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A SYNOPSIS OF THE PROPOSED WORK FOR THE DEGREEOF DOCTOR OF PHILOSOPHY IN
PSYCHOLOGY
TO STUDY THE EFFECT OF SPIRITUALITY, LOCUS OF CONTROL AND
PERSONALITY FACTORS OF CEOs ON THE PERFORMANCE LEVEL AND
JOB SATISFACTION LEVE OF CEOs AND THEIR EMPLOYEES
By
VENUGOPAL N
UNDER THE GUIDANCE OF
Dr. H S ASHOKChairperson
Department of Psychology
Bangalore University
Bangalore
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TABLE OF THE CONTENTS:
1. INTRODUCTION: 3-10
2. REVIEW OF LITERATURE 11-27
A. Introduction of Earlier studies
B. Review of LiteratureC. Summary of the Review of Literature
3. NEED FOR THE STUDY 28-31
4. OBJECTIVES 32-34
5. HYPOTHESES
6. VARIABLES
7. SAMPLE
8. INCLUSION AND EXCLUSION CRITERIA
9. SAMPLE DESIGN
10. ASSESMENT TOOLS
11. BIBILOGRAPHY 35-36
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TO STUDY THE EFFECT OF SPIRITUALITY, LOCUS OF CONTROL AND
PERSONALITY FACTORS OF CEOs ON THE PERFORMANCE LEVEL AND
JOB SATISFACTION LEVEL OF CEOs AND THEIR EMPLOYEES
Introduction:
We spend most of our lives at our place of work. Not many of us work from home. In
fact most of us at places miles away from where we live and from our families.
Work takes up most of our time and so does engaging people, many of those we wish
we never knew. Cut throat competition, politicking and deep rooted sense of insecurity
from the edifice of many organizational cultures. This along with work pressure hasalarming effects on overall well being significantly. Even the domestic environment
suffers.
In such a situation, having a spiritual bent of mind and work will improve employees
interactions/superior subordinate interactions leading to better working environment,
less stress and an overall increase in well being.
Over the last decade, there is a steady increase of interest in spirituality at work issues
among management researchers and practitioners (Giacalone and Jurkiewicz, 2003a;
Karakas, 2010). The growing interest in spirituality is evident in corporations andbusiness world as well. Although the literature and interest on spirituality at work is
growing rapidly; Most of the previous studies examined the effects of spirituality onorganisational enhances employee well being through spirituality. Spirituality providesemployees a sense of purpose and meaning at work, and spirituality provides employees a
sense of inter connectedness and community; and these in turn support organisational
performance. There are some authors who claimed that there was a positive and causalrelationship between spirituality and productivity (Evander, 2000; Thompson, 2000), but
the validity of those claims were questionable since they were either theoretical or lacked
supporting data (Valise, 2009).
Practitioners are seeking to understand the topic of spirituality at work and business
leaders in general are desirous to leverage spirituality as a means to promote ethical
compliance and improve workplace behaviors (Smith, 2006). Workplace behaviors suchas counterproductive work behaviour (CWB) have always been an issue for employers
because of its widespread nature (Lanyon and Goodstein, 2004). CWB at work is clearly
a major social and economic issue for both employers and society. The cost of CWB interms of dollars and hour lost is virtually incalculable.
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Personal attributes such as integrity has always been used to explain the
counterproductive work behaviour. Integrity is the foundation of all true goodness andgreatness. Hence, the concept of
Integrity has arisen often in discussions of spirituality (Arrizza, 2006). Integrity summonsthe courage for the spirituality expression at work. Integrity is not only the realm of
ethical conduct but also an individuals sense of wholeness (Watson, 2001). Spirituality
has generally been assumed to have an effect on individual behaviour.
Definitions of spirituality at work
There are more than seventy definitions of spirituality at work, and still, there is no
widely accepted definition of spirituality. There are indeed many possible ways to definesuch a complex and diverse term as spirituality at work. For example, spirituality has
been defined as our inner consciousness, a specific form of work feeling that energizes
action, a process of self enlightenment. A worldview plus a path, access to thesacred force that impels life, and the unique inner search for the fullest personal
development through participation into transcendent mystery. In these definitions,
spirituality is mostly described as an idiosyncratic, multifaceted, elusive concept; difficult
to be captured in a common definition.
Defining spirituality in the workplace is like capturing an angel - it's ethereal and
beautiful, but perplexing. The term spirituality comes from the Latin word spiritusor spiritualis that means breathing, breath, air or wind (Merriam-Webster). Spiritus is
defined as an animating or vital principle held to give life to \physical organisms
(Merriam-Webster). This implies spirit is the life force that inhabits us when we are aliveand breathing (Garcia-Zamor, 2003). Scott (1994) offers a parallel definition for spirit as
the vital principle or animating force within living beings; that which constitutes one's
unseen intangible being; the real sense or significance of something. Spirituality, as
defined by Mitroff and Denton (1999a), is the basic feeling of being connected withones complete self, others and the entire universe. As noted above; the fuzziness,
ambiguity and the complexity of the construct makes spirituality a difficult research topic
to investigate.
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In this paper, spirituality is defined as the journey to find a sustainable, authentic,
meaningful, holistic and profound understanding of the existential self and its
relationship/interconnectedness with the sacred and the transcendent. Spirituality isdistinguished from institutionalized religion by being characterized as a private,
inclusive, non-denominational, universal human feeling; rather than an adherence to the
beliefs, rituals, or practices of a specific organized religious institution or tradition. This
distinction is important in the spirituality at work literature, as manifested by Mitroff andDentons (1999) study where 60 percent of the respondents had positive views of
spirituality while negative views of religion.
Human Spirituality and Workplace Spirituality
Tepper (2003) defines spirituality as the extent to which an individual is motivated to findsacred meaning and purpose to his or her existence. Mitroff and Denton (1999a, p. 83)
describes spirituality as "the basic feeling of being connected with one's complete self,
others, and the entire universe. If a single word best captures the meaning of spiritualityand the vital role that it plays in people's lives, that word is interconnectedness."
Spirituality does not necessarily have to be associated with a specific religion.
Irrespective of the tradition or religion one draws upon, spirituality requires an individual
willingness to explore oneself (Collins and Kakabadse, 2006).
Work spirituality is expressing our desires to find meaning and purpose in our
Lives and is a process of living out ones set of deeply held personal values (Neck &Milliman, 1994, p. 9). Its not about bringing religion to the workplace, but about being
Able to bring ones entire self to work. Without the existence of the human spirit at work,
There is no meaning in work. In order for people to find self fulfillment not only in theirPersonal lives, but at work as well, they must be able to express their values, dreams, and
Creativity. A future-focused corporate culture will make a place for such spiritual
Expression, which may take many different forms, resulting in benefits ranging from
Better internal communication to new product design (Herman et al., 1998, p. 28).Benefits of Spirituality in Workplace Research have shown that there are numerous
benefits associated with integrating spirituality in the workplace. The employees and
organization alike reap the benefits. This means higher profits, less absenteeism, highermorale, and less stress. Brandt (1996) suggested By recognizing and appreciating
colleagues not only for the professional roles they play, but also for the interesting,
diverse and worthwhile people they are, you will take the most effective step possibletoward a more spiritually sustaining workplace.
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Workplace spirituality as defined by Giacalone and Jurkiewicz (2003b) is a framework
of organisational values evidenced in the culture that promotes employees experience oftranscendence through the work process, facilitating their sense of being connected to
others in a way that provides feelings of completeness and joy. This view focuses on
organisational aspects and through them seeks to induce employee experiences ofspirituality at work. This approach focuses on several organisational features such as
spiritual values, business plans and goals, and HRM practices that are supportive of these
values. Based on extensive review of workplace spirituality definition, Petchsawang and
Duchon (2009) identified five themes in spirituality at work: connection, compassion,
mindfulness, meaningful work and transcendence.
Spirituality in the workplace may manifest itself in several ways, but at two different
levels: the individual and the organisational. At the first level, the people involved arespiritual ones who may have had concerns about the adequacy of their workplace for their
spiritual life even before accepting employment. At the second level, the organizationemphasizes spirituality in order to improve productivity. They try to connect faith and
Work ethics (Garcia-Zamar, 2003). Human spirituality encompasses the individual valuesbrought to the workplace (Kolodinsky et al., 2008). Some researchers argue that
spirituality can be used to improve organisational performance and spirituality research
should demonstrate spiritualitys links with productivity and profitability. Additional
research reveals that organizations that have voluntary spirituality programmes have hadhigher profits.
Spirituality is more of a process than an end. It is about how things are performed insteadof just achieving goals. While many people think there is nothing spiritual about work
and the workplace, there are many areas of working life in which spiritual intelligence
can be applied and benefits can be reaped to the maximum. Spirituality plays a significantrole in establishing strong relationships.
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Locus of control is a term in psychology that refers to a person's belief about what causes
the good or bad results in his life, either in general or in a specific area such as health oracademics or work. It also refers to an individual's generalized expectations concerning
where control over subsequent events resides. In other words, who or what is responsible
for what happens. Locus of control formulation classifies the generalized beliefs,concerning who or what influences things along a bipolar dimension from internal to
external control: "Internal control" is the term used to describe the belief that control of
future outcomes resides primarily in oneself while "external control" refers to the
expectancy that control is outside of oneself, either in the hands of powerful other peopleor due to fate/chance. Rotter's conceptualization viewed locus of control as one-
dimensional (internal to external) and Levenson's model asserts that there are three
independent dimensions: Internality, Chance, and Powerful Others. According to
Levenson's model, one can endorse each of these dimensions of locus of controlindependently and at the same time. For example, A person might simultaneously believe
that both oneself and powerful others influence outcomes, but that chance does not. Fromthe time of Introduction, the locus of control construct has undergone considerable
elaboration and several context specific instruments have been developed. Those with a
high internal locus of control have better control of their behavior, tend to exhibit moreachievement orientation, and are more likely to attempt to influence other people than
those with a high external locus of control. Those with a high internal locus of control are
more likely to assume that their efforts will be successful. They are more active in
seeking information and knowledge concerning their situation. Generally, thedevelopment of locus of control stems from family, culture, and past experiences leading
to rewards. Most internals have been shown to come from families that focused on effort,
education, and responsibility. On the other hand, most externals come from families of alow socioeconomic status where there is a lack of life control. Psychological research has
found that people with a more internal locus of control seem to be better off, e.g., they
tend to be more achievement oriented and to get better paid jobs. Sometimes Locus ofControl is seen as a stable, underlying personality construct, but this may be misleading,
Since the theory and research indicates that that locus of control is largely learned. Loco
inventory is an instrument to measure locus of control. Loco inventory has beendeveloped for use in organizations. The locus of control orientation are reflected in the
way people feel about what happens in the organization and how much control they,
other significant persons, or neither (being a matter of luck), have in importantorganizational matters.
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These matters relate to success or effectiveness, influence, acceptability, career,
advancement and rewards. Levenson has divided the concept of Locus of control inmainly two parts i.e. External and Internal, in external there are again two parts i.e.
Chance or luck and other external factors. Since most of the working hours are spent at
work, it is imperative to find out the various factors that determine job happiness.
Evidently, it is all about the gap between reality and expectations, but the issue seems to
be much more complicated than it appears. According to many researchers the type of
locus of control an individual carries has an effect on the level of job satisfaction. Jobsatisfaction has been defined as a pleasurable emotional state resulting from the appraisal
of ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss
(2002) has argued that job satisfaction is an attitude but points out that researchers should
clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefsand behaviors. This definition suggests that we form attitudes towards our jobs by taking
into account our feelings, our beliefs, and our behaviors. Some argue that Maslowshierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction
theory. This theory explains that people seek to satisfy five specific needs in life
physiological needs, safety needs, social needs, self-esteem needs, and self-actualization(Rani and Selvarani, 2011). Here for this study five factors were taken into consideration:
type of work, co-workers, pay, supervisor and promotion.
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PERFORMANCE
Performance is the important term used in the modern organizational structure. Ithas been identified from different meanings. According to process view, performance is
defined as the conversion of efforts into productivities in order to achieve some particular
results.
"The Five-Factor Model of Personality in the Workplace" by Sean P. Neubert clearlyshowed a large correlation between elements of the five-factor model and job
performance. But what is not entirely clear is what types of jobs show increased
performance, and more importantly which types show little or no correlation. As statedby the author, most if not all studies on this topic was preformed on sales jobs or other
jobs highly dependent on interaction with others. With a wider variety of research, an
equally wide array of results might occur. Much of the research also seems to look attraits as either on or off, in that certain traits that seem to have negative effects on a
certain aspect of job performance could be positive in lower amounts.
The author rightly stated that the five-factor model's relation to job performance is most
likely due to the social aspects of the workplace rather than an individual's ability.Cognitive ability is the major factor in job performance, and outside of jobs that are based
on social interaction, the model's effect is merely a product of background environment
in the workplace. The social aspects of most jobs are unnecessary to the actual work one
is required to do. Granted this social aspect can almost never be removed--and is a mustfor many people due to personal needs for interaction--the model will have its affect in a
large number of cases.
In a large company, I believe that the five-factor model has much less impact. With alarger company usually comes an impersonal relation between employee and employer.
This means that as long as employees have all the required cognitive abilities, provided
they have a job that does not involve teamwork or customer interaction, they will perform
just as well as those who have a favorable personality. In a smaller company, by contrast,the relation between employee and employer is usually much more personal, and in some
cases the line between employee and employer is very small. In this case a non-favorable
personality could have a very large effect on a person's job performance. Cognitiveability seems to be a concrete factor in all cases, but the effects of personality on job
performance seem to vary greatly depending on the importance or prevalence of social
situations in the workplace.
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The research cited on the five-factor model seemed to consider someone as either having
a factor or completely lacking it. This is most obvious in the statement that agreeablenessis negatively correlated with job performance in leadership positions. I agree that an
unusually large level of agreeableness, such that one would allow oneself to be "used as a
door mat," would have a negative effect on leadership performance, but the trait isdefinitely necessary to succeed as a leader. If one's boss were completely disagreeable,
would one willing follow his or her requests, or would one do everything in one's power
to slow or impede the completion of one's assigned work? A good leader needs to bewell-rounded in all the "positive" social aspects of the five-factor model, without any
traits being so pronounced as to reduce performance, such as high levels of agreeableness
impeding one's will to put forth one's own ideas.
The author cited many interesting points, and I agree with most of his conclusions. Iwould like to see more research on a boarder range of professions to truly see how large a
role the five-factor model plays in one's job performance. I thought that certain aspects of
the model could be further explored to reveal varying level of certain factors being more
or less influential on job performance. The five-factor model may be a good indicator ofjob performance, but I am not convinced that it is as big of a factor as the author
portrayed.
The relationship between personality and job performance has been a frequently studiedtopic in industrial psychology in the past century (Barrick, Mount & Judge, 2001). Job
performance is a multi-dimensional construct which indicates how well employees
Perform their tasks, the initiative they take and the resourcefulness they show in solving
problems. Furthermore, it indicates the extent to which they complete tasks, the way theyutilize their available resources and the time and energy they spend on their tasks
(Boshoff & Arnolds, 1995; Schepers, 1994). Job performance could be affected by
situational factors, such as the characteristics of the job, the organization and co-workers
(Hackman & Oldham, 1980; Strmpfer, Danana, Gouws & Viviers, 1998), and bydispositional factors. Dispositional
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Variables can be described as personality characteristics, needs, attitudes, preferences and
motives that result in a tendency to react to situations in a predetermined (predisposed)
manner (House, Shane & Herrold, 1996). Job performance is influenced by aptitude, needfor achievement, self-regard, locus of control, affective temperament and the interaction
between these constructs (Boshoff & Arnolds, 1995, Wright, Kacmar, McMahan &
DeLeeuw, 1995). Traditionally industrial psychologists have questioned the usefulness ofpersonality measures in predicting job-related criteria (such as job performance), because
of pessimistic conclusions of early reviews of the topic (e.g. Guion & Gottier, 1965) and
concerns that most personality measures are faked (Reilly & Warech, 1993). However,
evidence has suggested that personality measures are valid predictors of diverse job-related criteria (Goldberg, 1993). Unlike many measures of cognitive ability, personality
measures typically do not have an adverse impact on disadvantaged employees (Hogan,
Hogan & Roberts, 1996) and thus can enhance fairness in personnel decisions. Recent
research showed that personality dimensions are related to job performance (Rosse,Stecher, Miller & Levin, 1998; Wright et al., 1995). In this research the relationship
between personality dispositions and job performance is studied from a trait perspective,and more specifically the five-factor model of personality dimensions as conceptualized
by Costa and McCrae (1992). The five-factor model of personality represents a structure
of traits, developed and elaborated over the last five decades.
Factors are defined by groups of inter correlated traits, which are referred to as facets
(McCrae & Costa, 1997). The five factor model of personality as measured by the Neo-
Personality Inventory Revised (NEO-PI-R) includes Neuroticism, Extraversion,Openness, Agreeableness and Conscientiousness (McCrae & Costa, 1997).
The reason for deciding on this conceptualization is because the validity of broadpersonality dimensions is superior too narrowly defined dimensions (Ashton, 1998). The
results of various studies and meta-analyses (Barrick & Mount, 1991; Hough, Eaton,
Dunnette, Kamp & McCloy, 1990; Salgado, 1997; Tett, Jackson & Rothstein, 1991;Vinchur,Schippmann, Sweizer & Roth, 1998) showed that various big five personality
dimensions are related to job performance. Barrick and Mount (1991) and Salgado (1997)
found that conscientiousness is one of the best predictors of job performance in the
United States of America and Europe. De Fruyt and Mervielde (1999), Tokar and Subich(1997), Schneider (1999) and Vinchur et al. (1998) concluded that Extraversion and
Conscientiousness predict job performance in various occupations. However, these
studies have all been carried out elsewhere in the world and in other contexts. In SouthAfrica, the use of psychometric tests in studies of job performance is still a controversial
issue. Research regarding the relationship between personality dimensions and job
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Performance is therefore necessary. If relationships between personality dimensions and
job performance are found, the results could be used for recruitment, selection and careerdevelopment purposes.
Researchers agree that almost all personality measures could be categorized according tothe five-factor model of personality also referred to as the big five personality
dimensions (Goldberg, 1990; Hogan et al., 1996). The five personality dimensions seem
to be relevant to different cultures (McCrae & Costa, 1997) and have been recovered
consistently in factor analyses of peer- and self-ratings of trait descriptors involvingdiverse conditions, samples, and factor extraction and rotation methods (Costa &
McCrae, 1988). Research also showed that the five personality factors have a genetic
basis (Digman, 1989) and that they are probably inherited (Jang, Livesley & Vernon,
1996).
SPIRITUALITY AND PERFORMANCE
How spirituality enables or leads to organizational performance (Figure 1):
a) Human resources perspective: Spirituality enhances employee well-being andQuality of life;
b) Philosophical perspective: Spirituality provides employees a sense of purpose and
Meaning at work;
c) Interpersonal perspective: Spirituality provides employees a sense ofInterconnectedness and community.
Therefore, the paper introduces an integrative view of how spirituality at work benefits
Organizations through these three perspectives. In particular, the paper notes andattempts to explain the general lack of cumulative work and the lack of synthesis of work
across these three perspectives. I contend that the interplay between these three
perspectives can provide us a more comprehensive understanding of how spiritualityleads to effectiveness and better performance in organizations.
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Three Perspectives of Spirituality and Performance
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SPIRITUALITY
EMPLOYEE WELLBEING
SENSE OF MEANING
& PURPOSE
SENSE OFCOMMUNITY &
INTERCONNECTEDNE
SS.
INCREASEDPRODUCTIVI
ANDPERFORMAN
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REVIEW OF LITERATURE
1. Workplace spirituality and employee work attitudes: An exploratory empiricalassessment.
One important question in the field of workplace spirituality concerns the relationship of
this construct with employee work attitudes. This study attempts to make a rigorousempirical examination of the relationship between workplace spirituality and five
prevalent employee job attitudinal variables. It assesses the validity and reliability of the
measures used and discusses the results of the analysis, which indicate that each of thethree dimensions of spirituality used has a significant relationship with two or more of the
five job attitude variables examined. While acknowledging that spirituality at work is an
abstract concept, this study attempts to provide some of the first empirical support thatthere is a positive association between spirituality at work and employee job outcomes.
The paper concludes with a number of implications and research directions for bothacademics and business managers, including the need to investigate the comprehensive
impact of spirituality at work on individuals and organizations.
2.Spirituality for managers: context and critique
Spirituality enables a businessperson to gain a more integrated perspective on their firm,
family, neighbors, community and self. Hence, business people and business facultyshow a significant increase in interest in spirituality in the workplace. The new interest is
measured by the growing number of professional presentations, journal articles, books
and conferences devoted to the subject. A consensus is emerging on the principalelements of spirituality for working people. It includes acknowledging God, theimportance of prayer, other people and a sustainable world. Some managers and firms
encourage spirituality in the workplace. Many religiously-oriented universities are
integrating mission, spirituality and service in their education.
3. Employee Spirituality in the Workplace: A Cross-Cultural View for the
Management of Spiritual Employees
The workplace is evolving to reflect the diversity within society. Reflected within societyare numerous spiritual beliefs and practices that are ingrained in the cultures. The cultural
mix reflects not only ethnic diversity but also a diversity of spiritual beliefs and behaviorsthat influence workplace roles. Employees are manifesting spiritual beliefs and practicesat work. To prepare future managers to face the challenge of managing spiritual diversity,
management educators may choose to treat employee spirituality as a cross-cultural issue.
This article provides a framework for educators to incorporate the management of
employee spirituality into the curriculum.
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4. Perceptions of Workplace Spirituality among Professionals and Executives
As a new century begins, it is becoming increasingly clear that workers are experiencing afundamental change of business world values, a change of paradigms as radical as the Age ofInformation. Corporate America and its employees are responding to a call for a deeper sense
of purpose, a more significant sense of faith, and a renewed commitment to spirituality. This
paper reports research that focuses on the relationship among the 3 key stakeholders in this
new emphasis on spirituality: individual, organization, and work unit. Significant correlationswere found to exist among 3 factors of spirituality and among 11 variables that were sub
measures of the factors.
5. Spirituality and Performance in Organizations: A Literature Review
The purpose of this paper is to review spirituality at work literature and to explore how
Spirituality improves employees performances and organizational effectiveness. The
paper reviews about 140 papers on workplace spirituality to review their findings on how
Spirituality supports organizational performance. Three different perspectives areintroduced on how spirituality benefits employees and supports organizational
performance based on the extant literature: a) Spirituality enhances employee well-being
and quality of life; b) Spirituality provides employees a sense of purpose and meaning atwork; c) Spirituality provides employees a sense of interconnectedness and community.
The paper introduces potential benefits and caveats of bringing spirituality into the
workplace; providing recommendations and suggestions for practitioners to incorporatespirituality positively in organizations.
6. Workplace spirituality and employee work attitudes: An exploratory empirical
assessment
One important question in the field of workplace spirituality concerns the relationship
Of this construct with employee work attitudes. This study attempts to make a rigorous
empirical Examination of the relationship between workplace spirituality and fiveprevalent employee job attitudinal variables. It assesses the validity and reliability of
them erasures used and discusses the results of the analysis, which indicate that each of
the three dimensions of spirituality used has a Significant relationship with two or moreof the five job attitude variables examined. While acknowledging that spirituality at work
is an abstract concept, this study attempts to provide some of the rest empirical support
that there is a positive association between spirituality at work and employee job
outcomes. The paper concludes with a number of implications and research directions forboth academics and business managers, including the need to investigate the
comprehensive impact of spirituality at work on individuals and organizations.
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7. Individual Differences and Workplace Spirituality: The Homogenization of the
Corporate Culture
Workplace spirituality is a growing concern for an increasing number of organizations,
employees, and job seekers. In todays tumultuous business landscape a growing number
of people are looking to the workplace to fulfill their spiritual needs, while organizationsare finding positive work outcomes associated with a workplace that augments workers
spiritual fulfillment. There is to date, however, little research concerning the relationships
between culture, individual differences, and workplace spirituality. Therefore, this paperdevelops propositions dealing with the spiritual homogenization of the corporate culture
through the Attraction-Selection-Attrition framework, and the role of individual
differences in workplace spirituality and corporate culture.
8. Organizational Consideration between Spirituality and Professional Commitment
In 21st century, matters of God in organization, ethics and employees spirituality inorganizations are very important issues in the area of management and organizations. It is
obvious spirituality in organizations has some points for organizations. Years ago people
were wanted to put their spiritual existence behind the door before entering theworkplace, but nowadays, separating work life from spiritual life reduces employees
morale and these two cannot be separate and people like being with their whole (physical,
mental and spiritual) at their workplace. That is why; nowadays spirituality is beingidentified as an element in organization by researches. The available evidence from
research done in western and eastern part of the world, shows that the employees
perception of spiritual elements causes the prevalence of the level of commitment atwork. The reason is that commitment is a central variable and shows that those who aremore committed work harder than those who are carefree and indifferent.
9. Organizational Consideration between Spirituality and Professional Commitment
In 21st century, matters of God in organization, ethics and employees spirituality in
Organizations are very important issues in the area of management and organizations. Itis Obvious spirituality in organizations has some points for organizations. Years ago
people were wanted to put their spiritual existence behind the door before entering the
workplace ,but nowadays ,separating work life from spiritual life reduces employeesmorale and these two cannot be separate and people like being with their whole
(physical ,mental and spiritual) at their workplace. That is why; nowadays spirituality is
being identified as an element in organization by researches. The available evidence fromresearch done in Western and eastern part of the world, shows that the employees
perception of spiritual Elements cause the prevalence of the level of commitment at work.
The reason is that Commitment is a central variable and shows that those who are morecommitted, work harder than those who are carefree and indifferent
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10. The Relationship between the Big Five Personality Factors and Burnout: A
Study among Volunteer Counselors.
In the present study of 80 volunteer counselors who cared for terminally ill patients, the
authors examined the relationship between burnout as measured by the Maslach Burnout
Inventory (C. Maslach, S. E. Jackson, & M. P. Leiter, 1996) and the basic (Big Five)personality factors (A. A. J. Hendriks, 1997): extraversion, agreeableness,
conscientiousness, emotional stability, and intellect/autonomy. The results of 3 separate
stepwise multiple regression analyses showed that (a) emotional exhaustion is uniquelypredicted by emotional stability, (b) depersonalization is predicted by emotional stability,
extraversion, and intellect/autonomy, and (c) personal accomplishment is predicted by
extraversion and emotional stability. In addition, some of the basic personality factors
moderated the relationship between relative number of negative experiences and burnout,
suggesting that personality may help to protect against known risks of developingburnout in volunteer human service work.
11. The Effect of Personality Traits on the Relationship between Organizational
Conflict and Job Performance in Telecommunication Company
Abstract. Many researchers claimed that failure to manage conflict in the workplace tends
to negatively affect human capital in the organization. Organizational conflict has been
identified as one of the prominent Sources that negatively influence job performancewhich leads to high turnover rate in the organization. Despite the discernible direct
influence of organizational conflict on job performance, the differences of personality
traits among individuals are likely to trigger organizational conflict and subsequentlyaffect the level of job performance in the workplace. Thus, this study is proposed toexamine the moderating effects of personality traits on the relationship between
organizational conflict and job performance. From an accessible population of
approximately 500 employees at Maxis Telecommunication, 231 employees participatedin this study. Moderated Multiple Regression analysis was applied to analyze the
moderating effects of Big Five Personality traits on the relationship between
organizational conflict and job performance. In general, the results indicate that onlyagreeableness, conscientiousness and openness to experience significantly moderate the
studied relationship. Hence, it is concluded that understanding personality traits is crucial
for top management in developing effective conflict solving strategies in order to enhance
employees job performance.
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12. Studying Impact of Personality Traits on Job Performance
(The Case of University of Isfahans Personnel)
Studying impact of personality traits on job performance has much importance. Becausebased on this, human resources managers can appoint their personals to appropriate jobs.
Therefore this article was aimed to studying impact of personality traits on job
performance. In order to this, personality traits based on big five model includingextraversion, consciousness, openness to experience, agreeableness, and emotional
stability has been used. Also Job performance dimensions based on the ACHIEVE model
including ability, clarity, help, incentive, evaluation, validity, and environment has been
used. Statistical population of this study was the personals of university of Isfahan and
the sample including 160 personals of them were selected based on conveniencesampling method. Data collecting method was the questionnaire including 50 items to
measuring variables. The regression analysis and Durbin-Watson analysis has been usedto analyzing data and consulting results. The results indicated that personality traits
influenced the personals job performance. Also detailed results indicated that
consciousness and openness influenced job ability. Consciousness and emotional stabilityinfluenced job recognition; also emotional stability influenced job helping.
Consciousness, openness, and emotional stability influenced job motivation. Extraversion
and openness influenced job evaluation, also consciousness influenced job validity. AlsoResults indicated that none dimensions of personality traits couldnt influence
environmental adoption. Finally the results of Durbin-Watson test indicated that there
isnt any self-correlation among independent variables.
13.Spirituality and Performance in Organizations: A Literature Review
The purpose of this paper is to review spirituality at work literature and to explore how
Spirituality improves employees performances and organizational effectiveness. The
paper reviews about 140 papers on workplace spirituality to review their findings on howSpirituality supports organizational performance. Three different perspectives are
introduced on how spirituality benefits employees and supports organizational
performance based on the extant literature: a) Spirituality enhances employee well-beingand quality of life; b) Spirituality provides employees a sense of purpose and meaning at
work; c) Spirituality provides employees a sense of interconnectedness and community.
The paper introduces potential benefits and caveats of bringing spirituality into theworkplace; providing recommendations and suggestions for practitioners to incorporatespirituality positively in organizations.
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14. Job Satisfaction of Recent Graduates in Financial Services by Sharon A. DeVaney and
Zhan (Sandy) Chen Purdue University
In a survey on job satisfaction among recent college graduates in financial planning,
respondents were asked to rank such factors as realization of expectations, company
support, attitude, relationships with coworkers, and pay; the results, which indicate that
these workers are reasonably satisfied with their jobs, support a "bottom-up" theory inwhich individuals sum up the positive and negative factors related to their jobs and
decide how satisfied they are on that basis
15. JOB SATISFACTION AND AFFECTIVE COMMITMENT: A STUDY OF
EMPLOYEES IN THE TOURISM INDUSTRY IN SARAWAK, MALAYSIA
LEW TEK Yew Curtin University of Technology
This study examines what motivates the employees involved in the tourism industry in
Sarawak, Malaysia, their Level of job satisfaction and the influence of job satisfaction onaffective commitment. It also examines whether Age moderates the abovementioned
relationship. Tourism is a critical industry which accommodates an Increasing number of
visitors to Sarawak, positioning itself as the Sarawak-More than a Paradise in the AsiaPacific region. Studies have confirmed that satisfied employees will be more committed
to their organizations and offer high quality service to the customers. Hierarchical
regression analysis was used to analyze the data of the study. The three most important
factors to motivate employees are interesting work, job security and Opportunities foradvancement and development. Satisfaction towards salary was found to have a
significant Positive relationship with affective commitment. Also, satisfaction towardssupervision showed significant Positive relationships with normative commitment.However, age did not moderate the relationships between job Satisfaction and
organizational commitment. The findings of this study provide valuable insights for the
Management of tourism-related organizations in Malaysia and the Asia Pacific region tocreate a motivated and committed workforce.
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16. Education, job satisfaction and gender in Kuwait Author: Metle M.K.
This study explores the relationship between education (level and field) and job
satisfaction among Kuwaiti women employees in the Kuwaiti private banking sector. Theanalysis is focused on the responses of the female employees to their own jobs as
indicated by their level of job satisfaction. Specifically, the research involved a stratified
sample of the Kuwaiti women employees in the whole private banking sector in Kuwait.
This study differs from previous investigations of job satisfaction in two principal ways:in dealing with the private sector (rather than the more common public sector in studies
of the Middle East) and in taking into account education (level and field) in the private
sector work setting. The major findings of this research indicate that a much broaderapproach towards increasing satisfaction than focusing on the job itself is required. The
study shows that the respondents' education background is of substantial importance in
affecting job satisfaction.
17. Job Satisfaction of Academicians in TURKEY and the Factors Affecting Job
Satisfaction Dr. Melek EKER Dr.Adem ANBAR-Prof.Dr.Lale KARABIYIK
The aim of this study is to measure the levels of job satisfaction among academicians in
Turkey and to investigate the relationship between the job satisfaction and the factors that
affect job satisfaction. The data was obtained by using sociodemographic data form, jobsatisfaction scale and work and work environment scale from 160 academicians that
have been working in accounting and finance sub-department in Faculties of Economicsand Administrative Sciences in 78 public and private universities. In the analysis of data,
descriptive statistics, factor analysis, stepwise regression analysis and discriminatefunction analysis were used.
The factor analysis of the 13 items which have possible effect on job satisfaction among
academicians revealed five factors: Work environment, administrative workload,
academic workload, promotion and evaluation and research fund. The stepwise
regression analysis which was employed to determine the predictors that affect jobsatisfaction levels of academicians indicated that there was a meaningful relationship
between the level of job satisfaction and the factors that affect job satisfaction and the
most important predictor of job satisfaction scores was work environment. Results of thediscriminate analysis indicated that while work environment and academic workload
were the predictor factors for academicians who had high level of job satisfaction, there
were no determining factors for academicians who had low level of job satisfaction.
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18. Comparing Job Satisfaction among Public- and Private-Sector Employees
Victor S. DeSantis Bridgewater State College Samantha L. Durst
University of North Texas
Over the past several decades a number of empirical studies have demonstrated that job-satisfaction levels vary widely in the American labor force. The effect of age, tenure,
salary,job type, job level, and work environment on an employee's job satisfaction has
been extensively discussed. Studies have underscored the importance of identifying thedeterminants of employee job satisfaction by linking it to higher production and
performance levels and to retention rates. Renewed interest in increasing performance
levels in governmentshould interest public administrators in identifying factorsthat fosterworker satisfaction. However little empirical attentionhas been given to evaluating job-
satisfaction levels among public-sectoremployees. And given that the reward system inthe public sector systematically differs from that of the private sector (in terms of pay,
benefits, and psychic value), it seems likely that studies of satisfaction levels amongprivate-sector employees may notbe applicable to public-sector employees. This paper
utilizes analyses of the National Longitudinal Surveysof Youth (NLSY) to compare job-
satisfaction levels among public-and private-sector employees. The NLSY is arepresentative sampleof 12,686 men and women. Using this survey allows us to examine
the actual work experiences, personal characteristics, and job-satisfaction levels of a
selected set of public and private workers. If the factors that contribute to job satisfactiondiffer for public-andprivate-sector employees, as our results suggest they do, thensuch an
analysis is long overdue.
19. Public Service Motivation and Job Performance Evidence from the Federal
Sector Pablo Alonso American University Gregory B. Lewis
Perry and Wise (1990) argued that people with high public service motivation (PSM) are
more likely than others to choose government jobs, to perform better on the job, and torespond more to nonutilitarian incentives once in government. Using multiple regression
and log it analyses on responses by 35,000 federal, white-collar employees to the 1991
Survey ofFederal Employees and the 1996 Merit Principles Survey, this article tests the
link between PSM and job performance in the federal service. There is mixed evidenceon whether PSM positivelyaffected grades and performance ratings, clearer evidence that
employees who expected to receive a material reward for exceptionalperformanceattained higher grades and performance ratings, and no evidence that the link between
material rewards and performancemattered less to those with high PSM.
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20. Sectorial comparison of factors influencing job satisfaction in Indian bankingsector. By Srivastava, Deepak Publication: Singapore Management Review
The present study has been designed to examine the degree of job satisfaction of twopublic sector and two private sector banks in India. The banks were selected and from
each organization 25 subjects were selected randomly. A questionnaire developed by
Sinha (1990) was used for Ascertaining the level of job satisfaction. Data were analyzedemploying one-way ANOVA. The means of four organizations were significantly
different from one another. The result indicates that layoff threats, quick turnover, less
welfare schemes, and less scope for vertical growth increase job dissatisfaction. On the
other hand, secure job environment, welfare policies, and job stability increase the degreeof job satisfaction.
21. a survey of job satisfaction, sources of stress and psychological symptoms
among New Zealand Health Professionals. Anthony C Dowell, Professor of General
Practice, Wellington School of Medicine, University of Otago
Response rates were 70.5% for physicians, 69% for surgeons and 76% for community
pharmacists. Job satisfaction scores for surgeons were similar to scores for generalpractitioners. Pharmacist and physicians scores were lower. Job satisfaction varied
according to gender, the relative amount of time spent in public practice and the
perceived ill effects of work on health. Pharmacists had the highest number of cases with
significant scores on the GHQ-12 scale, with physicians and surgeons scoring similar togeneral practitioners. In each of these health professional groups approximately 10%
described a level of symptoms that is associated with more severe psychological
disturbance.
22. Workload and job satisfaction among general practitioners: a review of the
literature. Groenewegen PP, Hutten JB.
The workload of general practitioners (GPs) is an important issue in health care systems
with capitation payment for GPs services. This article reviews the literature ondeterminants and consequences of workload and job satisfaction of GPs. Determinants of
workload are located on the demand side (list size and composition of the patient
population) and the supply side (organization of the practice and personal characteristics
of the GP). The effects of workload and job satisfaction on work style and quality ofwork have been reviewed. The length of consultations or booking intervals seems to be
an important restriction for work style and quality of work.
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NEED FOR THE STUDY
Interest in workplace spirituality has increased steadily over the last decade of the
twentieth century and into the new millennium. Spirituality, as the basic feeling of being
connected with ones complete self, others and the entire universe. As Galen and West(1995) noted a growing number of companies are setting off on spiritual journeys. Its not
about bringing religion into the office or requiring that employees chant mantras at their
workstations. Rather the spirituality movement in the corporation is an attempt to create asense of meaning and purpose at work and a connection between the company and its
people.
Today, companies like Ford, Nike, Boeing, AT&T, Lotus, and Taco Bell alike, have allbegun incorporating spirituality into the workplace. Spiritual revival is sweeping across
Corporate America as executives of all stripes are mixing mysticism into their
management, importing into office corridors the lessons usually doled out in churches,temples, and mosques. Gone is the old taboo against talking about God at work.
Americans are increasingly leading more stressful lives. Surveys show they work morehours than people in most other industrialized countries and take fewer vacation days. At
the same time, many are dissatisfied professionally
According to the Fellowship for Companies for Christ International, there are 10,000
Bible and prayer groups in workplaces. Large corporations such as Intel, PepsiCo, Coca-Cola, and Sears allow employee prayer groups. Many of them meet at noontime in
gatherings with names such as higher power lunches. Now there are more than 30conferences on spirituality and the workplace compared to only one 10 years ago. Not
only has the number of related books quadrupled each year since 1990, but there are also
an increasing number of journal articles devoted to this topic as well.
As incongruous as it may seem, many MBA programs are also stressing spirituality to
their students who are chasing million-dollar dreams. Columbia University Business
School offers a class, Creativity and Personal Mastery, which emphasizes personalgrowth and exploration of ethics and values. Other B schools run classes with similar
themes under different names. And the American Academy of Management has recentlyformed a Special Interest group in Management, Spirituality and Religion.
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Furthermore, academic institutions like The University of Denver and the University of
New Haven has opened research centers dedicated to this subject as well.
There is the widespread belief that for companies to survive into the 21st century in theface of economical downturn and global competition, it would be helpful to seek
inspiration from Above [God/ heaven] and tap into employees spiritual resources.
Spiritual resources may include the Bible, books, articles, conferences, prayer, and
meditation. As McDaniel (n.d.) noted, our jobs have become devoid of our true
selves, more about money than meaning, and completely lacking connection in a sense of
Gods presence. There are numerous social and economic changes and shifts indemographics of the workforce that have contributed to the growing interest of
spirituality in the workplace. These contributing factors include layoff; downsizing;
mergers; increased employee stress and burnout; decline in job satisfaction;
environmental pollution and energy crisis; technological advancements; unethicalcorporate behavior; workplace violence and threats of terrorism; and unraveling of
schools and family. According to a survey conducted by the Conference Board researchgroup, only 50% of Americans are happy with their jobs, down 9% compared to 59% in
1995 . In these turbulent times, it is only natural that workers turn to spirituality and
religion for remedies, security, and inner peace,
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METHODOLOGY
OBJECTIVES:-
1. To study the effect of spirituality of CEOs on performance and job satisfaction level.
2. To examine the personality behavioral correlates of spirituality.
3. To analyze the influence of CEOs spirituality on their employees.
4. To analyze the similarity and differences between CEOs and their employees onperceived behavioral correlates.
HYPOTHISES:-
1. There is a positive relationship between spirituality of CEOs and performance and jobsatisfaction level of CEOs and their respective employees.
2. Spirituality of CEOs leads to high level of job satisfaction and performance amongCEOS and their respective employees.
3. Self regulation of CEOs play a role in perceived spirituality, job satisfaction level and
performance level of CEOs and their respective employees.
4. Internal locus of control leads to high level of job satisfaction level and performance
level of CEOs and their respective employees.
5. There are no demographic differences among CEOS and their respective employees in
experiencing spirituality, the level of job satisfaction and the level of performance.
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VARIABLES:-
INDEPENDENT VARIABLE:-
Spirituality, locus of control and demographic variables.
DEPENDENT VARIABLE:-
Performance level and job satisfaction level of CEOs and their respective employees.
SAMPLE:
The sample will be drawn from a general population working as CEOs in different
organizations. Based upon the findings of pilot study the sample for the final study willbe defined and selected.
INCLUSION CRITERIA:
Based on the pilot study the inclusion criteria for CEOS and their respective employees
would be determined later.
EXCLUSION CRITERIA:
Based on the pilot study the exclusion criteria for CEOS and their respective employees
would be determined later.
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OPERATIONAL DEFINITIONS:
Spirituality:
Dehler and Welsh Describe spirituality at work as a search for meaning, deeper self-knowledge or transcendence to a higher level. Additionally, the sense of meaning and
purpose serves as an inner source of energy that is then expressed outwardly as behavior.
Tepper Defines spirituality as the extent to which an individual is motivated to find
sacred meaning and purpose to his or her existence.
Locus of Control:The extent to which people believe they have power over events in their lives. A person
with an internal locus of control believes that he or she can influence events and their
outcomes, while someone with an external locus of control blames outside forces for
everything
Job Satisfaction:Employee Job satisfaction can be described as whether employees are happy and
contented and fulfilling their desires and needs at work
Job Performance:
Job performance is an individual output in terms of quality and quantity expected from
every employee in a particular job. The workrelated activities expected of
anemployee and how well those activities wereexecuted.
DESIGN: Exploratory research method will be adopted.
ASSESSMENT TOOLS:
1. Spirituality Questionnaire2. IELC Scale
3. Personality Questionnaire
4. Job Satisfaction Questionnaire
5. Job Performance Questionnaire
Appropriate tools for measuring the above variables will be finalized.
Analysis of results:
Keeping in view the objectives of the study appropriate parametric and non
parametric statistical tests would be used to analyze the data obtained.
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