Abstract: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 are introduced 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 at work; 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 incorporate spirituality positively in organizations.Key words: Spirituality at work, performance, organizations, human resources, well-being, benefits, caveats, reviewPaper type: Literature review 3 A new paradigm in organizations: Spirituality movementThe 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 are introduced on how spirituality benefits employees and supports organizational performance based on the extant literature. The paper also introduces four potential caveats of bringing spirituality into the workplace; and provides recommendations for practitioners to incorporate spirituality positively in organizations.A number of scholars mention a paradigm shift in organizational sciences, management theory and practice in the past two decades (Capra, 1996;Giacalone and Dafna, 2000;Harman and Hormann, 1990;Ray and Rinzler, 1993;Wheatley, 1992). It seems this paradigm shift is complex and includes multiple dimensions such as moving from a predictable outlook to chaos (Gleick, 1987), from command and control or fear-based approaches to trust and empowerment (Conger and Kanungo, 1988), from simplicity to complexity (Lewin, 1992), from transactional leadership to transformational leadership (House and Shamir, 1993), and from closed systems to complex adaptive systems (Dooley, 1997). These changes in management include a shift from an economic focus to a balance of profits, quality of life, spirituality, and social responsibility concerns (Walsh, Weber, and Margolis, 2003;DeFoore and Renesch, 1995), a shift from self-centeredness to interconnectedness (Capra, 1993), a shift from self-interest to service and stewardship (Block, 1993;Neck and Milliman, 1994), and a change from materialistic to a spiritual 4 orientation (Fox, 1994; Neal, 1997, DeFoore andRenesch, 1995).In line with this paradigm shift, we have witnessed that organizations and managers have been discovering and experimenting...

By including the context within which consumers' pro-environmental attitudes and behaviors are formed, this research provides a comprehensive delineation of the process that leads from context to behavior. This is the first study to examine context factors as subjective perceptions made by consumers about aspects of their own situation, specifically the extent to which they perceive having more or less time, money, and power available. In contrast to previous research considering one type of behavior (such as recycling), this study recognizes pro-environmental behavior as a heterogeneous, multi-dimensional construct, and includes both public and private sphere behaviors. Pro-environmental business managers and policy-makers may not be in a position to impact objective contextual factors that consumers face, however, they may influence perceptions and attitudes. This study identifies specifically which variables may be of more interest to modulate, so as to increase pro-environmental behavior

This study advances the theory of planned behavior (TPB) to identify the mechanism that underlies the consumption of reusable containers. A questionnaire including context, motivation, subjective norms, attitudes, perceived behavioral control, intentions and behavior items was developed and pre-tested on 180 students in a Canadian and a Chinese university respectively. Subsequently, the questionnaire was implemented in the form of an online survey and 1221 effective responses were collected from Western (n = 549) and Asian (n = 672) consumers. The findings revealed that the context and motivation variables are important antecedents to several TPB constructs. Context strongly impacts perceived behavioral control and motivations as well as attitudes. Motivation is clearly distinct from intentions and has a significant influence on both attitudes and intentions. In addition to the standard variables of perceived behavioral control, subjective norms and attitudes, motivation does have a significant impact on intentions. Furthermore, there are cultural differences in the way context impacts intentions and behavior in that Asians (Westerners) are influenced by context to increase reusable containers consumption through motivation (attitudes). Attitude is a significantly stronger predictor of intentions for Westerners than Asians.