Spirituality, Psychological Capital and Employee Performance: An Empirical Examination

摘要

Spirituality has increased in global popularity amongst the general public and has started to permeate the boundary of traditional organizations (Karakas, 2010). Indeed, the interest in spirituality has contributed to the increasing level of academic research on the topic (e.g., Afsar and Rehrnan, 2015; Milliman et al., 2017; Roof, 2015; Tzouramani and Karakas, 2016). Due to its increasing popularity, management scholars have shown interest in how the spirituality of an organization's employees might affect organizational outcomes, and more specifically, aspects of organizational and employee performance (Garcia-Zamor, 2003; Giacalone and Jurkiewicz, 2003). Unfortunately, the mechanisms through which employee spirituality impacts employee performance are still relatively vague and not well articulated. Instead, research focusing on employee spirituality has examined its impact across a wide range of organizational phenomena such as change (Dehler and Welsh, 1994), leadership (Phipps, 2012; Reave, 2005), and engagement (Devi, 2016; Roof, 2015). Despite the growing interest in the consequences of spirituality, it is still unclear how one critical driver of organizational performance, individual employee performance, is impacted by the employee's spirituality.