How spirituality, climate and compensation affect job performance

Abstract

Purpose This paper aims to study the impact of four dimensions of workplace spirituality (engaging work, spiritual connection, mystical experiences and sense of community), corresponding with workplace climate and compensation on employee perceived job performance. Design/methodology/approach A sample of 207 individuals from an international hospital were interviewed. Preliminary research, sale assessment, correlations and regressions were carried out. Findings The findings suggest that there are strong, positive and significant relationships between workplace spirituality (engaging work, sense of community), workplace climate, compensation and perceived job performance. Research limitations/implications This paper relates to only the healthcare services. Hence, it is highly recommended that further research be administered in other professions and areas with a broader view and a longitudinal research design. Practical implications Some applicable recommendations to enhance personnel’s productivity and organizational effectiveness are suggested. Originality/value This paper could shed new light on the neglected acknowledged phenomena of spirituality, climate and compensation at work as well as make way for various applications in the working environment.

The Impact of Workplace Spirituality on Employee Performance: Evidence from Abu Dhabi University

“…There is no broadly accepted meaning of the concept of spirituality (Markow & Klenke, 2005). Thanh Do (2018) agrees and says that the term spirituality is complex and miscellaneous. Ashforth and Pratt (2003) identify the primary components of workplace spirituality: purpose and meaning in life; a feeling of belonging and being interconnected, and individual fulfilments and satisfaction (Ashmos & Duchon, 2000;Sheep, 2006;DeKlerk, 2006).…”

“…The dimension is characterised by having a common purpose and having a sense of being connected to others (Kinjerski & Skrypneck, 2006a). A number of scholars have been noted to embrace the idea of the link between job performance and the sense of collegiality (Thanh Do, 2018). For instance, Milliman et al (1999) argue that greater commitment and job performance are results of robust, purposeful targets and sense of community.…”

“…For example, Osman-Gani et al (2013) note that religious beliefs can change the behaviour of employees and the way they perform, delivering a structure through which decisions can be made, especially in societies that are multi-religious and multi-cultural. It is on this basis that the dearth of empirical evidence in this area, especially in the UAE is concerning (Thanh Do, 2018). This paper begins with presenting a theoretical model of the links between workplace spirituality and employee performance.…”

Efeitos da Avaliação de Desempenho na Performance Gerencial Mediada pelo Feedback e Sistema de Recompensas

“…Lau (2015) verificou que medidas não financeiras usadas para medir e avaliar o desempenho do gestor são benéficas quanto a percepções de imparcialidade de procedimentos e clareza de papéis, e que seus efeitos na performance gerencial são indiretos, via clareza de papéis. Já Dahling, O'Malley e Chau (2015), Nae, Moon e Choi (2015) e Thornock (2016) concentraram-se nos efeitos do feedback sobre o desempenho individual, enquanto Tung (2018), Wang, Lu e Sun (2018) abordaram elementos dos sistemas de recompensas. Observaram que os incentivos intrínsecos e extrínsecos afetam positivamente a performance gerencial, mas os incentivos intrínsecos foram melhores preditores para promover o comportamento e o desempenho gerencial em comparação aos incentivos extrínsecos.…”

Factors Affecting Employees Performance and Retention: A Comparative Analysis of Banking and Educational Sector of Karachi

“…Results indicated that selective optimization with compensation helps in maintaining quality of performance so that nurses can forget the work load (Baethge, Müller & Rigotti, 2015). Data was also collected from 207 individuals from an international hospital and there was a significant and strong positive correlation between compensation and job performance (Do, 2018). LMX relationships are also partially based on the culture (Furunes, Mykletun, Einarsen, & Glasø, 2015).…”