Appreciation: a spiritual path to finding value and meaning in the workplace

Abstract

Appreciation is keenly connected to spirituality through a process of reciprocal causality, and both appear to be key factors in psychological and physical well-being and successful performance in the workplace, with each making a distinct contribution. Appreciation fosters well-being and success directly, as well as indirectly, through forging and maintaining social bonds, promoting better sleep, encouraging helping and building trust. Appreciation is viewed as having eight aspects: a focus on what one has (“Have” focus), awe, ritual, present moment, self/social comparison, gratitude, loss/adversity and interpersonal appreciation. Although interventions to increase several aspects of appreciation have been successful, they have not been intended for, or implemented formally in the workplace. This paper briefly reviews research on appreciation, suggests possible applications to the workplace, argues that appreciation is an important factor in workplace well-being and success, and urges researchers to pursue this line of investigation. We also argue that although spirituality and appreciation have many points of commonality and are likely involved in a process of reciprocal causality, it is most productive for research endeavors at this point to view them as distinct constructs. Research is needed to determine the most effective ways to express appreciation in the workplace and the most effective organizational and individual workplace interventions to foster appreciation and manifest spirituality. Appreciation may help employees feel valued, unleashing their intrinsic motivation and desire to excel and to help others, including customers, supervisors or peers. This would be good for them and for their employer. At the systems level, what organizational structures, procedures and practices promote spirituality and appreciation, which then foster important organizational outcomes? And finally, research is needed to assess the joint and unique effects of appreciation and spirituality on business outcomes, at the individual employee level and at the levels of the work team, unit and overall company.

The Neglected Ethical and Spiritual Motivations in the Workplace

“…As we mentioned above, there is a growing literature suggesting that there is a spiritual reality as well as a moral one to people's lives, and that this reality affects individuals in the workplace in a variety of ways (Argandoña, 2011;Dukerich et al, 2000;Fagley and Adler, 2012;Karakas, 2010;King, 2006;Li, 2012;Mitroff and Denton, 1999;Rubenstein, 1987;Smith, 2000). In his literature review on spirituality at work, Karakas (2010) highlights the shift in management from an economic focus to a balance of profits, quality of life, spirituality, and social responsibility concerns, a shift from a self-centeredness to interconnectedness, a shift from self-interest service to service and stewardship, and a change from materialistic to a spiritual orientation.…”

“…However it seems there is a "major transformation" in organizations making room for the spiritual dimension, searching for meaning, purpose and a sense of community (Ashmos and Duchon, 2000). This act of finding positive value and meaning in work is a form of spirituality (Fagley and Adler, 2012). Therefore, this is an area of human behavior that demands dialogue and mutual understanding between psychology and theology.…”

“…Transcendental meditation and the search for positive mental health is a clear example of this kind of spirituality. These two conceptions of spirituality do not necessarily imply any religious affiliation (Fagley and Adler, 2012;Gotsis and Kortezi, 2002).…”

“…Such an omission seems odd, since a growing literature today advocates for moral and spiritual principles guiding people's lives (Fagley and Adler, 2012;Folger and Salvador, 2008;Mitroff and Denton, 1999;Rubenstein, 1987;Smith, 2000).…”

Working with children with special needs in Finnish kindergartens: Professionals and/or specialists?

“…We are convinced that perceived appreciation is not just something externally given; rather is acquired and learnt in the course of working life. As Fagley and Adler (2012) argue it is not a static state or inherent unchangeable character; instead, appreciation can be taught and learnt. In this sense, it is important to realize that ECPs are not passive actors who wait to be appreciated and valued by their surrounding community; instead they may impact themselves on their perceived appreciation.…”