Workplace Spirituality and Job Satisfaction: Exploring Mediating Effect of Organization Citizenship Behaviour

Abstract

This decade witnesses renewed interest in research studies on workplace spirituality (WSP). The present research investigates the relationship between WSP and job satisfaction (JS) with the help of two approaches. First, with the help of necessary condition analysis (NCA), it is explored that whether WSP is a necessary condition for the occurrence of JS. Second, the mediation effect of organizational citizenship behaviour (OCB) in association amid WSP and JS is examined using Baron and Kenny’s (1986) technique of mediation analysis. A sample of 194 managers working in insurance companies is collected for the study. The study reports a positive correlation between all three variables of the study. Further, WSP does not come out as a necessary condition for JS. A partial mediation effect of OCB is reported. Practical implications and limitations are also discussed in the article.

Workplace Spirituality as a Mediator to Individual Spirituality and Organizational Performance in a Hospitality Business: An Evidence from Hotel X, Clarkfield, Angeles City, Pampanga, Philippines

“…In Garg (2017), workplace spirituality is a necessary condition to explain the aforementioned variables. Also, there is a positive correlation between organizational citizenship behavior, workplace spirituality and job satisfaction in a workplace environment (Garg, Punia & Jain, 2019). Further Garg (2020) discussed that workplace spirituality was also found to be a necessary condition for organizational performance.…”

The Mediating Effect of Job Satisfaction on the Impact of Organizational Spirituality on Job Performance

“…In other words, we can say that teachers' job satisfaction and performance are high, and their organizational spirituality is high. Similarly, there are many studies in the literature that study these variables and conclude that there are positive relationships between them (Garg, Punia, & Jain, 2019;Belwalkar, Vohra, & Pandey, 2018;Bilgin, 2019;Köroğlu, 2011;Nergiz). & Yilmaz, 2016;Yazicioglu, 2010;Fanggidaea, Suryanab, Efendi & Hilmianad, 2016;Yazicioglu, Karakoç, 2018;Inuva, 2016;Khan, Nawaz, Aleem & Hamed, 2011;Christen, Iyer and Soberman, 2006;Alamdar, Mohammed, Mohammed and Wasim, 2011;Pushpakumari, 2008, Hunter, 2019Karakas, 2010;Komala and Ganesh, 2007;Giacalone & Jurkiewicz, 2003;Petchsawang & Duchon;2012 ;Albuquerque, Cunha, Martins, & Brito 2014;Javanmard, 2012;Hunter, 2019 ;Belwalkar & Vohra 2016).…”

Gratitude and leadership in higher education institutions

“…Ritzenhöfer et al (2017) studied the influence of two positive emotions, namely, pride and gratitude, measured as dispositional tendencies, on organizational leaders with respect to the pro-social behaviors exhibited by them (social justice and altruism). Apart from concluding that grateful leaders recognize the contributions of others while attributing success, the findings of the study also indicated that leaders possessing grateful emotion toward organizational members could regulate their self-pride and hence could ably focus on the well-being of others (Garg, 2017a;Garg et al, 2019). The author posited that a leader's ability to balance self-interests with the organizational interests could be enhanced by a grateful outlook.…”