Research on benefits of workplace spirituality is rich in diversity, and has gained traction over the years. However, wider adoption of workplace spirituality initiatives will require sound justification of its ability to improve organizational effectiveness. Assertions about organizational effectiveness being a beneficial outcome of workplace spirituality are predominantly conceptual propositions, or based on narrow perspectives of the construct. Practitioners are under increasing pressure to adopt evidence-based management practices, and must justify investments in development interventions. Based on an eastern perspective of workplace spirituality, this study evaluates the relationship between workplace spirituality and organizational effectiveness as observed among academics in the higher education sector in India. The study establishes empirical evidence of relationship between the two constructs, as well as universality of this relationship across several demographic factors. These outcomes pave the way for wider adoption of workplace spirituality initiatives to improve organizational effectiveness.

Purpose Scholars for long have been interested in finding effective ways to assess organizational effectiveness. However, lack of consensus on its definition, and consequently on measure parameters has dogged researchers, almost to the point that some academics have declared organizational effectiveness a subject that cannot be researched. The purpose of this paper is to present a unified model of organizational effectiveness by recognizing the underlying synergy in the body of research – a framework that could guide future research on organizational effectiveness as a comprehensive, but contextual paradigm. Design/methodology/approach This paper is based on extensive exploratory review and critique of extant literature on organizational effectiveness. Findings The lack of consensus among scholars on the meaning of organizational effectiveness and its measures is primarily the result of compartmentalized perspectives. The authors found that there is an underlying synergy among them. Basis a big picture review and analysis of extant literature, the authors have been able to identify a unifying framework for the apparently disparate and conflicting models of organizational effectiveness. Practical implications This paper can provide guidance to managers on appropriate selection of organizational effectiveness measures, and to scholars on developing a more holistic and pragmatic research approach on the subject. It can potentially lead to development of context-based scales that facilitate meaningful comparative studies. Originality/value This paper presents a unified model and framework for organizational effectiveness by building on the valuable but disparate contributions of previous researchers. The authors believe that this is a novel attempt that simplifies the discourse on organizational effectiveness, and will help to remove some of the negativity around the research subject.

PurposeThe study examined the relationship between workplace toxicity and turnover intentions among Indian healthcare employees. It also explored the role of gratitude as a moderator in the workplace toxicity–turnover intentions relationship.Design/methodology/approachThe study is based on a cross-sectional research design. The sample comprises 315 employees from the Indian healthcare sector. Approximately, 400 employees are approached both through email and office visits. Responses were received from 336 participants, and 21 incomplete questionnaires were discarded. The relationships between four variables of workplace toxicity and turnover intentions are examined using correlation and hierarchical regression. The moderation effect of gratitude is studied using the PROCESS macro in SPSS 21.FindingsThe results revealed that workplace toxicity could explain 45.8% variations in employees' turnover intentions. It also reported significant negative regression coefficients between all four dimensions of workplace toxicity and turnover intentions. It suggested that toxic health organizations may promote turnover intentions among healthcare employees. Also, findings recommended a significant moderating effect of gratitude amid the relationships of four dimensions of workplace toxicity and turnover intentions.Practical implicationsHospital administrators must ensure that health professionals have the necessary support to remain effective in the field by providing a conducive working environment emerging from sound human resource practices that promote respect, collegial relationships, teamwork and collaboration. The present research demonstrates gratitude as one such factor that could act as a catalyst within the workplace. Practitioners could achieve a healthy work environment by developing complementary relief measures that build organizational capacities and improve its culture while sponsoring programs for individual employees that instill positivity through awareness of gratitude in everyday life.Originality/valueThis study offered a comprehensive understanding of workplace toxicity by investigating its four dimensions. Also, it is one of the pioneer studies that evaluate the role of gratitude in restricting workplace toxicity-induced turnover intentions.

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