Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
Impact of Workplace Spirituality/Mysticism on Job Involvement of
Employees in Hospitality Sector of Pakistan
Anmole Jamshaid Ali
The research project is mainly about finding impact of workplace spirituality/mysticism
on job involvement of employees in hospitality sector of Pakistan. In this study, I have
taken five dimensions of workplace spirituality/mysticism which are team’s sense of
society, alliance among organizational and individual principles, sense of role to society,
sense of gratification at work and opportunities for inner life I collected data by using
“Survey Method”. I selected 3 Hotels; 1 from Rawalpindi and 2 from Islamabad and
gathered data. Questionnaires were used to collect the data. . I used Kanungo’s tool for
measuring job involvement of employees. Data was later analyzed using linear
regression and correlation. Outcome showed that Team’s sense of society, alliance
between individual and organizational principles and opportunities for inner life are the
most significant factors that impacts job involvement of employees in hospitality sector
of Pakistan. Sense of gratification at work and sense of role to society were found to be
least effective in impacting job involvement of employees. Overall outcome emphasized
the significance of workplace spirituality/mysticism and showed that organizations
especially hotels can increase job involvement of their employees by focusing on divine
growth of their employees.
1. Introduction
This research paper aims to focus on relationship between workplace spirituality/mysticism and job
involvement of employees. More specifically I will find impact of five dimensions of workplace
spirituality/mysticism on job involvement of employees in hospitality sector of Pakistan. If we compare
the working environment of today‟s era with past like twenty years back, we will find a huge difference
in approach of people. In the past people were mainly concerned with handsome pays. Employees
felt satisfied with their heavy schedules if incentives were high. Taylor theory also explained this
factor that people gets motivated mainly by high pays. But today pay or incentives does not give
surety that people will get fully involved in their jobs. Main trend was that most of people were
unconcerned about culture of organization. They believed that tasks at job environment are not
influenced by other thus most the employees work in order to compete others. But as the time goes
on, people came to realize importance of team work, collaboration of employees and they came to
know that only good post and pays are not enough in workplace. Rather inner life of employees is
significant too. Focus has shifted from incentives to working culture and environment. Means now
employees prefer to work in organization where they themselves as a part of that organization or
where they feel that their values are aligned with organizational culture. Workplace
spirituality/mysticism has realized its importance in an organization for the last some years.
Humans go through various psychological states in their life, and nowadays most of the people feel
discontented on what they have. Real contentment is something one cannot buy. Real satisfaction
can be attained by helping others. Unfortunately most of us are engaged in getting edge over others
and making our lives better. In the short run they may give us satisfaction but in the long run that
leads to feelings like depression and competition. Organizations need to reduce such feelings among
their employees. They can reduce such competitiveness by introducing spiritual practices in the
_________________________________________________________________________________________________
Anmole
Jamshaid
Ali,
Department
of
Business
Administration,
Air
University,
Pakistan.
Email:
anmole.jamshad@hotmail.com
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
workplace so that employees move beyond self-centered approach. If organizations focus on
introducing such practices, employees would have opportunity to grow themselves from inside too
and those practices will make them think in a broader way. Secondly those practices may leads to
such bonding between employees that they prefer to work in collaboration with each other rather than
competition.
Second factor is that most of the organizations now realize that employees can work effectively in flat
structured environment . Researches indicate that organizations that create such an environment
where employees have certain degree of freedom and they are empowered relate themselves better
to the workplace (Catlette and Hadden; 1998, Channon; 1992, Hawley; 1993, Catlette and Hadden;
1998).
Spirituality/mysticism was found to be negatively related to stress at work (Atkins; 2007), depression
(Robertson; 2007 and Yoshioka; 2007). Landis found a relationship between spirituality/mysticism
and psychosocial adjustment. In the study of Markow and Klenke (2005), organizational commitment
was found to be positively related with personal meaning profile and work as calling but negatively
associated to intention to quit. Organizational spirituality/mysticism with job satisfaction was found to
be positively related (Van der Walt; 2007). In relating spirituality/mysticism with performance
indicators, McGeachy (2001) posited that personal fulfillment led to outstanding performance which
resulted into organizational financial success. As regards academic performance, the role of
spirituality/mysticism was confirmed in improving academic performance of college and university
students (Reyes; 2006 and Bohr; 2007).
Although many researchers have come up with concept of spirituality/mysticism in their researches
but this paper aims to focus on observing impact of workplace spirituality/mysticism on job
involvement of employees particularly while studies in the past were focusing mainly on its impact on
organizational commitment and satisfaction. So this research will fill that gap by introducing a new
variable
Research Question
“To find impact of five dimensions of Workplace Spirituality/mysticism that are Team’s sense of
society, Alliance between individual and organizational principles, Sense of gratification at work,
Sense of role to society and Opportunities for inner life on job involvement of employees in hospitality
sector of Pakistan.”
2. Literature Review
Workplace spirituality/mysticism
Lot of research has been done in the past regarding workplace spirituality/mysticism. However
different authors come up with their own definitions and explanations. Spirituality/mysticism has been
defined by authors in various ways in the past. Legere says that spirituality is an effort to understand
meaning of life. Spirituality was defined by Conger and Associated as experience of going beyond
self-interest. Ashmos and Duchon define it as living a meaningful life in context of community.
McClain and BreitBart defined it as understanding ultimate values of life. Marques defined it as feeling
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
of trust and interconnected between employees through goodwill which leads to their enhanced
performance.
When an organization understands about importance of their inner life and growth of inner life, it
depends upon how well they deal with other members of society that refers to workplace spirituality
(Ashmos and Duchon; 2000). Other definition of workplace spirituality/mysticism is that when
organization provides employees with such an environment that they feel sense of completion and
happiness in their life and feel themselves as a part of that community (Giacalone and Jurkiewics;
2003). Mitroff explained concept of workplace spirituality/mysticism as the situation when employees
make every effort to find real purpose of their life (Cavanagh; 1999). Spirituality/mysticism is a need
of every individual and we cannot negate importance of this in our lives (Hart and Brady 2005). When
people perceive that their workplace is supporting them in terms of satisfying their spiritual needs,
they will be more devoted to organization (Armenio Rego; 2007)
It is important to understand that for some people spirituality/mysticism at work involves a religious
meaning while for others it does not (Neck and Milliman; 1994). One of the contradictions in this
concept is that many authors consider spirituality/mysticism as connected to religion of an individual.
However some others explained it as concept beyond boundaries of religion. Labbs explained it as
something that is very flexible and that cannot be imposed on any individual and thus he doesn‟t feel
any association between workplace spirituality/mysticism and religion (1995). One author explained it
as something that is based on standards and philosophies of an individual and that may not be
necessarily linked to religion and it‟s a much broader concept regardless of any boundaries (Mitroff
and Denton; 1999). Although there may be some characteristics common between religion and
spirituality/mysticism however religion contains an additional dimension of theological structure that is
restrictive, while spirituality/mysticism cannot be restrictive (Davis Kerr and Kurpius; 2003).
Human beings are rational, but also emotional and spiritual. They have a mind, but also Spiritual
needs and that spiritual development are essential for their mental development (Ashmos and
Duchon; 2000, p. 136). Pava (2003) argued that all human activities are spiritual to some extent.
Organizations that don‟t realize importance of spirituality/mysticism for their employees are usually
unsuccessfully in satisfying their employees. Each individual has his different experience of
spirituality/mysticism and all of them nourish it differently. If an organization allows their employees to
satisfy their spiritual needs in that workplace, it is highly possible that employees will bring their heart,
mind and soul to that job thus resulting in individual and organizational benefits. (Armenio Rego).
Garcia-Zamor (2003) put emphasis on bringing spirituality/mysticism into the workplace to create a
different organizational culture in which the employee would be more satisfied and would have an
improved performance. Also, he remarked, “in a more humanistic environment, employees are more
creative and have higher morale” (p. 362).
Some authors claim that spiritual growth is important due to the fact that work has become
increasingly important in employees‟ life nowadays (Conger; 1994; Burroughs and Eby; 1998;
Jurkiewicz and Giacalone; 2004). Workplace spirituality/mysticism is kind of remedy for the “ills of
modern management” (Brown; 2003, p. 396) and a way to enhance the trust between employer and
employee, that have been lost due to practices that go along with the huge processes of downsizing,
the abuses of workers and other actions that get through psychological contracts (Jurkiewicz and
Giacalone; 2004). Some authors claim that spirituality/mysticism contributes to organizational better
performance (Milliman et al; 1999; Benefiel; 2003b; Giacalone and Jurkiewicz, 2003; Sanders III et
al., 2003; Garcia-Zamor; 2003; Jurkiewicz and Giacalone; 2004).
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
Job involvement
Job involvement is an inner belief of a person where he identifies himself with the job (Kunango;
1982). Employees that are fully involved in their jobs better relate themselves with the job. Past
results show that highly involved employees are more likely to stay with their organization for the long
time than others (Kahn, 1990; Kanungo, 1979; Lawler, 1986; Pfeffer, 1994). Job involvement has a
direct link with motivation of employees (Bashow and Grant; 1994). Conversely low involved
employees are more likely to leave organization early and engage in various unnecessary activities
(Kanungo; 1979, p. 133). When an individual feel that his values are aligned with his workplace, he
gets more involved in job (Ramsay; 1995). Job involvement is an employee‟s belief about how much
his job gratifies his needs makes them motivated for work. (Hackett; 2001). High job involvement of
an employee leads towards his significant contribution to company goals and self-determination
(Ramsay 1995, Blau and Boal; 1987). One of the most important requisite for involving employees in
their jobs is by recognizing their needs (Kanungo; 1982). Consistent with this Brown also suggests
that by fulfilling needs of employees, they get involved in their jobs more (1996). One of the
definitions of job involvement is the degree to which an individual is concerned with and engaged in
his current job. (Paulley; 1994).when an employee put effort towards achievement of his self-respect,
prestige and self-esteem, that leads to job involvement (Allport; 1943This study adopts Kanungo
definition of job involvement as the cognitive state of an individual‟s psychological identification with
the job (Igbaria et al; 1994).
Individuals with high levels of both job involvement are the most motivated to go to. Individuals with
low levels of job involvement should be the least motivated. Both highly motivated and non-motivated
employees may miss their work for many reasons. (e.g., illness, ritual holidays, vacation time, and
transportation problems). However, highly motivated employees do not miss work or come late for
lame reasons. Individuals with higher levels of job involvement and organizational commitment are
likely to exhibit less excuses as compared to individuals with lower levels of job involvement and
organizational commitment (Blau; 1986 and Blau & Boal; 1987).
Most of the theorists hypothesized that highly involved employees in jobs are less likely to quit their
jobs as compared to less involved employees (Kahn 1990; Kanungo 1979; Lawler; 1986). More
involved employees feel more competent and successful at work, because they believe that their
personal and organizational goals are aligned, and tend to attribute positive work outcomes to their
internal and personally controllable factors (Chi Shun Liou; 2009). Job involvement is the degree of
daily engagement a worker experiences in his tasks. In addition, job involvement is about extent to
which person‟s job involvement depends on his or her work efficiency. Job involvement is also
defined as “a description of the present job and tends to be a function of how much the job can satisfy
one‟s present needs” (Kanungo; 1982, p. 342
Authors also found that employees behavior are consequences of job involvement, thus job
involvement has an impact on employees motivation too. People who perform different types of tasks
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
at work feel more involved in jobs than others, Brown (1996), citing Lawler (1986), Kahn (1990), and
Pfeffer (1994), more involved employees are more likely to be committed to organization and less
interested in leaving (Tor Guirmaraes). However some researches also say that job involvement is
something that cannot be developed because it is a personal characteristic (Dubin; 1956; Rabinowitz
and Hall; 1977). Employees perform task in their jobs according to their moral character and sense of
responsibility regardless of external factors (Rabinowitz and Hall; 1977, p. 267).
Findings in the past
Workplace spirituality/mysticism is a source of providing intrinsic motivation to employees and that
motivation results in higher involvement of employees in their work (Fry; 2003). This research of Fry
shows that workplace spirituality/mysticism dimensions should be positively related to job involvement
of employees. Fry (2003) suggests a positive association between spiritual survival (sense of
meaning and society) and task involvement. Milliman research (2003) also shows positive association
between meaningful work and society with job involvement. This study has also taken three variables
as Milliman took so its results will further reliability and extends Milliman work. Another research
shows that positive organizational purpose leads to higher emotional engagement and thus should
have positive relationship with job involvement (Milliman 1999). Mc Geachy (2001) found that
personal fulfillment leads to better performance of individuals thus resulting into financial success of
organization. Another study suggests that when employees get spirituality/mysticism involved in their
organizational cultures, they feel more content as compared to those employees whose
spirituality/mysticism has been ignored or theyfaced disdespectful attitude in their workplace (Tischler
et al; 2002; Garcia-Zamor; 2003; Jurkiewicz and Giacalone; 2004; Gavin and Mason; 2004; Gull and
Doh; 2004; Duchon and Plowman; 2005)
Current study focus
In this research paper I have followed definitions of Ashmos and Duchon that workplace
spirituality/mysticism is something that plays a significant role in enhancing growth of an individual
from inside and increases sense of connectedness to the society. “People wish to experience sense
of purpose and meaning at work, as well as a sense of connection with other people and their work
community” (Ashmos and Duchon; 2000). In the current research, my focus will be on determining
how people get involved in their jobs when they perceive their organization in light of five dimensions
of workplace spirituality/mysticism. For this purpose I have followed dimensions which are considered
as the most important ones by Milliman 2003 and Duchon and Plowman 2005. This study will extend
the research of Milliman who found support for three most important variables that are meaningful
work, sense of society and alliance of values. These five dimensions were used by Armenio Rego in
study regarding impact of workplace spirituality/mysticism on organizational commitment of
employees in 2007. I am following Kanungo definition of job involvement in this research paper which
is Job involvement is an inner belief of a person where he identifies himself with the job (Kanungo;
1982) means employees that are fully involved in their jobs define themselves with the job. For
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
measuring job involvement of employees I have adopted 23 item Kanungo (1982) scale developed by
Karacaoglu (2005), to find out the level of job involvement.
3. Methodology (Research Design)
In the current study, I am using “Survey Method” for collecting data from employees. This is a
“hypothesis testing study”.
For collecting data in this particular study, I distributed questionnaires to the sample. I did not develop
a new questionnaire for gathering data rather I adopted a questionnaire for measuring relationship
between different dimensions of workplace spirituality/mysticism with job involvement of employees. I
have adopted Kanungo‟s tool for measuring job involvement of employees and Armenio Rego‟s scale
for measuring five dimensions of workplace spirituality/mysticism.
Convenient sampling technique was used for collecting data. Population consists of all hotels in
Pakistan and results will be generalized in all the hotels of Pakistan. Out of all the hotels in
Rawalpindi and Islamabad, 3 were selected randomly which were Pearl Continental Hotel (RWP),
Serena Hotel (Islamabad), and Marriot Hotel (Islamabad). Total number of questionnaires which were
distributed to the employees of hotel was 120 in this study. 40 questionnaires were distributed in each
one of these hotels. Prerequisite for filling this questionnaire was that employee must have spent at
least 2 years in the current hotel. Response rate was 83.3% and I got 100 filled questionnaires after
survey.
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
Dimensions of Workplace
Spirituality/mysticism
Team’s sense of
society
Alliance between
org, & Ind. values
Sense of role to
society
Job
Involvement
of
employees
Sense of
gratification at
work
Opportunities for
inner life
Different hypothesis which were meant to be tested in this study are:
H1o: Workplace spirituality/mysticism dimension of Team‟s sense of society has no impact on job
involvement of employees
H1: Workplace spirituality/mysticism dimension of Team‟s sense of society has a significant impact on
job involvement of employees.
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
H2o: Workplace spirituality/mysticism dimension of Alliance between organizational and individual
values has no impact on job involvement of employees.
H2: Workplace spirituality/mysticism dimension of Alliance between organizational and individual
values has a significant impact on job involvement of employees.
H3o: Workplace spirituality/mysticism dimension of Sense of role to society has no impact on job
involvement of employees.
H3: Workplace spirituality/mysticism dimension of Sense of role to society has a significant impact on
job involvement of employees.
H4o: Workplace spirituality/mysticism dimension of Sense of gratification at work has no impact on
job involvement of employees.
H4: Workplace spirituality/mysticism dimension of Sense of gratification at work has a significant
impact on job involvement of employees.
H5o: Workplace spirituality/mysticism dimension of opportunities for inner life has no impact on job
involvement of employees.
H5: Workplace spirituality/mysticism dimension of opportunities for inner life has a significant impact
on job involvement of employees.
Data analysis is carried out through SPSS software (SPSS Inc, 2000). I used different statistical
methods in order to inspect the data. These techniques were correlations analysis and regression
analysis to know the extent to which workplace spirituality/mysticism dimensions impact job
involvement of employees.
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
4. Findings
Demographic Details
N = 100
Missing = 0
Table 1: Demographics of respondents
Characteristics
Frequency
Percentage
Male
73
73%
Female
27
27%
25 – 35
49
49%
35 – 45
41
41%
45 above
10
10%
Below 5 years
40
40%
5 - 10 years
46
46%
Above 10 years
14
14%
Married
62
62%
Unmarried
38
38%
Gender
Age(Years)
Experience
Marital status
Table 1 reflects the demographic characteristics of the Hotel employees in selected hotels. Majority of the
respondents were male (73%) whereas females accounted for about 27% only. As regards age, about 49%
participants were between 25-35 years, 41% of employees were between 35 and 45 and 10% were above 45.
In terms of their experience in the current organization, 40% had below 5 years, 46% had experience in range
of 5 to 10 years and 14% had experience of above 10 years.
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
Descriptive statistics
N= 100
Table 2: Descriptive statistics
Variables
Mean
Standard Deviation
Team‟s sense of society
4.49
0.918
Alliance between individual 4.47
and organizational values
0.905
Sense of role to society
4.40
0.926
Sense of gratification at work
4.57
1.37
Opportunities for inner life
4.35
1.23
Overall index for Workplace 4.45
spirituality/mysticism
dimensions
0.842
Job involvement index
0.614
3.79
Table 2 shows the mean and standard deviation for all the variables. Response categories were coded in a
way that high score in section 2 shows high involvement in their jobs. Five point likert type scales was used in
section 3 of questionnaire. Where 1 stands for strongly disagree and 5 accounted for strongly agree. Overall
mean in job involvement index was 3.79 which show moderately high effect towards job involvement and
standard deviation was 0.614. These values show the highest mean for sense of enjoyment at work and lowest
mean for opportunities for inner life. Standard deviation is highest for sense of enjoyment at work that is 1.37
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
Correlation Analysis
Table 3: Inter correlation Matrix
1
2
3
4
5
6
7
8
9
10
1
Gender
-
2
Age
.052
-
3
Experience
-.032
.50**
-
4
Marital status
.127
-.099
-.4**
-
5
Team‟s sense of -.074
society
-.082
-.052
.07**
-
6
Alliance between -.04
individual
and
organizational
values
.058
.061
.065
.7**
-
7
Sense of role to -.047
society
-.021
-.09
.114
.69*
.70**
-
8
Sense
gratification
work
of .093
at
.047
-.013
.141
.50**
.54**
.5**
-
9
Opportunities
inner life
for -.109
-.004
.043
.003
.41**
.46*
.58*
.27
-
10
Overall Workplace -.036
spirituality/mysticis
m index
.005
.-01
.102
.81**
.84**
.7**
.5**
.5*
-
11
Job involvement -.026
Index
-.052
.044
.010
.73**
.74**
.6**
.4**
.7**
.68
**
**Correlation is highly significant at 0.01 level (p< 0.01)
*Correlation is significant at 0.05 level (p<0.05)
Relationship between team‟s sense of society and alliance between individual and organizational values is 0.7
means they have a strong relationship and they are directly related to each other and significance level is 99%.
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
Results shows that relationship exists between all dimensions of workplace spirituality/mysticism and job
involvement. However Magnitude of relationship between sense of gratification and job involvement index is
weak and magnitude of all other values is strong. Another important point is the high significance level. Overall
Results show that dimensions of workplace spirituality/mysticism have a significant and positive relationship
with job involvement. Magnitude of all dimensions except sense of gratification at work is above 0.5 which
shows their strong relationships with the dependent variable. In order to see impact of all dimensions on job
involvement, I have conducted regression analysis.
Linear Regression analysis
Table 4: Model Summary
Model
R
R Square
Adjusted
square
1
.834
.695
.679
R Std. error
estimate
of
.348
Table 5: ANOVA
Model
Sum
squares
Regression
25.99
Residual
Total
of Df
Mean square
F
Sig.
5
5.200
42.89
.000
11.39
94
.121
37.39
99
Dependent variable: Job involvement Index
Table 6: Coefficients
Model
Standardized
(Beta)
coefficients Sig.
Constant
-
0.000
Team‟s sense of society
0.75
0.002
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
Alliance between individual 0.71
and organizational values
0.014
Sense of role to society
0.196
0.11
Sense of gratification at work
0.105
0.141
Opportunities for inner life
0.653
0.10
Results obtained by executing stepwise regression are shown in table 4, 5 and 6. Value of adjusted R square
is 0.679 which shows that about 67.9% of variance in job involvement was accounted for by the five
dimensions of workplace spirituality/mysticism. Our independent variable predicts 67.9% change or impact in
dependent variable. This value shows the strength of model. As this value is very high, so our proposed model
is strong.
ANOVA table shows that our significance level is 0.000. Means if we conduct this study again then there will be
99% probability that we will obtain the same results. So significance level is very high. Table 8 shows the
standardized beta values and significance for each variable. Standardized beta values for each independent
variable predict impact of job involvement here.
Team‟s sense of society predicts strongest impact on job involvement of employees that is 75%. Opportunities
for inner life and alliance between individual and organizational values also predict strong impact that is 65.3%
and 71%. Sense of gratification at work and sense of role to society predicts least impact of 10.5% and 19.6%
on job involvement of employees.
If we look at the significance level, results for team‟s sense of society, alliance between values and
opportunities for inner life are highly significant. Impact of sense of gratification at work is least significant.
Accept or Reject Hypothesis
Scale for acceptance
For this particular study, I have chosen 90% as a significance level. Reasons behind choosing low percentage
are because of high risk of getting some wrong responses that may produce high deviation in the results.
Significance level for first variable is 0.002 which is very strong and acceptable under 95% scale so we may
accept our hypothesis H1 since this shows the strong significant impact.
H1: Workplace spirituality/mysticism dimension of Team‟s sense of society has a significant impact on job
involvement of employees.
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
Significance level for second dimension of alliance between organizational and individual values is 0.014 which
means results are significant on 95% scale; hence we may accept our hypothesis H2.
H2: Workplace spirituality/mysticism dimension of Alliance between organizational and individual values has
significant impact on job involvement of employees.
Significance level for sense of role to society is not significant that is 0.11 that is beyond scale of acceptance,
so we may not accept our hypothesis.
H3o: Workplace spirituality/mysticism dimension of Sense of role to society has no impact on job involvement
of employees.
Significance level for sense of gratification at work is 0.141 which shows that impact or significance of this
variable is least. So we may not accept this hypothesis.
H4o: Workplace spirituality/mysticism dimension of Sense of gratification at work has no impact on job
involvement of employees.
Last dimension is opportunities for inner life. Significance level for this dimension is 0.10. Hence impact of this
dimension is weak significant on job involvement of employees. So we may accept this hypothesis.
H5: Workplace spirituality/mysticism dimension of opportunities for inner life has significant impact on job
involvement of employees.
5. Conclusion
Based on these findings, it can be concluded that dimensions of the workplace spirituality/mysticism were
positively related with job involvement of employees. Further, only three dimensions were the one whose
impact was significant on job involvement of employees. Results showed that impact of sense of role to society
and sense of gratification at work was the least significant. This study showed that 1 unit change in team‟s
sense of society, Alliance between individual and organizational values and opportunities for inner life
contributes to 75% , 71% and 65.3% increase in job involvement of employees respectively. This finding helps
us to conclude that organizations can enhance concentration or involvement of their employees in hotel by
focusing on these dimensions. 1 unit change in sense of gratification at work and sense of role to community
predicts 10.5% and 19.6% changes in job involvement of employees. However the impact was not significant
for these two variables so there is a greater probability that we may get different results if we conduct research
again with respect to these two variables.
References
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
Arménio Rego, Miguel Pina-e-Cunha, (2008) “Workplace spirituality/mysticism and organizational commitment,
an empirical study.” Journal of Organizational Change Management, Vol. 21 Iss: 1 pp. 53 – 75
Muhammad Ehsan Malik and Basharat Naeem, (2010) “Role of spirituality/mysticism in job satisfaction and
organizational commitment among faculty of institutes of higher learning in Pakistan” Accepted 25 November,
Jose Luis Daniel, (2010) “The effect of workplace spirituality/mysticism on team effectiveness.” Journal of
Management Development, Vol. 29 Iss: 5 pp. 442 – 456
Faizan Mohsan, Muhammad Musarrat Nawaz and M. Sarfraz Khan Hailey, (2012) “Impact of job rotation on
employee motivation, commitment and job involvement in hospitality sector of Pakistan.” Accepted 5 June
Paul F. Rotenberry, Philip J. Moberg, (2007) “Assessing the impact of job involvement on performance.”
Management Research News, Vol. 30 Iss: 3 pp. 203 – 215
Badrinarayan Shankar Pawar, (2008)“Individual spirituality/mysticism, workplace spirituality/mysticism and
work attitudes: An empirical test of direct and interaction effects.” Leadership & Organization Development
Journal, Vol. 29 Iss: 6 pp. 544 – 567
Akyay UYGUR, (2009)“A Study into Organizational Commitment and Job Involvement: An Application towards
the Personnel in the Central Organization for Ministry of Health in Turkey” Journal of Applied Sciences 2(1),
Satinder Dhiman, Joan Marques, (2011) “The role and need of offering workshops and courses on Workplace
spirituality.” Journal of Management Development, Vol. 30 Iss: 9 pp. 816 – 835
Richard Pech, Bret Slade, (2006) “Employee disengagement: is there evidence of a growing problem?”
Handbook of Business Strategy, Vol. 7 Iss: 1 pp. 21 - 25
Peter E. Mudrack, (2004) “Job involvement, obsessive-compulsive personality traits, and workaholic behavioral
tendencies.” Journal of Organizational Change Management, Vol. 17 Iss: 5 pp. 490 – 508.
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Proceedings of 7th Annual American Business Research Conference
23 - 24 July 2015, Sheraton LaGuardia East Hotel, New York, USA, ISBN: 978-1-922069-79-5
Tzong-Ru Lee (Jiun-Shen), Shiou-Yu Chen, Saint-Hei Wang, Agnieszka Dadura, (2010) “The relationship
between spiritual management and determinants of turnover intention.” European Business Review, Vol. 22
Iss: 1 pp. 102 - 116
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European Journal of Training and Development, Vol. 36 Iss: 2 pp. 351 – 371
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Iss: 4 pp. 280 – 292
Akyay UYGUR, “A Study into Organizational Commitment and Job Involvement: An Application towards the
Personnel in the Central Organization for Ministry of Health in Turkey.”
Ashmos, D.P. and Duchon, D. (2000), “Spirituality at work: a conceptualization and measure”, Journal of
Management Inquiry, Vol. 9 No. 2, pp. 134-45.
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3, pp. 341-9.
Milliman, J., Czaplewski, A.J. and Ferguson, J. (2003), “Workplace spirituality/mysticism and employee work
attitudes: an exploratory empirical assessment”, Journal of Organizational Change Management, Vol. 16 No. 4,
pp. 426-47.
Diefendorff, J., Brown, D., Kamin, A. and Lord, B. (2002), „„Examining the roles of job involvement and work
centrality in predicting organizational citizenship behaviors and job performance‟‟, Journal of Organizational
Behavior, Vol. 23, pp. 93-108.
Brad S. Long, Jean Helms Mills, (2010) “Workplace spirituality/mysticism, contested meaning, and the culture
of organization: A critical sense making account” Journal of Organizational Change Management,” Vol. 23 Iss:
3 pp. 325 – 341
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