This article reviews research published in secular management journals that examines what the world’s largest religions (Buddhism, Christianity, Confucianism, Hinduism, and Islam…
Abstract
This article reviews research published in secular management journals that examines what the world’s largest religions (Buddhism, Christianity, Confucianism, Hinduism, and Islam) say about management. In terms of how religion informs management, the literature identifies two basic means: (1) written scriptures (e.g., Analects, Bible, Quran) and (2) experiential spiritual practices (e.g., prayer, mindfulness). In terms of what religion says about management, the emphasis tends to be either on (1) enhancing, or (2) liberating mainstream management. Studies based on scriptures typically either enhance or liberate management, whereas empirical research based on spiritual disciplines consistently point to liberation. Implications are discussed.
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Gary R. Weaver and Jason M. Stansbury
Religious institutions can affect organizational practices when employees bring their religious commitments and practices into the workplace. But those religious commitments…
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Religious institutions can affect organizational practices when employees bring their religious commitments and practices into the workplace. But those religious commitments function in the midst of other organizational factors that influence the working out of employees’ religious commitments. This process can generate varying outcomes in organizational contexts, ranging from a heightened effect of religious commitment on employee behavior to a negligible or nonexistent influence of religion on employee behavior. Relying on social identity theory and schematic social cognition as unifying frameworks for the study of religious behavior, we develop a theoretically informed approach to understanding how and why the religious beliefs, commitments and practices employees bring to work have varying behavioral impacts.
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Karin Sanders, Rebecca Hewett and Huadong Yang
Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is…
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Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is to explain variability in employee and organization outcomes by focusing on how HR practices are intended (adopted) by senior managers, the way that these HR practices are implemented and communicated by line managers, and how employees perceive, understand, and attribute these HR practices. In the first part of this chapter, we present a review of 20 years of HR process research from the start, to how it developed, and is now maturing. Within the body of HR process research, several different research theoretical streams have emerged, which are largely studied in isolation without benefiting from each other. Therefore, in the second part of this chapter, we draw on previous work to propose a staged process model in which we integrate the different research streams of HR process research, recognizing contingencies in the model. This leads us to an agenda for future research and practical implications in the final part of the chapter.
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Furkan Arasli, Souji Gopalakrishna Pillai and Tong Yin
This chapter introduces the specifics of spirituality-centric management practices in service and operation focused industries. Strategic management practices are often challenged…
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This chapter introduces the specifics of spirituality-centric management practices in service and operation focused industries. Strategic management practices are often challenged by the human factor of businesses. Consequently, businesses often waver with the fulfillment of their strategic goals and face harmful repercussions. Subsequently, strategic leadership plays a crucial role in the advancement of incorporating spirituality in the workplace and cultivating a perception of the spiritual domain at the individual, team, and organizational levels. To succeed, organizations need to overcome the challenges pertaining their members' retainment and wellness. This is because members often act on their emotional, moral, and ethical concerns that are pillared by their spirituality-centric views on colleagues and management. As the overarching term, workplace spirituality has been linked with organizational learning, togetherness, sense of nurturement, and interpersonal fulfillment with tasks and often coincidences with managerial application of strategic approaches. For the synthesis of service focused businesses, authors exemplify studies within tourism and hospitality industries.
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In a world teeming with concurrent processes and associated chaos, organizational working procedures have adapted to new trends; employees must keep up with everything while…
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In a world teeming with concurrent processes and associated chaos, organizational working procedures have adapted to new trends; employees must keep up with everything while maintaining their mental health. Spirituality lends a person's life significance. Spirituality in the workplace can both physically and psychologically engage employees. Spirituality in the workplace is reflected in the organizational culture, which is founded on fundamental values such as trust, honesty, appreciation, innovation, care, respect, and loyalty. Workplace spirituality encompasses the pursuit of one's ultimate purpose in life, the development of a solid connection to colleagues and other people associated with work, and the consistency or alignment between one's fundamental beliefs and the organization's values. To have a competitive advantage and attract the best personnel, an organization's working environment must be based on strong ethical and spiritual values such as compassion, integrity, respect, harmony, trust, teamwork, and forgiveness, among others.
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Furkan Arasli, Hasan Evrim Arici and Huseyin Arasli
This chapter introduces and discusses spirituality in the workplace from the lens of corporate culture. Organizational members represent the core embodiment of businesses, while…
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This chapter introduces and discusses spirituality in the workplace from the lens of corporate culture. Organizational members represent the core embodiment of businesses, while their performance signifies vitalization of strategic goals that heavily depends on their sense of wellbeing and belonging to their organizations. In that sense, organizations must indulge on positive cycles to comprehend, tune, and affix on members' well-being for sustainable longevity and profitability. For this chapter, strategic management capsulates implementation of premeditated objectives via systematic establishment of agendas and deployment of assets. In the same vein, spirituality is centered around the self-induced nature of organizational member behaviors. Elaboratively, authors provide a condensed corpus of research to identify and touch base with the multidisciplinary nature of spirituality in differentiating business types. Accordingly, select constructs are exemplified within the general and sub-fields of management to characterize the linkages of spirituality spanning across service and production focused industries. Based on their expertise, authors exemplify tourism and hospitality literature for the representation of service-focused businesses and provide mini-review of the housed organizational spirituality literature. As a secondary focus, authors discuss the employee, management, and organizational level similarities of spirituality by largely focusing on organizational member perceptions. Distinctively, this work exemplifies the prolific studies to help distinguish longstanding “belief-centric” devotions from organizational spirituality of exemplified industries. The chapter finishes with suggestions for future studies.
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Mature student numbers across England’s Higher Education (HE) sector have been declining since the rise in tuition fees in 2012. Leading up to Brexit, there is a need to upskill…
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Mature student numbers across England’s Higher Education (HE) sector have been declining since the rise in tuition fees in 2012. Leading up to Brexit, there is a need to upskill the national workforce to provide services and skills currently sourced from the EU. Mature students play a key role in this process, as HE study can add to existing industry experiences, knowledge, and skills. Hence, the HE sector in England is beginning to evaluate and change the way in which universities and colleges can provide support to mature students from recruitment to the completion of their course.
Institutions can encourage a sense of belonging in mature students through the use of mature student mentors and ambassadors at open days, and as points of contact throughout any course. It is important to create a mature student community to provide an appropriate support network, but equally academic staff should encourage the engagement of mature students with their younger peers.
This chapter provides an insight into relevant research literature and uses examples from a case study based in a small HE provider setting to make practical recommendations for academic staff, support staff, and areas of institutional practice.
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The following chapter is aimed to explain what virtue ethics (VE) in business is, its philosophical background, its original themes, and new research opportunities. To this end…
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The following chapter is aimed to explain what virtue ethics (VE) in business is, its philosophical background, its original themes, and new research opportunities. To this end, we will establish the distinctive elements of VE and its main sources and epistemological approaches. In particular, we will first describe VE in business based on Alasdair MacIntyre’s ethics and Modern VE in Business. Then, we will briefly show the Thomistic approach to VE in business and its main application to business theory. We will also consider a new epistemological proposal for VE in business in Positive Organizational Scholarship. Next, this chapter will explain briefly the original contributions VE in business makes to a theory of work and a common good theory of the firm. Finally, we will suggest new areas in which VE in business theory has not shown a significant outcome yet. Here, we will discuss new opportunities that VE authors might consider for research projects in new epistemological approaches, VE philosophers not yet studied in business ethics theory, spirituality-based theory (Jewish and Protestant mainly) and its connection with VE, and contemporary problems that firms are facing that can be enlighten from neo-Aristotelian philosophy.
Gloria Macassa, Eija Viitasara, Örjan Sundin, Henrique Barros, Francisco Torres Gonzales, Elisabeth Ioannidi‐Kapolou, Melchiorre Maria Gabriella, Jutta Lindert, Mindaugas Stankunas and Joaquim J.F. Soares
Elder abuse is an issue of great concern world‐wide, not least in Europe. Older people are increasingly vulnerable to physical, psychological, financial maltreatment and sexual…
Abstract
Purpose
Elder abuse is an issue of great concern world‐wide, not least in Europe. Older people are increasingly vulnerable to physical, psychological, financial maltreatment and sexual coercion. However, due to complexities of measurement, psychological abuse may be underestimated. The purpose of this study is to investigate the prevalence of psychological abuse toward older persons within a 12 month period.
Design/methodology/approach
The study design was cross‐sectional and data were collected during January‐July 2009 in the survey “Elder abuse: a multinational prevalence survey, ABUEL”. The participants were 4,467 randomly selected persons aged 60‐84 years (2,559 women, 57.3 per cent) from seven EU countries (Germany, Greece, Italy, Lithuania, Portugal, Spain, Sweden). The sample size was adapted to each city according to their population of women and men aged 60‐84 years (albeit representative and proportional to sex‐age). The participants answered a structured questionnaire either through a face‐to‐face interview or a mix of interview/self‐response. The data were analysed using descriptive statistics and regression methods.
Findings
The prevalence of overall psychological abuse was 29.7 per cent in Sweden, followed by 27.1 per cent in Germany; 24.6 per cent in Lithuania and 21.9 per cent in Portugal. The lowest prevalence was reported in Greece, Spain and Italy with 13.2 per cent, 11.5 per cent and 10.4 per cent, respectively. Similar tendencies were observed concerning minor/severe abuse. The Northern countries (Germany, Lithuania, Sweden) compared to Southern countries (Greece, Italy, Portugal, Spain) reported a higher mean prevalence (across countries) of minor/severe abuse (26.3 per cent/11.5 per cent and 12.9 per cent/5.9 per cent, respectively). Most perpetrators (71.2 per cent) were spouses/partners and other relatives (e.g. children). The regression analysis indicated that being from Greece, Italy, Portugal and Spain was associated with less risk of psychological abuse. Low social support, living in rented housing, alcohol use, frequent health care use, and high scores in anxiety and somatic complaints were associated with increased risk of psychological abuse.
Social implications
Psychological abuse was more prevalent in Northern than Southern countries and factors such as low social support and high anxiety levels played an important role. Further studies are warranted to investigate the prevalence of psychological abuse and risk factors among older persons in other EU countries. Particular attention should be paid to severe abuse. Such research may help policy makers and health planers/providers in tailoring interventions to tackle the ever growing problem of elder abuse.
Originality/value
The paper reports data from the ABUEL Survey, which collected population based data on elderly abuse.