XLIV ENCONTRO DA ANPAD - EnANPAD 2020

XLIV ENCONTRO DA ANPAD - EnANPAD 2020Evento on-line - 14 a 16 de outubro de 2020 - 2177-2576 versão onlineXLIV ENCONTRO DA ANPAD - EnANPAD 2020

Evento on-line - 14 a 16 de outubro de 2020

2177-2576 versão online

Impact of Workplace Spirituality in the Job Satisfaction of the Public SectorEmployees

AutoriaEttore de Carvalho Oriol - [email protected]

Mestr e Dout em Admin Pública e Governo/FGV/EAESP - Fundação Getulio Vargas/Esc de Admin de Empresas de São

Paulo

Mestr em Admin e Desenv Empresarial - MADE/UNESA - Universidade Estácio de Sá

Marcus Brauer - [email protected] em Admin e Desenv Empresarial - MADE/UNESA - Universidade Estácio de Sá

outro/UERJ/UNIRIO

Paulo Roberto da Costa Vieira - [email protected] em Admin e Desenv Empresarial - MADE/UNESA - Universidade Estácio de Sá

ResumoWorkplace spirituality has gained increasing attention among researchers in management.The objective of this research was to verify whether workplace spirituality influences jobsatisfaction of public sector employees. A survey based on a model created from the scalesof workplace spirituality (Liu & Robertson, 2011) and job satisfaction (Siqueira, 2008) wasconducted in a Brazilian public organization, and the data analysis was done with StructuralEquations Modeling. The results presented satisfactory rates, validating the hypotheticalmodel for predicting the impact of workplace spirituality on job satisfaction. Since what ismeasured can be improved, such a model can be useful for managers, especially thoseworking in the public sector, to improve the satisfaction of their work force to deliver betterservices to citizens.

XLIV ENCONTRO DA ANPAD - EnANPAD 2020Evento on-line - 14 a 16 de outubro de 2020 - 2177-2576 versão online

1

Impact of Workplace Spirituality in the Job Satisfaction of the Public Sector Employees

ABSTRACT

Workplace spirituality has gained increasing attention among researchers in management. The

objective of this research was to verify whether workplace spirituality influences job satisfaction of

public sector employees. A survey based on a model created from the scales of workplace spirituality

(Liu & Robertson, 2011) and job satisfaction (Siqueira, 2008) was conducted in a Brazilian public

organization, and the data analysis was done with Structural Equations Modeling. The results

presented satisfactory rates, validating the hypothetical model for predicting the impact of workplace

spirituality on job satisfaction. Since what is measured can be improved, such a model can be useful

for managers, especially those working in the public sector, to improve the satisfaction of their work

force to deliver better services to citizens.

Keywords:

Workplace Spirituality; Job Satisfaction; Public Sector.

Impact of Workplace Spirituality in the Job Satisfaction of the Public Sector Employees

The spirituality of the human being is a subject discussed since ancient times (Ashmos &

Duchon, 2000; Harari, 2017; Hudson, 2013, Sheep, 2006). Since ancient times, human beings have

sought to understand and determine the influence of forces they do not know (Harari, 2017; Lewis,

2017). Until today no civilization has been found that did not have some kind of developed religion

and spirituality (Benefiel, 2003b; Gaarder, Hellen & Notaker, 2015; Harari, 2017; Lewis, 2017).

Spirituality can be observed in many ways and in many places, including in the workplace (Benefiel,

2003a; Neal, 2018).

Workplace spirituality can be understood as the recognition that employees have an inner life

that nurtures and is nurtured by meaningful work that occurs in the community context (Ashmos &

Duchon, 2000). It is a factor associated with engagement and commitment (Cakiroglu, Aydogan &

Altinoz, 2017; Cunha, Rego & D’Oliveira, 2006), even when the task is unpleasant (Neubert &

Halbesleben, 2015). It functions as a buffer against the damage caused by work demands (Bickerton

et al., 2014) and work overload (Altaf & Awan, 2011). Another factor strongly associated with job

performance is job satisfaction (Judge et al., 2001).

The most commonly used definition of job satisfaction is that of Locke (1976), who describes

job satisfaction as “a pleasurable or positive emotional state resulting from the appraisal of one’s job

or job experiences” (Locke, 1976:1304). When doing a systematic review of the “Job Performance”

literature in 9,299 articles, Carpini, Parker, and Griffen (2017) identified that satisfaction with work

is one of the determinants of individual worker performance, functioning as a motivational inducer

and leading individuals to work efficiency behaviors. Job satisfaction can be divided into five

dimensions: pay, promotions, coworkers, supervision, and the work itself (Smith, Kendall & Hulin,

1969; Siqueira, 2008). Since the beginning of the studies focused on work satisfaction, the question

of spirituality was left aside (Neal, 2018; Neubert & Halbesleben, 2015) even though Weber (2004)

developed important research identifying the sociological influence of spirituality on results achieved

in the workplace.

From this context, our study sought to answer the following question: does workplace

spirituality have to do with job satisfaction? The objective of this research was to verify whether


2

spirituality in the workplace influences job satisfaction.

Having information on the level of spirituality of an individual or a group can help explain job

satisfaction and serve as a basis for managers to develop programs for personal and professional

growth of employees, from their spiritual growth to gains that go beyond the formal work

environment, (i.e., gains in family relationships and society, gains beyond profit) (Bettega, 2013,

Schreiner; Gonsalves & Roth, 2019).

A survey was conducted based on a model created from a scale that seeks to measure the level

of spirituality of individuals (Liu, Robertson, 2011) and another scale that seeks to measure the

satisfaction of this individual with the elements that form the general satisfaction with the workplace

(Siqueira, 2008). The research was carried out in a Brazilian public company because if such influence

occurs in a secular organization, there is a greater possibility of it occurring in a private organization

with policies favorable to Workplace Spirituality.

WORKPLACE SPIRITUALITY

The results achieved by workers, when considering workplace spirituality, only began to be

studied in greater depth during the 1980s and 1990s (Ashmos & Duchon, 2000; Hudson, 2013; Neal,

2018). This is possibly due to the introjected notion in academia of antagonism between spirituality

and science (Hill, 2008; Hudson, 2013; Tracey, 2012). The emergence of interest in spirituality has

probably been influenced by social change, and by the fact that people are working more and more

hours a day and now consider the workplace as the primary source of relationships. This new reality

shifts the attention from previous sources, which were neighborhoods, churches, civic groups, or even

extended families to workplace relationships (Ashmos & Duchon, 2000; Dent, Higgins & Wharff,

2005; Goulejac, 2007). A satisfied functional body can be a competitive advantage (Kryscynski &

Ulrigh, 2015) because an increase in task engagement and a greater commitment to the company,

caused by an increase in the employee’s overall satisfaction with the workplace, leads to increased

productivity (Judge et al., 2001). This increase in satisfaction also decreases burnout and turnover

(Ashmos & Duchon, 2000; Bakker & Demerouti, 2007; Demerouti et al., 2001). The research and

execution of new articles led to the emergence of various definitions of workplace spirituality

(Karakas, 2010). In this research, the definition coined by Liu and Robertson (2011) was used:

"[...] the construction of spirituality is captured by three distinct but correlated

dimensions: interconnection with human beings, interconnection with nature and all living

beings, and interconnection with a higher power. Spirituality as a continuum composed of

different levels of self-identity, both as a fixed trait and a flexible state. Religiosity corresponds

to the interconnection with a higher power and, therefore, a component of the construction of

spirituality. Spirituality as a broader construct that incorporates and transcends religiosity”

(Liu and Robertson, 2011, p. 38).

SPIRITUALITY AND SATISFACTION IN THE WORKPLACE

The scale of spirituality in dealing with the relationship with the other human being in an

individual, relational, and collective way (Ashforth & Johnson, 2001; Brewer & Gardner, 1996;

Sedikides & Brewer, 2001) seeks to build the identity of the individual based on the relationship with

others in his group, in contrast to those outside the group (Brewer & Kramer, 1985; Messick &

Mackie, 1989; Tajfel, 1982). This vision is in line with modern theories of building satisfaction in

relationships with colleagues (Judge et al., 2017) and with the leadership (Hackman & Lawler, 1971;

Herman, 1993; Judge et al., 2001; Lawler & Hall, 1970; Locke, 1968). In this context, spirituality

plays a role in intensifying the vision of interdependence, collectivity, and social reinforcement,


3

amortizing the impact of competition. It reinforces cooperation and the positive self (Brewer &

Kramer, 1985; Messick & Mackie, 1989; Liu & Robertson, 2011; Tajfel, 1982),

i.e., it strengthens the individual's satisfaction with the work (Altaf & Awan, 2011). In most of religion's

theological archetypes, there is a dimension of relationship with others strongly directed toward

cordiality, of empathy with others (Case & Chavez, 2017), in which this should happen in an ethical

manner (Issa & Dick, 2011).

Satisfaction in the relationship with colleagues and management is necessary for this

admiration and respect for others (Lawler & Hall, 1970; Locke, 1968). In this respect, spirituality

considers the need to relate to others as a way to achieve a higher level of spirituality, being

fundamentally operated in respect and cordiality (Milliman, Czaplewski & Ferguson, 2003; Liu &

Robertson, 2011). Another aspect considered is the call to work as a form of spirituality (Neubert &

Halbesleben, 2015). The requirement to feel satisfied in the relationship with the coworker and the

manager is less self-centered, not based on what I can gain from the relationship, but what I can offer

to the other person, thus building the personal identity more collectively, more focused on the next

(Ashforth & Johnson, 2001; Brewer & Gardner, 1996; Liu & Robertson, 2011; Sedikides & Brewer,

2001). This posture leads to more pleasurable relationships, which translates into greater satisfaction

with co-workers and management.

Hypothesis 1: The individual’s level of spirituality positively influences his level of satisfaction

with his co-workers.


with the leadership.

The influence of spirituality on salary satisfaction is based on the influence of perceived levels

of need and the flows of feelings experienced in daily life (Weiss & Cropanzano, 1996). Spirituality

acts as a buffer to bad feelings, not simply as a way of alienating employees (Hudson, 2013). It acts

as an element of engagement and meaning in everyday tasks (Bickerton et al., 2014); works as a way

to nourish the soul through work (Ashmos & Duchon, 2000); and makes the work significant beyond

simple profit, i.e., remuneration (Bettega, 2013; Hudson, 2013; Schreiner, Gonsalves & Roth, 2019).

This perspective tends to reinforce the positive impact of the wage level and dilute the

negative impacts while leading the individual to feel more satisfied, even at lower wage levels, as a

consequence of supplying his or her physiological needs, even if basic (Aldefer, 1969; Maslow,

1956). It directs his or her interest to other aspects resulting from the execution of the work (Sauer,

Wilson & Mantovan, 2019). Examples of this behavior are the trainees who, oftentimes, do not earn

salaries but seek to learn a profession (Rogers et al., 2019); or the volunteers, whose main reward is

to help others, often assuming financial costs for the execution of the work.


with salary.

The topic of promotion as an inducer of job satisfaction is one of the least discussed when

researching workplace spirituality. This happens because this is a very specific theme and makes up

much more of the level of satisfaction linked to the need for status and recognition experienced by

the employee (Aldefer, 1969; Herzberg, 1966; Maslow, 1954; McClelland, 1985; McGregor, 1957;

Smith, Kendall & Hulin, 1969). This theme is linked to the issue of competition between peers


4

(Locke, 1968; McClelland, 1985).

Although spirituality is related directly to collectivity, cooperation, and social reinforcement

(Brewer & Kramer, 1985; Messick & Mackie, 1989; Liu & Robertson, 2011; Tajfel, 1982), she acts

as a peacemaker when promotions are created because it helps to gain meaning in the evaluations

given by superiors, even when there is no admiration for managers or when the result is considered

unfair (Duffy, 2010; Hudson, 2013; Locke, 1968; Razak, Sarpan & Ramlan, 2018). Another argument

presented is that the level of spirituality has a direct impact on how an individual’s career develops

(Duffy & Lent, 2008; Neubert & Halbesleben, 2015) and how he will behave in the face of the

frustrations and challenges imposed by competition during his career (Constantine et al., 2006).


with promotions.

Spirituality’s influence on work satisfaction is a relationship explored by many spiritual,

literary works (Karakas, 2010; Neal, 2018). Most of the proposed models have, as part of the result

of this interaction, increased satisfaction with execution of the task (Duffy, 2010; Garg, 2017;

Milliman, Czaplewski & Ferguson, 2003; Mitroff & Denton, 1999; Neubert & Halbesleben, 2015;

Rego & Cunha, 2008). In this relationship, spirituality acts directly on the perception of meaning in

the tasks performed (Duchon & Powman, 2005; Duffy, 2010; Rego & Cunha, 2008), well-being in

the performance of the proposed work (Garg, 2017), and employee engagement (Milliman,

Czaplewski & Ferguson, 2003), thus increasing satisfaction with the workplace. This satisfaction

happens even when the task is unpleasant (Neubert & Halbesleben, 2015) because the person

becomes more tolerant of errors and less prone to stress (Mitroff & Denton, 1999). This happens

because the executioner of the tasks starts to see it as a call (Neubert & Halbesleben, 2015) and as a

way to please God, doing his work as a demonstration of his connection with the sacred and, finally,

of the approval of the divine (Dyck, 2014; Weber, 2004).

Hypothesis 5: The level of spirituality of the individual positively influences his level of satisfaction

with the nature of work.

Figure 1: Conceptual model guiding the systematic review — spirituality job satisfaction (SJS)

S1 — Interconnection with a higher being or

force

S2 — Interconnection with the human Being

S3 — Interconnection with nature and living beings


5

METHOD

The research and analysis of the data collected is based on a quantitative approach, having the

survey as a research strategy (Babbie, 2001; Fink, 2017; Fowler Jr., 2011; Freitas et al., 2000;

Paranhos et al., 2013), intending to capture the natural characteristics of the phenomenon and aiming

to identify attitudes related to the phenomena studied. This survey is based on a questionnaire with a

Likert scale response intending to identify propositions to the research question (Petrosko &

Alagaraja, 2017). The option of a quantitative survey with a Likert scale is considered one of the

easiest options for the work of interpretation of the results, presenting greater operationality in the

collection and analysis of the results, although some theorists express reservation regarding the use

of surveys in studies on spirituality (Kline, 2016; Nunnally & Berstein, 1994).

The approach used was the hypothetical deductive (Popper, 2008), where the hypotheses were

submitted to refutability, to falsification, through the analysis of field research data (Bhattacherjee,

2012; Kaplan, 1972; Marconi & Lakatos, 2017; Petrosko & Alagaraja, 2017; Popper, 2008). The

research was also explanatory, justifying the reasons for a certain phenomenon and explaining its

main occurrence factors (Petrosko & Alagaraja, 2017; Vergara, 2015).

The survey population was composed of public employees, with a population equivalent to

7.5% of the Brazilian population, according to IBGE (2013). The sample was obtained from the

employees of a public company in the IT sector and is non-probabilistic, constituted for convenience,

and carried out with the employees mostly crowded in the headquarters of the company located in

the state of Rio de Janeiro (Olsen, 2015; Vergara, 2015). For the sample, more than n=300 or ten

times the number of questionnaire items were used, of the two largest, when using Structural

Equations Modeling (Costello & Osborne, 2005; Kline, 2016).

The complete scale used for measuring the phenomenon, formed by the union of the EST

(Siqueira, 2008) and “Spirituality” (Liu & Robertson, 2011) scales, is composed of 15 affirmative

questions accompanied by the possibility of answers on the 7-point Likert scale where 1 is strongly

disagreeable and 7 is strongly agree. There are also 16 affirmative questions accompanied by the

possibility of answers on the 5-point Likert scale where 1 is strongly disagreeing and 5 is strongly

agreeing. There is one question with a yes/no answer, one question with a 1 to 10 rating, and 4

demographic questions.

This entire process of data collection and analysis comes up against some methodological

restrictions, one of which is the fact that a non-probabilistic sample is used since, as presented by Olsen

(2015), this choice cannot be called sampling but selection since it is not used randomly, but chosen

for convenience (Olsen, 2015; Vergara, 2015). This sample option decreases the possibility of

generalizing the results found, restricting itself only to situations analogous to those found in the sample

collected, because it may contain, in its constitution, a bias due to the type of individuals chosen for

the sample (Olsen, 2015).

Another methodological constraint is linked to the method of analysis chosen, understanding

that there are several other methods available for analysis but that not all fit perfectly with the purpose

of the research, which is to test and validate a new hypothetical model for measuring the impact of

spirituality on workplace satisfaction (Petrosko & Alagaraja, 2017; Kline, 2016).

RESULTS

The data used in this survey was collected from June 2019, with 3,140 e-mails sent and 549

responses received. All the rows of answers in the spreadsheet were complete because of the use of

a lock in the questionnaire that did not allow the option to send with unanswered questions. This lock

was not placed on demographic issues as it was understood that these were not essential to the analysis

of the hypothetical model proposed.


6

The age distribution of the sample, with a higher number of respondents in the 49 to 58 age

group, added to those over 59, representing 53.83%, or more than half of the sample. The distribution

of the sample between women (37.04%) and men (62.96%) shows that there was a concentration of

almost twice as many men. This difference is concentrated in the younger age groups. The age

distribution of the sample is aligned with the population of employees of the public company

surveyed, showing uniformity in the sample distribution.

Confirmatory analysis of the hypothetical SJS model.

For the analysis of the results, we will initially discuss the measurement model.

Figure 2: Complete model of confirmatory factor analysis hypothetical model SJS

The test of the SJS scale

measurement model showed significance

in the “p-value” at 1% in all analyzed

constructions, and the load signals are all

in accordance with the indications

presented by the theory on which the

model was based.


7

Table 1: Factorial loads of the hypothetical model SJS Table 2: Covariance between the

constructs of the hypothetical SJS

model

The internal consistency of the model was measured by Cronbach's alpha and composite

reliability. Both showed satisfactory results.

Table 3: Indices validating the internal consistency of the hypothetical model SJS

The convergent validity of the scale was evaluated with the AVE index and presented

satisfactory values.

Table 4: Convergent validity indices of the hypothetical model SJS


8

The discriminant validity of the scale was evaluated by the cross-load method and was valid

for all items. However, in the Fornell and Larcker test (1981) it was identified that cross loads in S1,

S2 and S3 constructions had high correlations with each other. This finding indicates the existence

of a second-order variable (Bido & Silva, 2019; Cohen et al. 2003, p. 75-78).

Table 5: Indices assessing the discriminatory validity of the hypothetical model SJS

The discriminant validity of the scale was evaluated by the cross-load method and was valid

for all items. However, in the Fornell and Larcker test (1981) it was identified that cross loads in S1,

S2 and S3 constructions had high correlations with each other. This finding indicates the existence

of a second-order variable (Bido & Silva, 2019; Cohen et al. 2003, p. 75-78).

Table 6: Indices assessing the discriminatory validity of the hypothetical model SJS

All indicators of the structural model are above the proposed minimum limits, showing that the

scale is valid for all items tested.


9

Table 7: Global adjustment indices of confirmatory factor analysis of hypothetical model SJS

Confirmatory analysis of the SJS structural model

The modeling of structural equations based on the covariance matrix was used for the

confirmatory factor and structural analysis of the SJS scale developed from the theoretical

review. The software used in the aforementioned analysis was AMOS 20.

Table 8: Regression indices for the hypothetical SJS model. Table 9: Structural relationship

indices for the hypothetical SJS

model


10

All the indicators of the structural model are above the minimum limits proposed, showing that

there is consistency in the hypothetical model of the impact of spirituality on satisfaction.

Table 10: Global adjustment indices of the hypothetical SJS model

CONCLUSIONS

The association between spirituality and satisfaction in the workplace is becoming an

increasingly studied theme (Karakas, 2010; Neal, 2018). After Gardner’s studies (1994) demonstrated

that human intelligence is formed by different types of intelligence, the studies on spiritual

intelligence, within the scope of existential intelligence, have been gaining increasingly more adepts

around the world (Neal, 2018). In addition to this knowledge development effort, the main objective

proposed in this research is to verify whether workplace spirituality influences job satisfaction among

Brazilian public sector employees. To achieve the main objective, the Spirituality (Liu & Robertoson,

2011) and EST (Siqueira, 2008) scales were tested and obtained satisfactory results in several indices

required by the theory (Hair, 2010; Hair et al., 2014; Hair, Gabriel & Patel, 2014). However, it is

worth noting that the spirituality scale (Liu & Robertson, 2011) presented a high value for the

CMIN/DF index of 4,427 when tested individually, which indicates that the scale did not adjust

accurately but only acceptable. The index indicates that value up to 2 has an excellent adjustment, 2

to 3 being a good adjustment, and 3 to 5 being an acceptable adjustment (Bentler & Bonnet, 1980).

The hypothetical model for evaluating the impact of spirituality on job satisfaction (SJS),

formed by the juxtaposition of the scales spirituality (Liu & Robertson, 2011) and EST (Siqueira,

2008), was globally evaluated, and all its rates were satisfactory for the required standards (Hair,

2010; Hair et al., 2014; Hair, Gabriel & Patel, 2014). In fact, the hypotheses H1 to H5 were not

refuted, indicating that spirituality has a moderate to good impact on the various constructs that form

satisfaction, R² between 16.6% and 38.6%, as shown in table 9.

Another issue to be addressed is that during the evaluation of the results obtained in the AFC

of the latent variables (LVs) of the measurement model (table 6), it was identified that there was a

multicollinearity among the constructs that formed the spirituality, and that if used as LVs in the

hypothetical model, would cause the exchange of signals in the final result. Its factor loads were high

in all the relations between the constructs (highlighted in red in Table 6), causing suppression as a

symptom of this multicollinearity. This happened even though the correlation between the LVs and

dependent variables (RV) was positive. To correct the problem, spirituality was used as a second-

order variable (Bido & Silva, 2019; Cohen et al. 2003, p. 75-78), with the formative constructs of

spirituality as part of the measurement model, as indicators of this second-order variable. This

procedure solved the problem of multicollinearity and stabilized the results, no longer distorting them

through suppression.


11

With the analysis of the results obtained in the hypothetical model, it was identified that

spirituality has a greater impact on satisfaction with the nature of work, a finding in line with the

theory exposed so far, and confirms the trend observed during the construction of the theoretical

framework in which a large part of the models involving spirituality and satisfaction in the workplace

has satisfaction with the nature of tasks as part of the model (Neal, 2018). In this relationship, an

increase in the level of spirituality causes an increase in satisfaction with the execution of tasks as

predicted by the theoretical review (Duffy, 2010; Garg, 2017; Milliman, Czaplewski and Ferguson,

2003; Mitroff and Denton, 1999; Neubert and Halbesleben, 2015; Rego & Cunha, 2008). This finding

is anchored in the fact that spirituality acts directly on the perception of meaning in the tasks

performed by individuals (Duchon & Powman, 2005; Duffy, 2010; Rego & Cunha, 2008), generating

well-being in the performance of the proposed work (Garg, 2017) and employee engagement

(Milliman, Czaplewski & Ferguson, 2003). An important factor in this finding is that this engagement

happens even when the task is unpleasant (Neubert & Halbesleben, 2015) because the person becomes

more tolerant of error and less prone to stress (Mitroff & Denton, 1999). This happens because the

performer of the task starts to see it as a call (Neubert & Halbesleben, 2015) and as a way to please

God; doing his or her work is a demonstration of his or her connection with the sacred and is part of

his or her worship of God (Dyck, 2014; Weber, 2004).

This idea of interconnection with the sacred is the basis of the construction of spirituality, a

concept complemented by the interconnection of human beings with nature and other living beings

(Liu & Robertson, 2011). Consequently, having a connection with the sacred shapes the way a person

builds his or her inner self. This is done in a more relational way because the basis of his or her

construction is established in the relationship with something or someone greater than himself or

herself. Such a relationship is shaped by experience and interpreted by theology (Tracey, 1975). With

this premise, the relationship takes place in the form of gratitude, respect, and veneration of the other,

of the external, and not as an apology for the “Nietzschean” hedonism, individualistic and self-

centered.

This form of identification of the self is reinforced by the results presented here, as demonstrated

by the hypothesis that had the second-highest R² (22%), the impact of spirituality on satisfaction with

colleagues, this percentage being significant for behavioral influence. This result demonstrates

spirituality playing a role in intensifying the vision of interdependence, collectivity and social

reinforcement, both by cushioning competition and strengthening cooperation (Brewer & Kramer,

1985; Messick & Mackie, 1989; Liu & Robertson, 2011; Tajfel, 1982). This vision is aligned with

modern theories of building satisfaction in the relationship with colleagues (Judge et al., 2017), where

this relationship is given by interdependence and cooperation, concepts reinforced here.

Starting from the analysis of the theoretical contribution achieved by this research, we identify

the construction and validation of a hypothetical model that estimates the impact of spirituality on

workplace satisfaction; the expansion of theoretical models to account for more dimensions of

performance is considered an important contribution (Carpini, Parker & Griffin, 2017).

Understanding the sociological impacts of the development of existential intelligence based on the

spirituality of individuals and evaluating this impact from a robust model that is easy to apply and

measure is also an important contribution to theory (Petrosko & Alagaraja, 2017; Miller, 2015).

As a practical contribution, the SJS model presents the possibility to identify new elements,

such as existential intelligence, that impact employee satisfaction. This generates information that

can be used in constructing programs for personal development and employee growth. It does not

limit the search for profit but aims at both personal and professional growth inside and outside the

workplace (Bettega, 2013; Schreiner, Gonsalves & Roth, 2019). This growth suggests an increase


12

in overall employee satisfaction, which may generate gains in well-being, engagement, and

commitment, thus improving performance (Judge et al., 2001). Spirituality, operating as existential

intelligence (Gardner, 1994), can be treated as new intelligence, incorporating the analysis of the

development needs of employees (Gardner, 1994, Neal, 2018). This expended look in the search

for team development, as in the SJS model, is a tool for identifying and measuring the impact

spirituality has on satisfaction in the workplace.

Finally, one of the limitations of this study was that the sample was formed only of employees

of a single public company, representing a tiny portion of the universe of public employees and

Brazilian workers. In addition, the sample is composed of employees mostly living in Rio de

Janeiro, which directly impacted the distribution of the demographic indices of the sample

compared to the national demographic indices, generating a regional bias in the sample.

As a suggestion, the replication of this study in public and private companies in the most

distinct segments of economic activity is inserted. Another important suggestion may be qualitative

research, mainly with the spirituality scale, to achieve greater adaptability to the Brazilian reality,

thus producing better rates of adjustment. It is also feared that the samples must be random, as in this

case, a greater generalization of results would be possible. It is also suggested to compare the results

in different age groups because depending on the generation to which the individual belongs, it is

possible to obtain a different perspective for the meaning of spirituality, altering its impact on job

satisfaction.

REFERENCES

Aldefer, C. P. (1969) An Empirical Test of a New Theory of Human Needs. Organizational

Behavior and Human Performance, 4, 142-175. https://doi.org/10.1016/0030-5073(69)90004-X

Altaf, A. & Awan, M. A. (2011) Moderating Effect of Workplace Spirituality on the

Relationship of Job Overload and Job Satisfaction. Journal Business Ethics, 104(1), 93–99.

doi.org/10.1007/s10551-011-0891-0

Ashmos, D. P. & Duchon, D. (2000). Spirituality at Work: Conceptualization and Measure.

Journal of Management Inquiry, 9(2), 134–145. doi.org/10.1177/105649260092008

Ashforth, B. E. & Johnson, S. A. (2001) Which hat to wear: The relative salience of multiple

identities in organizational contexts. In: M. A. Hogg; D. J. Terry (Eds.), Social identity processes in

organizational contexts. Philadelphia, PA: Psychology Press. 31-48.

Babbie, Earl. (2001). Survey Methods. Belo Horizonte, MG: UFMG Publishing House.

Bakker, A. B. & Demerouti, E. (2007) The job demands resources model: State of the art.

Journal of Managerial Psychology, 22, 309–328. doi.org/10.1108/02683940710733115

Bentler, P. M. & Bonett, D. G. (1980) Significance test and goodness of fit in the analysis of

covariance structures. Psychological Bulletin, 88(3), 588-606. doi.org/10.1037/0033-2909.88.3.588

Benefiel, M. (2003a) Irreconcilable foes: The discourse of spirituality and the discourse of

organizational science. Organization, 10(2), 383–391. doi.org/10.1177/1350508403010002012

Benefiel, M. (2003b) Mapping the terrain of spirituality in organizations research. Journal of

Organizational Change Management, 16(4), 367–377. doi.org/10.1108/09534810310484136

Bettega, J. J. (2013) Spirituality in organizations: A human dimension vital to the job. 1st

ed.Caxias do Sul, RS: Educs.

Bhattacherjee, A. (2012) Social Science Research; Principles, Methods, and Practices. 2 ed.

Textbooks Collection. Book 3. Accessed at: http://scholarcommons.usf.edu/oa_textbooks/3, in:

01/02/2019.

Bickerton, G.R., Miner, M.H., Dowson, M. & Griffin, B. (2014) Spiritual resources in the job


13

demands resources model. Journal of Management, Spirituality & Religion, 11(3), 245-268.

doi.org/10.1080/14766086.2014.886517

Bido, D. S. & Silva, D. (2019) Teaching and Research Resources and Techniques -

SMARTPLS 3: Specification, estimation, evaluation and reporting. Administration: Teaching and

Research, 20(2), 488-536. doi.org/10.13058/raep.2019.v20n2.1545

Bollen, K. A. (1989) Strutural equation with latent variables. New York, NY: Wiley.

Brewer, M. B. & Gardner, W. (1996) Who is this “we”: Levels of collective identity and self-

representations. Journal of Personality and Social Psychology, 71, 83-93.

doi.org/10.1037/0022-3514.71.1.83

Brewer, M. B. & Kramer, R. M. (1985) The psychology of intergroup attitudes and behavior.

Annual Review of Psychology, 36, 219-243. https://doi.org/10.1146/annurev.ps.36.020185.001251

Cakiroglu, D., Aydogan, E. & Altinoz, M. (2017) Organizational commitment and job

satisfaction’s impact on organizational spirituality on psychological contract. The European

Proceedings of Social and Behavioral science, 13th International strategic Management Conference.

doi.org/10.15405/epsbs.2017.12.02.24

Carpini, J. A., Parker, S. K. & Griffen, M. A. (2017) A look back and a leap forward: A review

and synthesis of the individual work performance literature. Academy of Management Annals, 11(2),

825-885. doi.org/10.5465/annals.2015.0151

Case, S. S. & Chavez, E. (2017) Guiding Lights for Morally responsible Sustainability in

Organizations: Revisiting Sacred Texts of Judaism, Christianity, and Islam. Journal of

Organizational Psychology, 17(2). doi.org/10.33423/jop.v17i2.1682

Cohen, J., Cohen, P., West, S. G. & Aiken, L. S. (2003) Applied Multiple Regression/

Correlation Analysis for the Behavioral Sciences. 3ª ed. Mahwah, New Jersey, USA: Lawrence

Erlbaum Associates, Inc. 75-78.

Constantine, M. G., Miville, M. L., Warren, A. K., Gainor; K. A. & Lewis-Coles, M. E. L.

(2006) Religion, spirituality, and career development in African American college students: A

qualitative inquiry. The Career Development Quarterly, 54(3), 227-241. doi.org/10.1002/j.2161-

0045.2006.tb00154.x

Costello, A. B. & Osborne, J. (2005) Best practices in exploratory factor analysis: four

recommendations for getting the most from your analysis. Practical Assessment Research and

Evaluation, 10(7), 1–8. dx.doi.org/10.4135/9781412995627.d8

Cunha, M. P., Rego, A. & D’Oliveira, T. (2006) Organizational spiritualities: An ideology-

based typology. Business and society, 45(2), 211–234. https://doi.org/10.1177/0007650306286737

Demerouti, E., Bakker, A. B., Nachreiner, F. & Schaufeli, W. B. (2001). The job demands-

resources model of burnout. Journal of Applied Psychology, 86(3), 499–512. doi.org/10.1037//0021-

9010.86.3.499

Dent, E. B., Higgins, M. E. & Wharff, D. (2005) Spirituality and leadership: An empirical

review of definitions, distinctions, and embedded assumptions. The Leadership Quarterly, 16(5),

625-653. doi.org/10.1016/j.leaqua.2005.07.002

Duchon, D. & Plowman, D. A. (2005) Nurturing the spirit at work: Impact on work unit

performance. The Leadership Quarterly, 16, 807–833. https://doi.org/10.1016/j.leaqua.2005.07.008

Duffy, R. D. (2010) Spirituality, Religion, and Work Values. Journal of Psycology and

Theology, 38(1), 52-61. doi.org/10.1177/009164711003800105

Duffy, R. D. & Lent, R. W. (2008) Relation of religious support to career decision self-

efficacy in college students. Journal of Career Assessment, 16(3), 360-369.

doi.org/10.1177/1069072708317382

Dyck, B. (2014) God on management: the world’s five largest religions, the ‘theological turn’,

and organizational and management theory and practice. Res Social Organ, 41, 23–62.


14

doi.org/10.1108/S0733-558X20140000041010

Fink, A. (2017) How to conduct surveys: A step-by-step guide. 6ª ed. California, USA: SAGE

publications, INC.

Fornell, C. & Larcker, D. F. (1981) Evaluating Strutural Equation models with Unobservable

Variables and Measurement Error. Journal of marketing Research, 18(1), 39-50.

doi.org/10.2307/3151312

Fowley Jr., F. J. (2011) Pesquisa de Levantamento, 4ª ed. Translate: R. P. Ferreira, Porto

Alegre, RS: Penso.

Freitas, H., Oliveira, M., Saccol, A. Z. & Moscarola, J. (2000) The survey method. Revista de

Administração, 35(3), 105-112, jul. /set...

Gaarder, J., Hellen, V. & Notaker, H. (2015) The Book of Religions, 10th ed. Translate: I. M.

Lando. São Paulo: Companhia das Letras.

Gardner, H. (1994) Structures of the mind. The Multiple Intelligence Theory. Porto Alegre,

RS: Medical Arts.

Garg, N. (2017) Work Spirituality and Employee Well-being: An Empirical Exploration.

Journal of Human Values, 23(2), 129 – 147. doi.org/10.1177/0971685816689741

Goulejac, V. (2007) Management as a Social Illness: Ideology, Management Power and

Social Fragmentation, 1st ed. Translate: I. Storniolo, São Paulo: Ideas and Letters.

Hackman, J. R. & Lawler, E. E. (1971) Employee reaction to job characteristics. Journal of

Applied Psychology, 55, 259–286. https://doi.org/10.1037/h0031152

Hancock, G. R., Stapleton, L. M. & Mueller, R. O. (2019) The reviewer’s guide to

Quantitative Methods in the Social Sciences. 2ª ed., New York, USA: Routledge.

doi.org/10.4324/9781315755649

Harari, Y. N. (2017) Sapiens: A Brief History of Humanity, 30th ed. Translate: J.

Marcoantonio, Porto Alegre, RS: L&PM.

Hair Jr., J. F., Black, W. C., Babin, B. J. & Anderson, R. E. (2010) Multivariate Data

Analysis. 7ª ed., Upper Saddle River, NJ: Prentice Hall.

Hair Jr., J. F., Hult, G. T. M., Ringle, C. M. & Sarstedt, M. (2014) A Primer on Partial Least

Squares Structural Equation Modeling (PLS-SEM). 1ª ed., Thousand Oaks: Sage.

Hair Jr., J. F., Gabriel, M. L. D. S. & Patel, V. K. (2014) AMOS Covariance-Based Strutural

Equation Modeling (CB-SEM): Guidelines on its Application as a Marketing research Tool.

Brasilian Journal of Marketing - BJM, special edition, 13(2), 44, 55.

doi.org/10.5585/remark.v13i2.2718

Herman, J. B. (1973) Are situational contingencies limiting job atitude job performance

relationships? Organizational Behavior and Human Decision Processes, 10(2), 208-224.

doi.org/10.1016/0030-5073(73)90014-7

Herzberg, F. (1966) Work and the Nature of Man. Cleveland, USA: World Publishing Co.

Hill, J. (2008) The great questions about faith: answers to the questions you have always

asked, but no one answered. Translate: O. Sousa, Rio de Janeiro: Thomas Nelson Brasil.

Hudson, R. (2013) The question of theoretical foundations for the spirituality at work

movement. Journal of Manegement, Spirituality e Religion. 11(1), 27 – 44.

doi.org/10.1080/14766086.2013.801031

IBGE, (2014) Synthesis of Social Indicators: An analysis of the living conditions of the

Brazilian population, Rio de Janeiro; IBGE.

Issa, T. & Dick, D. (2011) An Interpretive mixed-methods analysis of ethics, spirituality and

aesthetics in the Australian service sector. Business Ethics: A European Review, 20(1), 45 -

58. doi.org/10.1111/j.1467-8608.2010.01605.x

Judge, T. A., Bono, J. E., Thoresen, C. J. & Patton, G. K. (2001) The Job Satisfaction-Job


15

Performance relationship: A quantitative and Qualitative Review. Psychological Bulletin, 123(3),

376-407. doi.org/10.1037/0033-2909.127.3.376

Judge, T. A., Weiss, H. M., Mueller, J. D. K. & Hulin, C. L. (2017) Job Attitudes, Job

Satisfaction, and Job Affect: A Century of Continuity and of Change. Journal of Applied Psychology,

102(3), 356-374. doi.org/10.1037/apl0000181

Kaplan, A. (1972) Culture in research: methodology for behavioral sciences. São Paulo:

Helder.

Karakas, F. (2010) Spirituality and performance in organizations: A literature review. Journal

of Business Ethics, 94, 89–106. https://doi.org/10.1007/s10551-009-0251-5

Kline, R. B. (2016) Principles and Practice of Structural Equation Modeling, 4ª ed., NY:

Guilford.

Kryscynski, D. & Ulrigh, D. (2015) Making Strategic Human Capital Relevant: A Time-

Sentitive Opportunity. Academic of Management Perspectives, 29(3), symposium, 1-33.

doi.org/10.5465/amp.2014.0127

Lawler, E. E. & Hall, D. T. (1970) Relationship of job characteristics to job involvement,

satisfaction, and intrinsic motivation. Journal of Applied Psychology, 54(4), 305–312.

https://doi.org/10.1037/h0029692

Lewis, C. S. (2017) Christianity pure and simple, 1st ed. Translate: Greggersen, G. Rio de

Janeiro: Thomas Nelson Brasil.

Liu, C.H. & Robertson, P.J. (2011) Spirituality in the workplace: theory and measurement,

Journal of Management Inquiry. 20(1), 35-50. doi.org/10.1177/1056492610374648

Locke, E. A. (1968) Toward a Theory of task Motivation and Incentives. Organizational

Behavior and Human Performance, 3, 157-189. https://doi.org/10.1016/0030-5073(68)90004-4

Locke, E. A. (1976) The nature and causes of job satisfaction. In M.D. Dunnette (Ed.),

Handbook of industrial and organizational psychology. Chicago: Rand McNally, 1304.

Marconi, M. & Lakatos, E. (2017) Fundamentals of scientific methodology. São Paulo:

GEN/Atlas.

Maslow, A. (1954) Motivation and personality. New York, USA: Harper and Row.

McClelland, D.C. (1985) Human motivation. Glenview, IL: Scott, Foresman.

McGregor, D. (1957) The Human Side of Enterprise, Management Review, 46(11), 22-28.

Messick, D. M. & Mackie, D. M. (1989) Intergroup relations. Annual Review of Psychology,

40, 45-81. doi.org/10.1146/annurev.ps.40.020189.000401

Miller, K. D. (2015) Organizational Research as Practical Theology. Organizational Research

Methods, v. 18 (2) pp. 276-299. doi.org/10.1177/1094428114559216

Milliman, J., Czaplewski, A. J. & Ferguson, J. (2003) Workplace spirituality and employee

work attitudes; An exploratory empirical assessment. Journal of Organizational Change

Management, 16(4), 4260-0447. dx.doi.org/10.1108/09534810310484172

Mitroff, I. I. & Denton, E. A. (1999) A spiritual audit of corporate America: Multiple designs

for fostering spirituality in the workplace. San Francisco, USA: Jossey-Bass.

Neal, J. (2018) Overview of The Field of Workplace Spirituality: A Literature Review. In: S.

Dhiman et al. (eds.), The Palgrave Handbook of Workplace Spirituality and Fulfillment. Springer

International Publishing AG, part of Springer Nature. Available in: https://link.springer.com/content/

pdf/10.1007%2F978-3-319-61929-3_451.pdf, Accessed in: 06/02/2019.

Neubert, M. J. & Halbesleben, K. (2015) Called to Commitment: An Examination of

Relationships Between Spiritual Calling, Job Satisfaction, and Organizational Commitment. Journal

Business Ethics, 132(4), 859 – 872. doi.org/10.1007/s10551-014-2336-z

Nunnally, J. C. & Bernstein, I. (1994) Psychometric theory, 3ª ed., New York: McGraw-Hill.

Olsen, W. (2015) Data collection: Debates and fundamental methods in social research.


16

Translate: Bueno, D. Porto Alegre, RS: I think.

Paranhos, R., Figueiredo Filho, D. B., Carvalho da Rocha, E. & Silva Junior, J. A. (2013) The

survey is coming: basic notions for social scientists. Revista Latinoamericana de Metodología de la

Investigación Social - ReLMIS. 3(6), 07-24, Oct.

Petrosko, J. M. & Alagaraja, M. (2017) Research suggestions for management, spirituality,

religion. Management Research Review, 40(8). doi.org/10.1108/MRR-05-2016-0125

Popper, K. R. (2008) The logic of scientific research. 16th ed. Translate: L. Hegenberg, O. S.

Mota, São Paulo: Cultrix.

Razak, A., Sarpan, S. & Ramlan, R. (2018) Influence of promotion and Job Satisfaction on

Employee Performance. Journal of Accounting, Business and Finance Research, 3(1), 18-27.

doi.org/10.20448/2002.31.18.27

Rego, A. & Cunha, M.P. (2008) Workplace spirituality and organizational commitment: an

empirical study, Journal of Organizational Change management. 21(1), 53-75.

dx.doi.org/10.1108/09534810810847039

Rogers, S. E., Miller, C. D., Flinchbaugh, C., Giddarie, M., & Barker, B. (2019). All

internships are not created equal: Job design, satisfaction, and vocational development in paid and

unpaid internships. Human Resource Management Review, 100723.

doi.org/10.1016/j.hrmr.2019.100723

Sauer, Robert M. and Wilson, John and Mantovan, Noemi, (2019) The Economic Benefits of

Volunteering and Social Class. IZA Discussion Paper No. 12713. Available at: SSRN:

https://ssrn.com/abstract=3483951

Schreiner, J. T. A., Gonsalves, R. B. & Roth, L. (2019) Spirituality in organizations

difficulties and opportunities. Perspectiva Contemporânea Magazine, 14(1), 96- 116.

Sedikides, C. & Brewer, M. B. (2001) Individual self, relational self, collective self.

Philadelphia, PA: Psychology Press.

Shan, W.; Liu, H.; Pan, Y; Tong, H. (2010) Evaluation of Social Risck Ysing Strutural

Equation Model. iBusiness, 2(2), 188-192. doi.org/10.4236/ib.2010.22023

Sheep, M. L. (2006) Nurturing the whole person: the ethics of workplace spirituality in a

society of organizations. Journal of business ethics, 66(4), 357 – 375. doi.org/10.1007/s10551-006-

0014-5

Siqueira, M. M. (2008) Medidas do Comportamento Organizacional: Ferramentas de

Diagnóstico e de Gestão. Porto Alegre: Artmed. p. 267-273.

Smith, P. C., Kendall, L. M. & Hulin, C. L. (1969) The measurement of satisfaction in work

and retirement. Chicago, IL: Rand McNally.

Tajfel, H. (1982) Social psychology of intergroup relations. Annual Review of Psychology, 33,

1-39. doi.org/10.1146/annurev.ps.33.020182.000245

Tracey, P. (2012) Religion and organization: A critical review of current trends and future

directions. The Academy of Management Annals, 6(1), 87–134.

doi.org/10.1080/19416520.2012.660761

Vergara, S. C. (2015) Research methodology in administration. 6th ed., São Paulo: Atlas.

Weber, M. (2004) Protestant Ethics and the "Spirit" of Capitalism. Translate: J. M.

Macedo.Technical review, text edition, presentation, glossary, vocabularies and index F. Pierucci,

São Paulo: Editora Companhia das Letras.

Weiss, H. M. & Cropanzano, R. (1996) Affective events theory. Research in Organizational

Behavior, 18, 1-74.

XLIV ENCONTRO DA ANPAD - EnANPAD 2020

Documents

Transcript of XLIV ENCONTRO DA ANPAD - EnANPAD 2020