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Abstract
The role and influence of workplace spirituality on individual and organisational outcomes continue to draw attention among management scholars. Despite this increased attention, extant literature has yielded limited insights particularly into the impact and influence processes of workplace spirituality on performance outcomes at both the individual and unit levels of analysis. Addressing this gap in research, we proposed and tested a multilevel model, underpinned by social cognitive theory, that examines the processes linking perceptions of workplace spirituality and performance outcomes at the individual and organisational level of analysis. Data were obtained from 51 branches of a retail organisation in the United Kingdom. Results from structural equation modelling analysis revealed three salient findings. First, workplace spirituality was positively related to ethical climate, prosocial motivation, and moral judgment. Second, ethical climate partially mediated the relationship between workplace spirituality and prosocial motivation and moral judgment, respectively. Third, aggregated ethical climate significantly relates to branch-level helping behaviour and service performance.
Highlights
The dynamic and unstable business environment caused by the current tumultuous societal and political landscape, coupled with the increasingly global world of work, has underscored the criticality of promoting an organisational culture that fosters employee well-being, engagement and performance (e.g. Petchsawang and Mclean 2017)
confirmatory factor analyses (CFA) was used to test the fit of the measurement model i.e. whether each of the measurement items specified loaded significantly onto the latent constructs with which they were associated
We conducted CFA to examine whether workplace spirituality, perception of ethical climate, prosocial motivation and moral judgment, captured distinct constructs at the individual level of analysis
Summary
The dynamic and unstable business environment caused by the current tumultuous societal and political landscape, coupled with the increasingly global world of work, has underscored the criticality of promoting an organisational culture that fosters employee well-being, engagement and performance (e.g. Petchsawang and Mclean 2017). Petchsawang and Mclean 2017) One such cultural practice that has received increased research attention is workplace spirituality defined as ‘a framework of organisational values evidenced in the culture that promotes. Few studies have examined its impact on group-level outcomes such as organisational productivity (Fry and Matherly 2006a), and work unit performance (Duchon and Plowman 2005). Alongside these scholarly articles noting the positive effect of workplace spirituality on outcomes, there is a growing body of critical scholars arguing the potential harmful effect of organisations using spirituality as a tool for increasing
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