality, there is an overall consensus in the researchers regarding the few
dimensions of workplace spirituality including personal meaning of life,
connection with employees of organizations and alignment of individual and
organizational values (Ashmos & Duchon, 2000; Jungsun et al., 2016;
Milliman et al., 2003).
Table 3 summarizes key characteristics of workplace spirituality that has
been considered as essential by most of the researchers and presents an
overall picture about this concept based on the literature in the last 17 years.
Level of Analysis
Workplace spirituality has been studied at three levels of analysis in
previous researches including individual, group and organizational level
(Milliman et al., 2003, Duchon & Plowman, 2005, Kolodinsky, Giacalone &
Jurkiewicz, 2008), however most of the studies were conducted on individual
level outcomes of workplace spirituality (Krishnakumar & Neck, 2002;
Leland & Denhardt, 2005).

Asian Management Research Journal 2(3) © 2017 SAMR 149

 Mumtaz, Sana

Table 3: Common Characteristics of Workplace Spirituality

Sr. Characteristics of Workplace Spirituality
1 All individuals in an organization have spiritual needs, although the
degree of those needs varies from each other, they exist in each.
2 All people in organizations want to be respected and trusted and
shared identification with their teams and groups.
3 If workplace respects individuals beyond their tasks and assigned
duties, people will put their heart and soul to work.
4 Work is essential for most of the people at workplace and people
want to give their complete energy to their work.
5 If organizations focus on Workplace spirituality of employees,
employee’s performance, as well as commitment level, will
improve.
6 Organizations don’t perform because most of them focus on
extrinsic rewards only for the satisfaction of their employees.
7 Spiritual practices in the workplace can improve ethical standards in
organizations and make employees work positively.
Individual Level Analysis
Studies that were based on understanding workplace spirituality on
individual level were focused on understanding the experiences and growth
of individuals in organizations and what kind of initiatives do they take for
their personal satisfaction (Mitroff & Denton, 1999; Jurkiewicz & Giacalone,
2004, Marques et al., 2008, Rego & Pina e Cunha, 2008). Moreover, most of
these studies examined the impact of workplace spirituality on individual
performance (Duchon & Plowman, 2005), creativity (Karakas, 2010),
commitment and satisfaction (Milliman et al., 2003).
Group Level Analysis
Fewer studies were conducted for understanding the concept of
workplace spirituality on a group level. They were focused on understanding
the outcomes and impact of spirituality on team performances (Daniel,
2010). For example, how team values and keep teams or groups together
over time (Parkes, Milner & Gilbert, 2010) and enable them in achieving
team goals with coherence (Duchon & Plowman 2005).
Organizational Level Analysis
Studied that was focused on organizational level outcomes of workplace
spirituality examined the role of organization’s culture and the environment
in predicting outcomes (Kolodinsky et al., 2008) and organization’s culture

Asian Management Research Journal 2(3) © 2017 SAMR 150

 Mumtaz, Sana

leads to the success of organizations over time (Duchon & Plowman, 2005;
Kolodinsky et al., 2008).
Dimensions of Workplace Spirituality
In the last 17 years, most of the studies on workplace spirituality were
based on empirical evidence. Only 6 out of 66 (10%) papers were theoretical.
All the other articles were based on qualitative or quantitative studies and
tested the impact of dimensions of workplace spirituality on different
outcomes. Most of the researchers have used only one or two dimensions of
workplace spirituality in their studies, and only a few have discussed all the
five dimensions. Most discussed variable in the articles was ‘sense of
contribution to the community’ and least discussed variable was ‘sense of
enjoyment at work.’ The following section summarizes the findings from the
systematic review on all the dimensions of workplace spirituality.
Team’s Sense of Community
Team’s sense of community refers to the bonding of team members with
each other and how they support each other (Milliman et al., 2003). A
number of researchers have used team’s sense of community in their study
and results show that if groups and teams have strong bonding or positive
relationships, that leads to high motivation as well as high commitment, job
involvement and less absenteeism among them (Daniel, 2015; Klerk, 2005;
Poole, 2009).
Team’s strong bonding not only improves organization’s performance
but also help individuals in their personal growth through the process of
continuous interaction and learning (Chalofsky, 2003). Employees are less
likely to experience negative emotions when are connected to other people in
organizations. Hence their overall approach towards things will be positive
(Dimitrov, 2012; Klerk, 2005). Team’s sense of community was studied at
the individual level in most of the studies and a total number of papers that
have discussed this concept was 10. Hence, team’s sense of community has
been considered important by past researchers as a dimension of workplace
spirituality.
Alignment between Individual and Organizational Values
Alignment between values refers to the level of coherence between
values. People usually feel better when they work in organizations where
values of employees and organizations are aligned rather than conflicting
(Ashmos & Duchon, 2000; Krishnakumar & Neck, 2002). Alignment
between organizational and individual values is considered as one of the
most important dimensions of workplace spirituality and results on this
dimension signifies strength as well as the important role of this dimension

Asian Management Research Journal 2(3) © 2017 SAMR 151

 Mumtaz, Sana

in workplace spirituality (Gatling et al., 2016). Alignment between values

has a positive relationship with organization commitment as well as
organizational citizenship behavior (Gupta & Kumar, 2014). Employees
prefer working in those organizations that value their values and don’t
indulge them in tasks that are against their ethics (Dimitrov, 2012). The
significance of alignment between values is reflected in firms like Southwest
Airlines who align their organization’s values with employee’s values
(Milliman et al., 2003). When people, organization, and environment are in
harmony that leads to their superior performance as well (Nandram, 2010).
22 papers on workplace spirituality dimensions have discussed this
dimension and result in most of them signify the importance of alignmentent
of values. This variable plays a key role in impacting employee’s
performance in organizations.
Sense of Contribution to Community
The sense of contribution to the community has been defined as
employee’s level of connection with the community and formulating positive
and constructive links with other people of society and working for their
benefit (Duchon & Plowman, 2005). Contribution to the community also
explains commitment of the members and their level of understanding with
each other (Manion & Bartholomew, 2004). When employees think beyond
their interest and want to contribute positively towards their community that
leads to their inner satisfaction, and they put more effort in their tasks
(Pawar, 2009). Thus, it is very important for organization’s top management
to engage their employees in such kind of activities (Bradley & Kauanui,
2003). The sense of contribution to the community is not just about doing
something for other people; rather it is about formulating some magical
connection with them and genuinely caring for them without any self-interest
(Milliman et al., 2003). Organization’s culture has a significant role in
triggering or enhancing employee’s contributions towards community
(Gilbert, 2011). The sense of contribution to the community was studied in
25 articles. This variable has been part of the most number of studies.
Researchers have investigated this variable as part of workplace spirituality
which shows its strong role in literature.
Sense of Enjoyment at Work
This dimension has been researched in the least number of articles
included in the review process. The sense of enjoyment at work refers to
people’s level of enjoyment at their workplace (Ashmos & Duchon, 2000;
Harrington, Preziosi & Gooden, 2001). In general, most of the employees
don’t feel happy with their job due to excessive focus on other factors like
pay and incentives (Gatling et al., 2016; Indartono & Wulandari, 2014).

Asian Management Research Journal 2(3) © 2017 SAMR 152

 Mumtaz, Sana

Human resource is one of the most significant resources for any

organization, and when the organizations arrange their tasks and job duties in
a way that leads to employee’s enjoyment, that enhances their overall
intrinsic motivation and makes them do work with higher commitment
(Smith & Rayment, 2007). Similarly, by proving an autonomous
environment and by involving employees in decision making, they feel
happy and enjoy working at that organization (Fry, 2003; Kumpikaite-
Valiuniene, 2014; Tischler, Biberman & McKeage, 2002). Almost six
papers have discussed this dimension as part of workplace spirituality, and
this variable has been researched in the least number of papers. Findings
suggest that this dimension doesn’t have a significant role in employee’s
performance (Pawar, 2013).
Opportunities for Inner Life
Inner life refers to employees need for nourishment of their requirements
other than body, mind, and heart (Ashmos & Duchon, 2000; Fanggida,
Suryana, & Efendi, 2016). Opportunities for inner life focus on spiritual
needs of employees (Weinberg & Locander, 2014). These needs are at the
highest level and organizations should play their role in fulfilling them
(Duchon & Plowman, 2005; Henle, Giacalone & Jurkiewicz, 2005).
Organizations should provide individuals with an opportunity where they can
work on their self and nourishment of their soul (Marques, 2010;
Sorakraikitikul & Siengthai, 2014). Many researchers linked this dimension
with religiosity; however, there is a lack of consensus on this and findings
are not coherent (Mohamed, Wisnieski, Askar & Syed 2004; Altaf & Awan,
2011). Opportunities for inner life have been discussed in 23 articles. Results
indicate the importance of the inner life of employees and highlight the
organization’s responsibility for nourishing that (Pawar, 2009).
Summary of Discussion on Armenio Rego’s framework
Workplace spirituality comprises of many factors, as this is a broad
concept. This systematic review guides about findings of dimensions of
Armenio Rego’s workplace spirituality and how each one of them is playing
a role in understanding this concept. Table 4 has summarized use of each one
of these dimensions in different research papers. Findings in literature review
have been summarized by a discussion of these variables in 46 papers. Based
on the above discussion, the first objective of the study has been fulfilled
after going through all the articles. As per systematic review of these articles,
“sense of contribution to the community” has been researched the most,
while “sense of enjoyment at work” has been studied in the least number of
articles. This pattern shows the relative importance of these dimensions.
More than 80% researches were based on quantitative research methods and

Asian Management Research Journal 2(3) © 2017 SAMR 153

 Mumtaz, Sana

measured outcomes of these workplace spirituality dimensions on

employee’s performance, creativity, and other performance measures.
Table 4: Workplace Spirituality Dimensions Use in Literature
Relevant Citations
1. Ashmos & Duchon, 2000
2. Harrington et al., 2001
3. Krishnakumar & Neck, 2002
4. Lips-Wiersma & Mills, 2002
5. Tischler et al., 2002
6. Bradley & Kauanui, 2003
7. Krahnke, Giacalone, &
Jurkiewicz, 2003
8. Krahnke et al., 2003
9. Lips-Wiersma, 2003
10. Milliman et al., 2003
11. Jurkiewicz & Giacalone,
2004
12. Kinjerski & Skrypnek, 2004
13. Benefiel, 2005
14. Duchon & Plowman, 2005
15. Henle et al., 2005
16. Klerk, 2005
17. Leland & Denhardt, 2005
18. Polley et al., 2005
19. Sheep, 2006
20. Ucok, 2006
Use of variables in study
Sense of contribution to community
Opportunities for inner life
Alignment between values
Sense of contribution to community
Opportunities for inner life
Sense of contribution to community
Alignment between values
Alignment between values
Opportunities for inner life
Sense of contribution to community
Team’s sense of community
Alignment between values
Opportunities for inner life
Team’s sense of community
Alignment between values
Opportunities for inner life
Team’s sense of community
Alignment between values
Sense of contribution to community
Opportunities for inner life
Alignment between values
Sense of contribution to community
Opportunities for inner life
Sense of contribution to community
Alignment between values
Team’s sense of community
Sense of contribution to community
Opportunities for inner life
Opportunities for inner life
Sense of contribution to community
Alignment between values
Alignment between values
Team’s sense of community
Sense of contribution to community
Team’s sense of bonding
Opportunities for inner life

Asian Management Research Journal 2(3) © 2017 SAMR 154

 Mumtaz, Sana
21. Rego et al., 2007
22. Smith & Rayment, 2007
23. Kolodinsky et al., 2008
24. Rego & Pina e Cunha, 2008
25. Lips & Morris, 2009
26. Pawar, 2009
27. Poole, 2009
28. Shankar, 2009
29. Karakas, 2010
30. Marques, 2010
31. Parkes et al., 2010
32. Altaf & Awan, 2011
33. Tombaugh et al., 2011
34. Dimitrov, 2012
35. Pawar, 2013
36. Albuquerque et al., 2014
37. Gupta & Kumar, 2014
38. Kumpikaite-Valiuniene,
2014
39. Pardasani, Sharma &
Bindlish, 2014
Asian Management Research Journal 2(3) © 2017 SAMR
Team’s sense of community
Alignment between values
Sense of contribution to community
Sense of enjoyment at work
Opportunities for inner life
Alignment between values
Sense of contribution to community
Opportunities for inner life
Opportunities for inner life
Sense of contribution to community
Opportunities for inner life
Alignment between values
Alignment between values
Sense of contribution to community
Sense of contribution to community
Opportunities for inner life
Alignment between values
Sense of contribution to community
Sense of enjoyment at work
Opportunities for inner life
Alignment between values
Sense of contribution to community
Opportunities for inner life
Sense of enjoyment at work
Alignment between values
Team’s sense of community
Opportunities for inner life
Alignment between values
Sense of contribution to community
Sense of enjoyment at work
Alignment between values
Sense of enjoyment at work
Sense of contribution to community
Alignment between values
Sense of contribution to community
Team’s sense of bonding
Sense of contribution to community
Opportunities for inner life
Sense of contribution to community
155
 Mumtaz, Sana

40. Shah & Sachdev, 2014 Alignment between values

Sense of contribution to community
Sense of enjoyment at work
Opportunities for inner life
41. Sorakraikitikul & Siengthai, Team’s sense of bonding
2014 Sense of contribution to community
42. Weinberg & Locander, 2014 Alignment between values
43. Daniel, 2015 Sense of contribution to community
Opportunities for inner life
44. Fanggida et al., 2016 Alignment between values
Sense of contribution to community
Opportunities for inner life
45. Gatling et al., 2016 Alignment between values
Sense of contribution to community
Sense of enjoyment at work
Opportunities for inner life
46. Pawar, 2016 Alignment between values
Sense of contribution to community
New Dimensions in Workplace Spirituality
Based on the review of the remaining 20 articles, this section highlights
the additional dimensions of workplace spirituality for future studies.
Religion
Spirituality is concerned with an individual’s overall need for wholeness
and personal fulfilment; however, religion provides clear boundaries and
systems for our fulfilment (Bradley & Kauanui, 2003; Lips-Wiersma, 2004).
Thus, religion cannot be completely separated from spirituality. Spirituality
reduces freedom of individuals and categorizes people in different
dimensions, while spirituality avoids such kind of obligations (Lynn,
Naughton & VanderVeen, 2009). Studies suggest that there is a difference
between religion and spirituality (Corner, 2009) since belief has close
association with belief system of individuals, however it is very important to
examine role of religion as one of the dimensions of workplace spirituality
for removing this confusion (Bandsuch & Cavanagh, 2005; Fry et al., 2011).
Also, there are few things that are common in religion and spirituality
including inner life and inner satisfaction (Tombaugh, Mayfield & Durand,
2011). Thus it is very important to include religion in this model and
examine results.
Both spirituality and religion have a strong effect on our lives, and
sometimes that too is without even our conscious awareness. Thus these
concepts need to be studied together (Lynn et al., 2009). By integrating these
Asian Management Research Journal 2(3) © 2017 SAMR 156
 Mumtaz, Sana

two perspectives, we can understand the mentality of people the key focus
and perspective of people as well (Cash & Gray, 2000; Hicks, 2002). Hence
it is suggested to use “Religion” as one of the workplace spirituality
dimensions in future researchers as suggested in five articles (Cash & Gray,
2000; Hicks, 2002; Gilbert, 2011; Grant et al., 2004; Lynn et al., 2009).
Humanism
Spirituality provides an overall sense of completion to individuals;
however, these five dimensions of workplace spirituality have not
incorporated the significant role of “Humanism” (Karakas, 2010). Humanism
focuses on such kind of values that define basic parameters for employees.
For example, honesty and trustworthiness are the pre-requisites for any
individual for engaging in spiritual practices (Gotsis & Kortezi, 2008; Grant
et al., 2004). Also, if spirituality will be guided by humanity and universal
values, it will reduce the level of biases in treating people from a different
background (Dent, Higgins, & Wharf, 2005; Fry, 2003).
Humanism can be one of the possible dimensions of workplace
spirituality since it focuses mainly on benefits of humanity and puts humans
above any other benefit or incentive (Jurkiewicz & Giacalone, 2004).
Humanism can be an important dimension of workplace spirituality, since it
enables organizations to think about people first and results later (Sheep,
2006; Howard, 2002). Thus, this article suggests using “Humanism” as one
of the possible dimensions of workplace spirituality in future researchers as
suggested in four articles (Dent et al., 2005; Fry, 2003; Jurkiewicz &
Giacalone, 2004; Lynn et al., 2009).
Morality/Ethics
Ethics refers to the distinguished boundaries of good and bad and helps
in defining the boundaries of acts. However, organizations cannot define
rules and regulations for ethical issues due to its vagueness (Herrscher,
2002). Hence it is suggested to study this variable as a part of workplace
spirituality framework (Garcia-Zamor, 2003). Articles on spirituality have
discussed the role of organizations in introducing spiritual practices and
importance of personal fulfillment for individuals, but the process can be
understood in a better way by defining what is good and what isn’t (Driscoll
& McKee, 2007). Thus, we cannot completely understand the concept of
spirituality without values or ethics (Grant & McGhee, 2012). Organization’s
culture, as well as their values, also impact every individual’s value system
but the extent of that effect is different for each (Sorakraikitikul & Siengthai,
2014).

Asian Management Research Journal 2(3) © 2017 SAMR 157

 Mumtaz, Sana

Future studies should study the role of morality in workplace spirituality

and focus on understanding how values or ethical morality of an individual
influence spirituality (Giacalone & Jurkiewicz, 2003; Mohamed et al., 2004).
It is very important to understand how individual’s value that has been
shaped by time affects spirituality (Badrinarayanan & Madhavaram 2008).
Morality can be one of the possible dimensions of workplace spirituality in
future researchers as suggested in the eight articles (Badrinarayanan &
Madhavaram, 2008; Corner, 2009; Driscoll & McKee, 2007; Ianinska &
Garcia-Zamor, 2006; Giacalone & Jurkiewicz, 2003; Mohamed et al., 2004).
Mindfulness
Mindfulness refers to the conscious efforts of individuals for
understanding the complex situations and tries to think as objectively as
possible (Ucok, 2006). Mindfulness is about sense-making through
deliberate attention and continuous thinking process (Weick, Sutcliffe &
Obstfeld, 1999). In general, organizations engage employees in mindfulness
through meditation and other exercises (Kale & Shrivastava, 2003). For
example, certain companies like HP, Cisco systems specially provide an
opportunity to their employees about engaging in meditation process or
provide time so that they can offer their prayers (Tischler et al., 2002). Such
activities help them in understanding their self as well as increase their level
of attachment with those organizations (Kale & Shrivastava, 2003).
Table 5: Summary of Definitions of Suggested Variables
Potential variable Key definition
Humanism Humanism focuses mainly on values like honesty,
sincerity, empathy and considers such values superior
to any other criteria (Jurkiewicz & Giacalone, 2004)
Religion Religion provides comprehensive solution to all issues
and also define boundaries so that individuals can
search for meaning in a limit (Bradley & Kauanui,
2003; Lips Wiersma, 2004)
Ethics/Morality Morality and Ethics enable us to clarify boundaries
between good and bad acts (Garcia-Zamor, 2003)
Mindfulness Paying attention to situation in an objective manner
through sense-making (Kale & Shrivastava, 2003)
Mindfulness enables individuals to think about their lives through
different activities consciously. Thus, this research suggests understanding
the importance of mindfulness as one of the essential dimensions of
workplace spirituality and how such practices are valued by employees
(Howard, 2002). Mindfulness may be one of the dimensions of workplace
spirituality in future as suggested in four articles (Chawla, 2016; Howard,

Asian Management Research Journal 2(3) © 2017 SAMR 158

 Mumtaz, Sana

2002; Kale & Shrivastava, 2003; Weick et al., 1999). Table 5 summarizes
the four potential dimensions of workplace spirituality along with their key
definitions.
Summary of Discussion on Suggested Dimensions
Based on the systematic review, this paper has identified few dimensions
that need to be researched upon as dimensions of workplace spirituality in
future, since current literature is relying on few restricted models of
workplace spirituality by only including Rego’s model. Based on above
discussion, the second objective of the study has been fulfilled after going
through 20 articles on workplace spirituality. As per the systematic review
process, four dimensions have been suggested including religion, humanity,
ethics/morality, and mindfulness. Around eight papers have discussed the
importance of ethics, five papers have discussed religion, four papers have
discussed humanity, and four papers have discussed mindfulness. Table 6
highlights the details regarding the 20 articles that focus on the potential
dimensions of workplace spirituality.
Table 6: Suggested Dimensions of Workplace Spirituality
Relevant Citations Suggested Dimensions
1. Cash & Gray, 2000 Religion
2. Hicks, 2002 Religion
3. Howard, 2002 Mindfulness
4. Fry, 2003 Humanism
5. Kale & Shrivastava, 2003 Mindfulness
6. Garcia-Zamor, 2003 Ethics/Morality and Humanism
7. Giacalone & Jurkiewicz, 2003 Ethics/Morality
8. Mohamed et al., 2004 Ethics/Morality
9. Jurkiewicz & Giacalone 2004 Humanism and Ethics/Morality
10. Grant et al., 2004 Religion
11. Dent et al., 2005 Humanism
12. Ianinska & Garcia-Zamor, 2006 Ethics/Morality
13. Driscoll & McKee, 2007 Ethics/Morality
14. Badrinarayanan & Madhavaram, 2008 Ethics/Morality
15. Gotsis & Kortezi, 2008 Ethics/Morality
16. Weick et al., 1999 Mindfulness
17. Corner, 2009 Ethics/Morality
18. Lynn et al., 2009 Religion
19. Gilbert, 2011 Religion
20. Chawla, 2016 Mindfulness

Asian Management Research Journal 2(3) © 2017 SAMR 159

 Mumtaz, Sana

LIMITATIONS IN PREVIOUS STUDIES

Theoretical Issues
Most of the previous studies on spirituality researchers have examined
about individual’s energy and spirit. However, organizations also have their
culture and energy which is shaped by some additional factors (Fry, 2003).
Most of the existing studies were focused on the individual level of
analysis in these years (Rego et al., 2007); hence it is suggested to study the
concept of workplace spirituality on multiple levels of analysis. Literature
has also identified the impact of different energy levels on individual and
organizations. Hence, future studies should be conducted to examine their
differences as well as possible links between different levels of analysis
(Kinjerski & Skrypnek, 2004).
Most of the studies have highlighted the benefits of workplace
spirituality; however, some researchers also highlighted the negative sides of
spirituality. For example, spirituality may result in such kind of control
mechanisms that may bound employees to engage in certain tasks even if
they don’t want to (e.g., Bell & Taylor, 2003; Pava, 2003). Sometimes
people are forced to think of others and sacrifice for them even if their
unconscious is not allowing them to do so (Driscoll & McKee, 2007). Also,
this is a time taking and costly process, since organizations need to revise
their structure, culture, systems and all other mechanisms to be spiritual
(Polley et al., 2005). However, researchers on costs or consequences of
spirituality are few. Hence future studies can focus on this aspect as well.
Many researchers have used ‘meaningfulness’ as one of the dimensions
of workplace spirituality. However, the definition of this dimension is
confusing and unclear in literature. For example, the concepts of meaning in
life or meaning of life should be differentiated (Chawla, 2016). Thus,
meaningfulness must be differentiated and distinguished from all other terms
that sound synonymous with it like meaningful work, meaningful life,
meaning in life or meaning of life (Klerk, 2005). Although some empirical
papers have been published on ‘meaningfulness,’ theoretical paper on this
concept and its boundaries will add a great contribution to the literature of
workplace spirituality (Kinjerski & Skrypnek, 2004). Hence future studies
should aim to conduct theoretical studies as well.
Methodological Issues
This systematic review is based on analysis of 66 papers and has
provided insights regarding the existing and the potential dimensions of
workplace spirituality. Based on the systematic review, few methodological
limitations are also highlighted. First, more than 30 papers were based on

Asian Management Research Journal 2(3) © 2017 SAMR 160

 Mumtaz, Sana

‘Quantitative analysis’ (Albuquerque, Cunha, Martins, & Sa, 2014; Duchon

& Plowman, 2005). Although quantitative studies are useful for
generalization of results, workplace spirituality is an abstract concept. Hence
it is not recommended to measure it using questionnaires only (Albuquerque
et al., 2014). Qualitative techniques like focus group interviews and
unstructured interviews will help researchers in understanding employee’s
real perspectives and how they view the importance of workplace
spirituality. For topics like ‘workplace spirituality,’ overall boundaries are so
blurred that it is not even possible to measure them using questionnaires. By
focusing on qualitative research techniques, researchers can understand these
boundaries and individual’s perspective in a comprehensive way (Krahnke et
al., 2003)
Second, workplace spirituality was tested using Ashmos & Duchon
(2000) scale in most of the articles with the few exceptions. Studies
conducted in various countries have used same scales. Workplace spirituality
is influenced by cultural differences as well; hence it is difficult to define its
boundaries, so context-specific scales may be more useful for understanding
employees’ perspectives. Third, more than 80% quantitative studies have
relied on ‘cross-sectional data collection processes. Cross-sectional data
provides shallow results and cannot explain true reality or impact of
variables. Hence, researchers in future can generate better results by relying
on ‘longitudinal research design’ (Benefiel, 2005).
Fourth, researchers have measured the impact of workplace spirituality or
its dimensions on employee’s performance, however they have not focused
on the process of impact on employees, hence it is suggested to measure the
underlying process of change in employees by incorporating essential
moderating and mediating variables for example organization climate,
employee attitudes (Pandey, Gupta & Arora, 2009). By adding these
variables, researchers can provide better understanding regarding this
concept and its impact (Gatling et al., 2016). Also, most of the previous
studies were conducted in countries like USA, UK, and Germany and few
were conducted in developing countries. Hence it is suggested to examine
the results in other countries (Daniel, 2015).
CONCLUSION
Based on the systematic review of the articles on workplace spirituality
in the last 17 years, this research has synthesized the overall findings on this
concept. Overall results highlight an essential role of different dimensions of
workplace spirituality in the workplace. Also, this study signifies that
organizations can meet their goals by focusing on the spiritual growth of
their employees. All the five dimension of workplace spirituality (team’s

Asian Management Research Journal 2(3) © 2017 SAMR 161

 Mumtaz, Sana

sense of community, alignment between individual and organizational

values, sense of contribution to the community, sense of enjoyment at work,
opportunities for inner life) are an essential part of workplace spirituality.
However, workplace spirituality is not just limited to few factors, but this
concept can be understood in a better way by incorporating additional
factors. Four potential dimensions of workplace spirituality are religion,
humanism, ethics/morality, and mindfulness. Future studies can focus on
these dimensions for understanding the new aspects of workplace
spirituality. Moreover, researchers should use different research approaches
(qualitative, quantitative and theoretical) for understanding this concept from
multiple perspectives.
REFERENCES
Albuquerque, I. F., Cunha, R. C., Martins, L. D., & Sa, A. B. (2014).
Primary health care services: workplace spirituality and
organizational performance. Journal of Organizational Change
Management, 27(1), 59-82.
Altaf, A., & Awan, M. A. (2011). Moderating affect of workplace spirituality
on the relationship of job overload and job satisfaction. Journal of
Business Ethics, 104(1), 93-99.
Ashmos, D. P., & Duchon, D. (2000). Spirituality at work: A
conceptualization and measure. Journal of Management Inquiry,
9(2), 134-145.
Badrinarayanan, V., & Madhavaram, S. (2008). Workplace spirituality and
the selling organization: A conceptual framework and research
propositions. Journal of Personal Selling & Sales Management,
28(4), 421-434.
Bandsuch, M. R., & Cavanagh, G. F. (2005). Integrating spirituality into the
workplace: theory and practice. Journal of management, spirituality
& religion, 2(2), 221-254.
Bell, E., & Taylor, S. (2003). The elevation of work: Pastoral power and the
new age work ethic. Organization, 10(2), 329-349.
Benefiel, M. (2005). The second half of the journey: Spiritual leadership for
organizational tiransformation. The Leadership Quarterly, 16(5),
723-747.
Bradley, J., & Kauanui, S. K. (2003). Comparing spirituality on three
southern California college campuses. Journal of Organizational
Change Management, 16(4), 448-462.
Burack, E. H. (1999). Spirituality in the workplace. Journal of
Organizational Change Management, 12(4), 280-292.
Brown, R. B. (2003). Organizational spirituality: The sceptic's
version. Organization, 10(2), 393-400.

Asian Management Research Journal 2(3) © 2017 SAMR 162

 Mumtaz, Sana

Cash, K. C., & Gray, G. R. (2000). A framework for accommodating religion

and spirituality in the workplace. The Academy of Management
Perspectives, 14(3), 124-133.
Cavanagh, G., Hanson, B., Hanson, K., & Hinojoso, J. (2001). Business
leadership and spirituality. Bridging the gap: Spirituality and
business. Conference sponsored by the Institute for Spirituality and
Leadership. Edited by A. L. Delbecq and J. J. McGee. Santa Clara
University, Santa Clara, CA: March 9–10, 2001.
Chalofsky, N. (2003). An emerging construct for meaningful work. Human
Resource Development International, 6(1), 69-83.
Chawla, V. (2016). Workplace spirituality governance: Impact on customer
orientation and salesperson performance. Journal of Business &
Industrial Marketing, 31(4), 498-506.
Corner, P. D. (2009). Workplace spirituality and business ethics: Insights
from an Eastern spiritual tradition. Journal of Business Ethics, 85(3),
377-389.
Daniel, J. L. (2015). Workplace spirituality and stress: Evidence from
Mexico and US. Management Research Review, 38(1), 29-43.
Daniel, J., L. (2010). The effect of workplace spirituality on team
effectiveness. Journal of Management Development, 29(5), 442-456.
De Klerk, J. J. (2005). Spirituality, meaning in life, and work wellness: A
research agenda. International Journal of Organizational Analysis,
13(1), 64-68.
Dent, E. B., Higgins, M. E., & Wharff, D. M. (2005). Spirituality and
leadership: An empirical review of definitions, distinctions, and
embedded assumptions. The Leadership Quarterly, 16(5), 625-653.
Dimitrov, D. (2012). Sources of meaningfulness in the workplace: A study in
the US hospitality sector. European Journal of Training and
Development, 36(2/3), 351-371.
Driscoll, C., & McKee, M. (2007). Restoring a culture of ethical and spiritual
values: A role for leader storytelling. Journal of Business Ethics,
73(2), 205-217.
Duchon, D., & Plowman, D. A. (2005). Nurturing the spirit at work: Impact
on work unit performance. The Leadership Quarterly, 16(5), 807-
833.
Fanggida, E. R., Suryana, E., & Efendi, N. (2016). Effect of a spirituality
workplace on organizational commitment and job satisfaction (study
on the lecturer of private universities in the Kupang city-Indonesia).
Procedia-Social and Behavioral Sciences, 219, 639-646.
Freshman, B. (1999). An exploratory analysis of definitions and applications
of spirituality in the workplace. Journal of Organizational Change
Management, 12(4), 318-329.

Asian Management Research Journal 2(3) © 2017 SAMR 163

 Mumtaz, Sana

Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership

Quarterly, 14(6), 693-727.
Fry, L. W., Hannah, S. T., Noel, M., & Walumbwa, F. O. (2011). Retracted:
Impact of spiritual leadership on unit performance. The Leadership
Quarterly, 22(2), 259-270.
Garcia-Zamor, J. C. (2003). Workplace spirituality and organizational
performance. Public Administration Review, 63(3), 355-363.
Gatling, A., Kim, J., & Milliman, J. (2016). The relationship between
workplace spirituality and hospitality supervisors’ work attitudes: A
self-determination theory perspective. International Journal of
Contemporary Hospitality Management, 28(3), 471-489.
Giacalone, R. A., & Jurkiewicz, C. L. (2003). Right from wrong: The
influence of spirituality on perceptions of unethical business
activities. Journal of Business Ethics, 46(1), 85-97.
Gilbert, P. (2011). “I, Robot”: has the modern workplace lost its soul? The
context for values-based, soul-full leadership. International Journal
of Leadership in Public Services, 7(2), 77-98.
Gotsis, G., & Kortezi, Z. (2008). Philosophical foundations of workplace
spirituality: A critical approach. Journal of Business Ethics, 78(4),
575-600.
Grant, D., O'Neil, K., & Stephens, L. (2004). Spirituality in the workplace:
New empirical directions in the study of the sacred. Sociology of
Religion, 65(3), 265-283.
Grant, P., & McGhee, P. (2012). Phronesis and spirituality in the
workplace. Journal of Spirituality, Leadership and
Management, 6(1), 24-34.
Guillory, W. (2000). The living organization: spirituality in the workplace: A
guide for adapting to the chaotically changing workplace.
Innovations International: Utah, UT.
Gupta, M., Kumar, V., & Singh, M. (2014). Creating satisfied employees
through workplace spirituality: A study of the private insurance
sector in Punjab (India). Journal of Business Ethics, 122(1), 79-88.
Harrington, W. J., Preziosi, R. C., & Gooden, D. J. (2001). Perceptions of
workplace spirituality among professionals and executives. Employee
Responsibilities and Rights Journal, 13(3), 155-163.
Hart, D. W., & Brady, F. N. (2005). Spirituality and archetype in
organizational life. Business Ethics Quarterly, 15(3), 409-428.
Henle, C. A., Giacalone, R. A., & Jurkiewicz, C. L. (2005). The role of
ethical ideology in workplace deviance. Journal of Business Ethics,
56(3), 219-230.

Asian Management Research Journal 2(3) © 2017 SAMR 164

 Mumtaz, Sana

Herrscher, R. (2002). A universal code of journalism ethics: Problems,

limitations, and proposals. Journal of Mass Media Ethics, 17(4), 277-
289.
Hicks, D. A. (2002). Spiritual and religious diversity in the workplace:
Implications for leadership. The Leadership Quarterly, 13(4), 379-
396.
Howard, S. (2002). A spiritual perspective on learning in the workplace.
Journal of Managerial Psychology, 17(3), 230-242.
Ianinska, S., & Garcia-Zamor, J. C. (2006). Morals, ethics, and integrity:
How codes of conduct contribute to ethical adult education practice.
Public Organization Review, 6(1), 3-20.
Indartono, S., & Wulandari, S. Z. (2014). Moderation effect of gender on
workplace spirituality and commitment relationship: Case of
Indonesian ethics. Asian Journal of Business Ethics, 3(1), 65-81.
Jackson, K. T. (1999). Spirituality as a foundation for freedom and creative
imagination in international business ethics. Journal of Business
Ethics, 19(1), 61-70.
Jurkiewicz, C. L., & Giacalone, R. A. (2004). A values framework for
measuring the impact of workplace spirituality on organizational
performance. Journal of Business Ethics, 49(2), 129-142.
Kahn, W. A. (1990). Psychological conditions of personal engagement and
disengagement at work. Academy of Management Journal, 33(4),
692-724.
Kale, S. H., & Shrivastava, S. (2003). The enneagram system for enhancing
workplace spirituality. Journal of Management Development, 22(4),
308-328.
Karakas, F. (2010). Spirituality and performance in organizations: A
literature review. Journal of Business Ethics, 94(1), 89-106.
Kinjerski, V. M., & Skrypnek, B. J. (2004). Defining spirit at work: Finding
common ground. Journal of Organizational Change Management,
17(1), 26-42.
Koenig, H. G. (2009). Research on religion, spirituality, and mental health: A
review. The Canadian Journal of Psychiatry, 54(5), 283-291.
Kolodinsky, R. W., Giacalone, R. A., & Jurkiewicz, C. L. (2008). Workplace
values and outcomes: Exploring personal, organizational, and
interactive workplace spirituality. Journal of Business Ethics, 81(2),
465-480.
Krahnke, K., Giacalone, R. A., & Jurkiewicz, C. L. (2003). Point-
counterpoint: Measuring workplace spirituality. Journal of
Organizational Change Management, 16(4), 396-405.

Asian Management Research Journal 2(3) © 2017 SAMR 165

 Mumtaz, Sana

Krishnakumar, S., & Neck, C. P. (2002). The “what,”“why” and “how” of

spirituality in the workplace. Journal of Managerial Psychology,
17(3), 153-164.
Kumpikaite-Valiuniene, V. (2014). Spirituality at Work: Comparison
Analysis. Procedia-Social and Behavioral Sciences, 150, 1205-1212.
Laabs, J. J. (1995). Balancing spirituality and work. Personnel Journal,
74(9), 60-68.
Leland, P. J., & Denhardt, K. G. (2005). Incorporating spirituality into the
MPA curriculum: Framing the discussion. Journal of Public Affairs
Education, 11(2) 121-131.
Lips-Wiersma, M. (2003). Making conscious choices in doing research on
workplace spirituality: Utilizing the “holistic development model” to
articulate values, assumptions and dogmas of the knower. Journal of
Organizational Change Management, 16(4), 406-425.
Lips-Wiersma, M. (2004). Furthering management and spirituality education
through the use of paradox. Journal of Management
Education, 28(1), 119-133.
Lips-Wiersma, M., & Mills, C. (2002). Coming out of the closet: Negotiating
spiritual expression in the workplace. Journal of Managerial
Psychology, 17(3), 183-202.
Lips-Wiersma, M., & Morris, L. (2009). Discriminating between
‘meaningful work’and the ‘management of meaning’. Journal of
Business Ethics, 88(3), 491-511.
Lynn, M. L., Naughton, M. J., & VanderVeen, S. (2009). Faith at work scale
(FWS): Justification, development, and validation of a measure of
Judaeo-Christian religion in the workplace. Journal of Business
Ethics, 85(2), 227-243.
Manion, J., & Bartholomew, K. (2004). Community in the workplace: A
proven retention strategy. Journal of Nursing Administration, 34(1),
46-53.
Marques, J. F. (2010). Spiritually or politically driven behavior: Differences
in the workplace. Development and Learning in Organizations: An
International Journal, 24(6), 12-16.
Milliman, J., Czaplewski, A. J., & Ferguson, J. (2003). Workplace
spirituality and employee work attitudes: An exploratory empirical
assessment. Journal of Organizational Change Management, 16(4),
426-447.
Milliman, J., Ferguson, J., Trickett, D., & Condemi, B. (1999). Spirit and
community at Southwest Airlines: An investigation of a spiritual
values-based model. Journal of Organizational Change Management,
12(3), 221-233.

Asian Management Research Journal 2(3) © 2017 SAMR 166

 Mumtaz, Sana

Mitroff, I. I., & Denton, E. A. (1999). A study of spirituality in the

workplace. MIT Sloan Management Review, 40(4), 83-92.
Mohamed, A., A., Wisnieski, J., Askar, M., & Syed, I. (2004). Towards a
theory of spirituality in the workplace. Competitiveness Review: An
International Business Journal, 14(1/2), 102-107
Nandram, S. S. (2010). Spirituality and business. In Nandram S., Borden M.
(eds) Spirituality and Business (pp. 17-32). Berlin Heidelberg:
Springer.
Neck, C. P., & Milliman, J. F. (1994). Thought self-leadership: Finding
spiritual fulfilment in organizational life. Journal of Managerial
Psychology, 9(6), 9-16.
Pandey, A., Gupta, R. K., & Arora, A. P. (2009). Spiritual climate of
business organizations and its impact on customers’
experience. Journal of Business Ethics, 88(2), 313-332.

Pardasani, R. R., Sharma, R., & Bindlish, P. (2014).Facilitating workplace

spirituality: Lessons from Indian spiritual traditions. Journal of
Management Development, 33(8/9), 847-859.
Parkes, M., Milner, K., & Gilbert, P. (2010). Vocation, vocation, vocation:
Spirituality for professionals in mental health services. International
Journal of Leadership in Public Services, 6(3), 14-25.
Pava, M. L. (2003). Searching for spirituality in all the wrong
places. Journal of Business Ethics, 48(4), 393-400.
Pawar, B. S. (2009). Individual spirituality, workplace spirituality and work
attitudes: An empirical test of direct and interaction effects.
Leadership & Organization Development Journal, 30(8), 759-777.
Pawar, B. S. (2009). Some of the recent organizational behavior concepts as
precursors to workplace spirituality. Journal of Business Ethics,
88(2), 245-261.
Pawar, B. S. (2009). Workplace spirituality facilitation: A comprehensive
model. Journal of Business Ethics, 90(3), 375-386.
Pawar, B. S. (2013). A proposed model of organizational behavior aspects
for employee performance and well-being. Applied Research in
Quality of Life, 8(3), 339-359.
Pawar, B. S. (2016). Workplace spirituality and employee well-being: An
empirical examination. Employee Relations, 38(6), 975-994.
Polley, D., Vora, J., & SubbaNarasimha, P. N. (2005). Paying the devil his
due: Limits and liabilities of workplace spirituality. International
Journal of Organizational Analysis, 13(1), 50-62.
Poole, E. (2009). Organisational spirituality-A literature review. Journal of
Business Ethics, 84 (4), 577-588.

Asian Management Research Journal 2(3) © 2017 SAMR 167

 Mumtaz, Sana

Rego, A., & Pina e Cunha, M. (2008). Workplace spirituality and

organizational commitment: An empirical study. Journal of
Organizational Change Management, 21(1), 53-75.
Rego, A., Cunha, M. P.E, & Souto, S. (2007). Workplace spirituality,
commitment, and self-reported individual performance: An empirical
study. Management Research: Journal of the Iberoamerican
Academy of Management, 5(3), 163-183.
Shah, S., & Sachdev, A. (2014). How to develop spiritual awareness in the
organization: Lessons from the Indian yogic philosophy. Journal of
Management Development, 33(8/9), 871-890.
Sheep, M. L. (2006). Nurturing the whole person: The ethics of workplace
spirituality in a society of organizations. Journal of Business Ethics,
66(4), 357-375.
Smith, J. A., & Rayment, J. J. (2007). The Global SMP Fitness Framework:
A guide for leaders exploring the relevance of spirituality in the
workplace. Management Decision, 45(2), 217-234.
Sorakraikitikul, M., & Siengthai, S. (2014). Organizational learning culture
and workplace spirituality: Is knowledge-sharing behavior a missing
link?. The Learning Organization, 21(3), 175-192.
Tischler, L., Biberman, J., & McKeage, R. (2002). Linking emotional
intelligence, spirituality and workplace performance: Definitions,
models and ideas for research. Journal of Managerial Psychology,
17(3), 203-218.
Tombaugh, J. R., Mayfield, C., & Durand, R. (2011). Spiritual expression at
work: Exploring the active voice of workplace spirituality.
International Journal of Organizational Analysis, 19(2), 146-170.
Turner, J. (1999). Regulars-Control-Ethics-Spirituality in the workplace. CA
Magazine-Chartered Accountant, 132(10), 41-42.
Ucok, O. (2006). Transparency, communication and mindfulness. Journal of
Management Development, 25(10), 1024-1028.
Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (1999). Organizing for high
reliability: Processes of collective mindfulness. Research in
Organizational Behavior, 3(1), 81-123.
Weinberg, F. J., & Locander, W. B. (2014). Advancing workplace spiritual
development: A dyadic mentoring approach. The Leadership
Quarterly, 25(2), 391-408.

Asian Management Research Journal 2(3) © 2017 SAMR 168