Engaging the disengaged: the role of workplace spirituality on millennials’ work engagement

Abstract

Purpose

This study aims to examine the association between workplace spirituality (WPS) and individual’s work engagement (WE) and also the mediating effect of individual’s psychological conditions [psychological meaningfulness (PSYM), psychological safety (PSYS) and psychological availability (PSYA)] on this relationship.

Design/methodology/approach

Grounded on Kahn’s personal engagement theory, a model has been developed with WPS as an independent variable, individual’s psychological conditions (PSYM, PSYS and PSYA) as the mediators and individual’s WE as the dependent variable. Based on the online responses from 510 millennial employees working in Fortune 500 manufacturing and service industries operating in India, analysis has been undertaken using confirmatory factor analysis, Pearson correlation and PROCESS macro of Hayes (2017).

Findings

WPS has been noted to influence individual’s WE positively and there is a partial mediation of PSYM, PSYS and PSYA on this relationship.

Research limitations/implications

The present study is able to extend the scope of Kahn’s personal engagement theory.

Practical implications

Leaders and HR administrators can use the framework to ensure positive engagement levels for the millennial workforce. It will also help to reduce job dissatisfaction and burnouts at the workplace.

Originality/value

The present study contributes to understanding WE through the lens of WPS. It adds to the existing knowledge by explaining the mediation of the psychological conditions between spirituality and WE among millennials working in India. To the best of the authors’ knowledge, this study can be considered one of the first studies that has attempted to understand the role of WPS and psychological conditions on WE levels of millennials.

Citation

Bantha, T., Nayak, U. and Mishra, S.K. (2024), "Engaging the disengaged: the role of workplace spirituality on millennials’ work engagement", International Journal of Organizational Analysis, Vol. 32 No. 9, pp. 1713-1738. https://doi.org/10.1108/IJOA-07-2023-3841