Purpose Drawing on the positive activity model, this study aims to investigate the impact of workplace spirituality on the level of engagement shown by the teachers at higher education institutions. This study also tries to explore if emotional intelligence acts as a mediator in the relationship between workplace spirituality and employee engagement. Design/methodology/approach Using the purposive sampling technique, data were collected from the teachers (N = 287) teaching at various Indian educational institutions imparting tertiary education. The variables under study were measured using standardized instruments. The data were analyzed by means of Statistical Package for Social Sciences 20.0 and Analysis of Moment Structures software tools. Findings The findings generated from structural equation modeling analysis revealed that the teachers who practiced spirituality at their workplace were more engaged. Furthermore, emotional intelligence partially mediated this relationship. Practical implications This study underscores the importance of providing a spiritually conducive work milieu and nurturing emotional intelligence among the higher education teachers for better job outcomes. Originality/value This study offers insights into the mechanism linking spirituality at the workplace (a positive activity) and employee engagement (an indicator of well-being) in the context of higher education sector.

No abstract

The case highlighted the approach, challenges and operating model of a micro business and the passion and potentiality of a woman entrepreneur to establish a leaf plate manufacturing unit in the remote Kandhamal district of Odisha, India. Banani established her business unit Sai Swapna Udyog (SSU) in the year 2020, with the noble intention of providing an improved life and consistent livelihood to the poor tribal people of Kandhamal district by using the indigenous raw materials and unique skill set of the tribal population. While trying hard to conquer various challenges specific to the MSME sector, her business has been trapped by the vicious hits of the COVID-19 pandemic. In the rolling COVID conditions and extending to the second phase without any predictable future, will Banani be able to market her product in the post-COVID period? Will she be able to design a proper distribution network to witness desirable success? Is it possible for Banani to take the business to a next level through expansion and diversification looking at the dim and devastating economic conditions? Is it possible for SSU to justify itself as a green brand as it is focussing on producing biodegradable products?

Learning outcomes The learning outcomes are as follows: understand the operating model of a not-for-profit organization; gain knowledge about the significance of an organizational structure to successfully run a not-for-profit organization; learn the socio-cultural implication of yog through BYS; and learn the applicability of growth and business expansion strategy in the case of a not-for-profit organization. Case overview/synopsis This case covers the innovative operating model of Bharatiya Yog Sansthan (BYS) – a not-for-profit organization which offers free service towards the society through yog. BYS was a not-for-profit organization that survived for long without accepting donation in any form. They had more than 3,500 Yog Centers in 21 States and 2 union territories in India and more than 60 Yog Centers in foreign countries. They were the only not-for-profit organization which had operated such a huge number of Yog Centers across the world. Des Raj became the face of BYS after the demise of the founder Mr. Prakash Lal. While adhering to the core principle of the founder, the list of challenges in front of Mr. Des Raj and other yog enthusiasts’ associated with BYS was long. There arise no questions regarding the level of commitment and dedication of Des Raj and his team. They had left no stone unturned to bring BYS into the lime light and perhaps this is the reason because of which BYS had stood for more than fifty years. On one part they were strictly against commercialization and on the other part, they wanted to reach every household. Was it truly challenging for them to reach people without spending money on promotion? Was it really difficult for a not-for-profit which survived without donation to establish it as a brand? Complexity academic level This case can be taught effectively to MBA/ BBA students as a part of Strategic Management and Entrepreneurship subject. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.

Abstract:The current research broadly thrusts upon elucidating the perception of Commercial Bank employees 'of Bhubaneswar towards performance management system (PMS