A Multilevel Model Examining the Relationships Between Workplace Spirituality, Ethical Climate and Outcomes: A Social Co
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ORIGINAL PAPER
A Multilevel Model Examining the Relationships Between Workplace Spirituality, Ethical Climate and Outcomes: A Social Cognitive Theory Perspective Lilian Otaye‑Ebede1 · Samah Shaffakat2 · Scott Foster1 Received: 27 January 2018 / Accepted: 22 February 2019 © The Author(s) 2019
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. Keywords Workplace spirituality · Ethical climate · Moral judgment · Prosocial motivation · Helping behaviour · Service performance
Introduction 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). 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 * Lilian Otaye‑Ebede [email protected] Samah Shaffakat [email protected] Scott Foster [email protected] 1
Liverpool Business School, Liverpool L3 5UG, UK
Department of Organizational Behavior, INSEAD Asia Campus, Singapore 138676, Singapore
2
employees’ experience of transcendence through the work process, facilitating their sense of being connected to others in a way that provides feelings of completeness and joy (Giacalone and Jurkiewicz 2003, p. 13). The surge in interest in workplace spirituality has resulted in the development of numerous theories and scholarly work into its outcomes (e.g. Kolodinsky et al. 2008; Milliman et al. 2003; Pawar 2009). Predominantly, research has focused on the positive impact of workplace spirituality on employee work attitudes such as increased job satisfaction (e.g. Lee et al. 2014), employee engagement (e.g. Roof 2015), o
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