A Synergistic Model for Developing a Committed Workforce in Dynamic Organizations
DOI:
https://doi.org/10.37134/mrj.vol6.5.2017Keywords:
dynamic organizations, spiritual integration, learning organization practices, organizational commitmentAbstract
Organizations today are transforming fast to strategically adapt with the changes in the external environment. The paradigms of organizational cultures have thus expanded to embrace those factors that have evolved in response to organizational changes. This study argued that spiritual and learning organization practices are elementary and implicit part of organizational culture of such dynamic organizations. Therefore, such practices may better explain the very nature of individual’s psychological attachment with a dynamic workplace. This study seeks empirical evidence from previous studies and proposed a conceptual framework explaining how learning organization practices and spiritual integration at work contributes towards organizational commitment. The framework will also seek possible connection of learning organization and spiritual integration at work as both constructs have been evolving separately with less attention on how they can be related. This study discussed the practical implications and suggests future directions to elaborate as well as to refine the proposed model.
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References
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Carmeli, A., & Gittell, J. H. (2009). High qualityrelationships, psychological safety, and learning from failures in work organizations. Journal of Organizational Behavior, 30(6), 709-729.
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Chia C. M. (2012). The influence of workplace spirituality on motivations for earnings management: A study in Taiwan’s hospitality industry. Journal of Hospitality Management and Tourism, 3(1), 1-11.
Daniel, J.L. (2010). The effect of workplace spirituality on team effectiveness. Journal of Management Development, 29(5), 442-456.
De Villiers, W. A. (2008). The learning organisation: validating a measuring instrument. Journal of Applied Business Research (JABR), 24(4),11-22.
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Ionuþ-Cosmin, B. (2009). The role of learning organization in knowledge management process.Revista Tinerilor Economisti (The Young Economists Journal),1(10), 95-104.
Joo, B. K. B., & Park, S. (2010). Career satisfaction, organizational commitment, and turnover intention: the effects of goal orientation, organizational learning culture and developmental feedback.Leadership & Organization Development Journal,31(6), 482-500.
Kolodinsky, R. W., Giacalone, R. A., & Jurkiewicz, C. L. (2008).Workplace value and outcomes: exploring personal, organizational, and interactive workplace spirituality. Journal of Business Ethics, 81(2), 465–480.
Mahoney,J.,& Graci,G. M. (1999). The meanings and correlates of spirituality: suggestions from an exploratory survey of experts.Death Studies,23(6), 521-528.
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Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment.Human Resource Management Review,1(1), 61-89.
Miller, V. (2000). Meaning, purpose, and connection: spirituality in a learning society. Vimukt Shiksha, Unfolding Learning Societies: Challenges and Opportunities.Retrieved from
http://www.swaraj.org/shikshantar/ls1_miller.pdf.
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Mubarak, R. Z., Wahab, Z., Khan, N. R. (2012).Faculty retention in Higher Education Institutions of Pakistan,Journal of Theories and Research in Education, 7(2), 1-14.
Naqvi, S. A. H., Hashmi, M. A., Raza, S. A., Zeeshan, A., & Shaikh, F. M. (2011). Impact of supportive leadership and organizational learning culture as a moderator on the relationship of psychological empowerment and organizational commitment.Australian Journal of Business and Management Research, 1(8), 65-71.
Nasina, M.D., & Koh P.P.(2011). The workplace spirituality and affective commitment among auditors in big four public accounting firms: does it matter?Journal of Global Management,2(1), 216-226.
Pawar, B. S. (2008). Two approaches to workplace spirituality facilitation: acomparison and implication. Leadership & Organization Development Journal, 29(6), 544–567.
Pawar, B. S. (2009). Workplace spirituality facilitation: acomprehensive model. Journal of Business Ethics, 90(3), 375–386.
Pfeffer, J.(2010). Business and the spirit: management practices that sustain values. InGiacalone, R.A.&Jurkiewicz, C.L.(Ed.s). Handbook of workplace spirituality and organizational performance. Armonk, NY: M. E. Sharpe.
Rego, A., & Cunha, M. P. (2008). Workplace spirituality and organizational commitment: an empirical study.Journal of Organizational Change Management,21(1), 53-75.
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Random House.
Ulrich, D., Jick, T., & Von Glinow, M. A. (1993). High-impact learning: Building and diffusing learning capability.Organizational dynamics,22(2), 52-66.
Underwood, L. G. (2011).The daily spiritual experience scale: overview and results.Religions, 2(1), 29-50.
Wahba, M. (2013). Learning organization practices impact on employee's organizational commitment: an applied study on ASSTMT employees. World Review of Business Research, 3(4),14-26.
Watkins, K. E., & Marsick, V. J. (1996). In action: Creating the learning organization. Alexandria,VA: ASTD.
Affeldt, D. L., & MacDonald, D. A. (2010). The relationship of spirituality to work and organizational attitudes and behaviorsin a sample of employees from a health care system. Journal of Transpersonal Psychology, 42(2), 192.
Altaf, A.,& Awan, M. (2011). Moderating affect of workplace spirituality on the relationship of job overload and job satisfaction. Journal of Business Ethics, 104(1), 93-99.
Armstrong, A., & Foley, P. (2003). Foundations for a learning organization: organization learning mechanisms. The learning organization, 10(2), 74-82.
Atak M.(2011). A research on the relationbetween organizational commitment and learning organization. African Journal of Business Management5(14), 5612-5616.
Azeem, S. M. (2010). Job satisfaction and organizational commitment among employees in the Sultanate of Oman.Psychology,1(4), 295-300.
Balay, R. (2012). Effect of learning organization perception to the organizational commitment: acomparison betweenprivate and public university.Educational Sciences: Theory and Practice,12(4), 2474-2486.
Carmeli, A., Brueller, D., & Dutton, J. E. (2009). Learning behavioursin the workplace: The role of high‐quality interpersonal relationships and psychological safety.Systems Research and Behavioral Science,26(1), 81-98.
Carmeli, A., & Gittell, J. H. (2009). High qualityrelationships, psychological safety, and learning from failures in work organizations. Journal of Organizational Behavior, 30(6), 709-729.
Carroll, M.M. (1998). Social Work's Conceptualization of Spirituality. InCanda, E.R. (Ed.). Spirituality in Social Work: New directions directions(pp. 1-13). Binghamton, NY: Haworth Pastoral.
Chamiec-Case, R. (2009). Developing a scale to measure social workers' integration of spirituality in the workplace. Journal of Religion & Spirituality in Social Work: Social Thought, 28(3), 284-305.
Cherati, H., Mahdavi, I. (2013).The mediating role of job satisfaction between spiritual intelligence and organizational commitment. International Journal of Research in Organizational Behavior and Human Resource Management, 1(1), 1-11.
Chia C. M. (2012). The influence of workplace spirituality on motivations for earnings management: A study in Taiwan’s hospitality industry. Journal of Hospitality Management and Tourism, 3(1), 1-11.
Daniel, J.L. (2010). The effect of workplace spirituality on team effectiveness. Journal of Management Development, 29(5), 442-456.
De Villiers, W. A. (2008). The learning organisation: validating a measuring instrument. Journal of Applied Business Research (JABR), 24(4),11-22.
Dirani, K. M. (2009). Measuring the learning organization culture, organizational commitment and job satisfaction in the Lebanese banking sector.Human Resource Development International,12(2), 189-208.
Deshpande, A. (2012).Workplace spirituality, organizational learning capabilities and mass customization: anintegrated framework. International Journal of Business and Management, 7(5), 3-18.
Dodgson, M. (1993). Organizational learning: areview of someliteratures.Organization Studies,14(3),375-394.
Fry, L. W., & Matherly, L. L. (2007). Workplace spirituality, spiritual leadership and performance excellence. In Rogelberg, S. G. (Eds.), Encyclopedia of Industrial and Organizational Psychology. SanFransico: Sage Publications.
Garvin, D. A. (1993).Building a learning organization. Harvard Business Review, 71(4), 78-91.
Garvin, D., Edmondson, A. C., & Gino, F. (2008). Is yours a learning organization. Harvard Business Review,86(3),109-116.
Geh, E. & Tan, G. (2009): Spirituality at work in a changing world: managerial and research implications. Journal of Management, Spirituality & Religion, 6(4), 287-300.
Giacalone, R.A., & Jurkiewicz, C.L. (2010). The science of workplace spirituality. In R.A. Giacalone & C.L. Jurkiewicz (Eds.).Handbook of workplace spirituality and organizational performance(pp. 3–26). Armonk, NY: M. E. Sharpe.
Gotsis, G., & Kortezi, Z. (2008). Philosophical foundations of workplace spirituality:acritical approach. Journal of Business Ethics, 78 (4), 575-600.
Hardt, J., Schultz, S., Xander, C., Becker, G., & Dragan,M. (2012). The spirituality questionnaire: core dimensions of spirituality. Psychology, 3(1),116-122.
Hashim, J. (2012). Spirituality, integrity and counterproductive work behaviours among employees of selected Islamic organisations in malaysia.Business and Management Review, 2(10),14-27.
Ionuþ-Cosmin, B. (2009). The role of learning organization in knowledge management process.Revista Tinerilor Economisti (The Young Economists Journal),1(10), 95-104.
Joo, B. K. B., & Park, S. (2010). Career satisfaction, organizational commitment, and turnover intention: the effects of goal orientation, organizational learning culture and developmental feedback.Leadership & Organization Development Journal,31(6), 482-500.
Kolodinsky, R. W., Giacalone, R. A., & Jurkiewicz, C. L. (2008).Workplace value and outcomes: exploring personal, organizational, and interactive workplace spirituality. Journal of Business Ethics, 81(2), 465–480.
Mahoney,J.,& Graci,G. M. (1999). The meanings and correlates of spirituality: suggestions from an exploratory survey of experts.Death Studies,23(6), 521-528.
Marschke, E, Preziosi, R., & Harrington, W. J. (2009). Professionals and executivessupport a relationship between organizational commitment and spirituality in the workplace.Journal of Business and Economics Research, 7(1), 33-48.
Marschke, E. B. (2008). A comparative study: Do corporations that embrace spirituality inthe workplace encourage desired organizational outcomes?Nova Southeastern University). Retrieved from ProQuest Dissertations and Theses. (114-n/a).
http://search.proquest.com/docview/304810003?accountid=13155. (304810003).
Massingham, P., & Diment, K. (2009). Organizational commitment, knowledge management interventions, and learning organization capacity.The Learning Organization, 16(2), 122-142.
Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment.Human Resource Management Review,1(1), 61-89.
Miller, V. (2000). Meaning, purpose, and connection: spirituality in a learning society. Vimukt Shiksha, Unfolding Learning Societies: Challenges and Opportunities.Retrieved from
http://www.swaraj.org/shikshantar/ls1_miller.pdf.
Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizationalcommitment. Journal of Vocational Behavior, 14(2), 224-247.
Mubarak, R. Z., Wahab, Z., Khan, N. R. (2012).Faculty retention in Higher Education Institutions of Pakistan,Journal of Theories and Research in Education, 7(2), 1-14.
Naqvi, S. A. H., Hashmi, M. A., Raza, S. A., Zeeshan, A., & Shaikh, F. M. (2011). Impact of supportive leadership and organizational learning culture as a moderator on the relationship of psychological empowerment and organizational commitment.Australian Journal of Business and Management Research, 1(8), 65-71.
Nasina, M.D., & Koh P.P.(2011). The workplace spirituality and affective commitment among auditors in big four public accounting firms: does it matter?Journal of Global Management,2(1), 216-226.
Pawar, B. S. (2008). Two approaches to workplace spirituality facilitation: acomparison and implication. Leadership & Organization Development Journal, 29(6), 544–567.
Pawar, B. S. (2009). Workplace spirituality facilitation: acomprehensive model. Journal of Business Ethics, 90(3), 375–386.
Pfeffer, J.(2010). Business and the spirit: management practices that sustain values. InGiacalone, R.A.&Jurkiewicz, C.L.(Ed.s). Handbook of workplace spirituality and organizational performance. Armonk, NY: M. E. Sharpe.
Rego, A., & Cunha, M. P. (2008). Workplace spirituality and organizational commitment: an empirical study.Journal of Organizational Change Management,21(1), 53-75.
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Random House.
Ulrich, D., Jick, T., & Von Glinow, M. A. (1993). High-impact learning: Building and diffusing learning capability.Organizational dynamics,22(2), 52-66.
Underwood, L. G. (2011).The daily spiritual experience scale: overview and results.Religions, 2(1), 29-50.
Wahba, M. (2013). Learning organization practices impact on employee's organizational commitment: an applied study on ASSTMT employees. World Review of Business Research, 3(4),14-26.
Watkins, K. E., & Marsick, V. J. (1996). In action: Creating the learning organization. Alexandria,VA: ASTD.
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Published
2017-10-22
How to Cite
Mubarak, R. Z., Awang, M., & Yusof, R. (2017). A Synergistic Model for Developing a Committed Workforce in Dynamic Organizations. Management Research Journal, 6, 50–58. https://doi.org/10.37134/mrj.vol6.5.2017
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