Improving Organizational Citizenship Behavior through Spirituality and Work Engagement

Abstract

Abstract:The focus of previous studies on predictors of organizational citizenship behavior has been on individual, organizational and task characteristics as well as leadership behaviors. Despite the greater focus of previous studies on individual characteristics, little is known about the potential effect of spirituality on organizational citizenship behavior. Using the work engagement model and results from previous empirical studies, a framework was developed to examine the effect of workplace spirituality on organizational citizenship behavior through work engagement as the mediator. It is expected that workplace spirituality will have positive effects on organizational citizenship behavior and work engagement and work engagement will positively affect organizational citizenship behavior. According to the framework, when employees experience workplace spirituality, their engagement in work roles will be enhanced and they will be more likely to engage in citizenship behavior. The significance of this paper is that it offers a framework as well as hypotheses that could be tested and the framework implies that organizations should establish climates that are spiritually-rich, recognizing the potential predictive ability of workplace spirituality on organizational citizenship behavior and work engagement.

Positive Supervisor Behaviors and Employee Performance: The Serial Mediation of Workplace Spirituality and Work Engagement

“…Both workplace spirituality and work engagement refer to a sense of entirety and completeness: workplace spirituality posits that employees express their whole inner self at work ( Milliman et al, 2003 ; Duchon and Plowman, 2005 ), work engagement requests the simultaneous investment of the physical, cognitive, and emotional self ( Kahn, 1990 ). Despite the similarities, much evidence found workplace spirituality to be an antecedent of work engagement ( Kolodinsky et al, 2008 ; Ahmad and Omar, 2015 ; Petchsawang and McLean, 2017 ; Hunsaker, 2018 ; van der Walt, 2018 ; Hua et al, 2019 ; Lizano et al, 2019 ; Baker and Lee, 2020 ). The more organizations are oriented toward the fulfillment of spiritual needs, the more easily they can engage employees in work ( Jurkiewicz and Giacalone, 2004 ).…”

Emotional Intelligence and Extra-Role Behavior of Knowledge Employees: Mediating and Moderating Effects

“…JS positively influences OCB, and the relationship between JS and OCB is stronger than that between JS and employee in-role performance (Organ & Lingl, 1995;Organ & Ryan, 1995). Additionally, WE positively influences employee OCB (Ahmad & Omar, 2015;Ariani, 2013;Babcock-Roberson & Strickland, 2010). Per the notion of OCB and CWB, we may expect that JS and WE are predictors of CWB.…”

Case Study of Workplace Spirituality on Organizational Commitments among University Members in Malaysia

“…Based on the recent past studies (Ahmad & Omar, 2015;Ke & Deng, 2018;Ghani, Abdullah & Allah, 2018), there are an increasing attention from the researchers to examine the workplace spirituality in the organization. This research study seeked to study the influences of workplace spirituality (Allen & Meyer , 2000) on organizational commitments among university members in Malaysia.…”