Browsing by Subject "Workplace spirituality"
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ItemThe influence of dispositional mindfulness on work engagement: the moderated mediation analysis of workplace and organizational spirituality, psychological job demands and meditative experience, among white collar employees in Bangkok, Thailand
ItemThe influence of dispositional mindfulness on work engagement: the mediation analysis of workplace spirituality and organizational spirituality, among white-collar employees in Bangkok, ThailandThe primary purpose of this investigation was to investigate the impact of dispositional mindfulness on white-collar employees' work engagement based on the Job Demands-Resources Model (JD-R model) and person-organization Fit Theory (P-O Fit); in doing so, the mediating role of workplace spirituality (personal job resources) and organizational spirituality (organizational job resources) were analyzed. The total sample of participants was 1,014 white-collar non-management employees in Bangkok. The following standardized scales were used to collect data for this research: The Philadelphia Mindfulness Scale Thai version (PHLMS_TH), The Organizational Spiritual Values Scale (OSVS), Workplace Spirituality Scale (WPS), Thai Version-Job Content questionnaire (TJCQ), and the Utrecht and Work Engagement Scale-9 (UWES-9).Through structural equation modeling (SEM), direct and indirect models were developed and conducted to accomplish the research's purpose. The evaluation and comparison of the fit of these models revealed that the indirect model was better than the direct model, concluding the mediating role of workplace and organizational spirituality in a proposed relationship.
ItemTransformational leadership, workplace spirituality and organizational performance in a restaurant group in Indonesia: a study of the effectiveness of organization development interventionsThis study investigated the effectiveness of organization development interventions on transformational leadership, workplace spirituality and organizational performance at a restaurant group in Indonesia. The study followed an action research design, following the three stages, namely pre-ODI, ODI and post-ODI. Data were analyzed using a mix of quantitative and qualitative data analysis. The organization development interventions were directed at the participating leaders, who ranged from the top to the lower levels of the organization, by means of combining both training and coaching sessions. The results of the study showed that all the observed variables improved significantly except for job performance.