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The attention paid by researchers and practitioners to the relationship between employee engagement and spirituality in the workplace is limited, as studies of the two variables still stand alone. This leads to an important and increased emphasis on strength and employee engagement that are built on the organizational culture to show an awareness of spirituality in the workplace. This study aimed to explore the relationship between workplace spirituality and employee engagement of lecturers in Indonesia and professional commitment as a mediator. The respondents of the study were 322 lecturers from state and private universities in Indonesia. Validity, reliability, simple regression, and path analysis were used to analyze the data. The results of the study showed that workplace spirituality had a direct effect on employee engagement, with the β value of 0.836, and the R-square of 70%, while professional commitment had a mediating effect on the relationship between workplace spirituality and employee engagement, with the β value of 0.162 and the R-square of 72.3%. The results suggest that the implementation of workplace spirituality and employee engagement is important for universities to improve the performance of their lecturers.

It is assumed that leaders can boost the motivation of employees by communicating the organization’s ultimate aspirations, yet evidence on the effectiveness of this tactic is equivocal. On some occasions, it causes employees to view their work as more meaningful. At other times, it causes them to become dispirited. These inconsistent findings may in part be explained by a paradox: the very features that make ultimate aspirations meaningful—their breadth and timelessness—undermine the ability of employees to see how their daily responsibilities are associated with them. To understand how leaders can help employees resolve this paradox, I analyzed archival evidence to explore the actions of President John F. Kennedy when leading NASA in the 1960s. I found that Kennedy enacted four sensegiving steps, each of which helped employees see a stronger connection between their work and NASA’s ultimate aspirations. When this connection was strongest, employees construed their day-to-day work not as short-term tasks (\"I’m building electrical circuits\") but as the pursuit of NASA’s long-term objective (\"I’m putting a man on the moon\") and the aspiration this objective symbolized (\"I’m advancing science\"). My findings redirect research by conceptualizing leaders as architects who motivate employees most effectively when they provide a structural blueprint that maps the connections between employees’ everyday work and the organization’s ultimate aspirations.

The concept of meaningful work has recently received increased attention in philosophy and other disciplines. However, the impact of the increasing robotization of the workplace on meaningful work has received very little attention so far. Doing work that is meaningful leads to higher job satisfaction and increased worker well-being, and some argue for a right to access to meaningful work. In this paper, we therefore address the impact of robotization on meaningful work. We do so by identifying five key aspects of meaningful work: pursuing a purpose, social relationships, exercising skills and self-development, self-esteem and recognition, and autonomy. For each aspect, we analyze how the introduction of robots into the workplace may diminish or enhance the meaningfulness of work. We also identify a few ethical issues that emerge from our analysis. We conclude that robotization of the workplace can have both significant negative and positive effects on meaningful work. Our findings about ways in which robotization of the workplace can be a threat or opportunity for meaningful work can serve as the basis for ethical arguments for how to—and how not to—implement robots into workplaces.

Despite urgent calls for more research on the integration of business ethics and the meaning of work, to date, there have been few corresponding efforts, and we know surprisingly little about this relationship. In this study, we address this issue by examining when and for whom ethical leadership is more (or less) effective in promoting a sense of work meaningfulness among employees, and their subsequent work attitudes. Drawing on the contingency theories of leadership and work meaningfulness literature, we speculate that both employees' core self-evaluation (CSE; as a dispositional characteristic) and perceived organizational support (POS; as a situational characteristic) moderate the relationship, but in different ways, and these associations carry over to employees' subsequent work attitudes in terms of job satisfaction, organizational commitment and turnover intention. We test our hypotheses with two-wave survey data collected from 377 employees. Results indicate that ethical leadership is effective in eliciting work meaningfulness and attitudes for employees higher in CSE or when POS is lower, and ineffective for those lower in CSE or when TOS is higher. A supplementary analysis reveals a three-way interaction between ethical leadership, CSE and POS in predicting a sense of work meaningfulness and subsequent work attitudes. Our research cautions that ethical leadership is not a universally positive practice; it can be ineffective or even have a negative impact under some circumstances.

The issue of employee engagement has increasingly become a focus of concern in public management practice. Based on the theory of purposeful work behavior, integrative theory of employee engagement and Pratt and Ashforth's typology of work meaningfulness, this study proposes and examines the mediating effects of two types of meaningfulness between transformational leadership and work engagement and the moderating effects of transformational leadership on the relationship between two types of meaningfulness and work engagement. By adopting a multilevel cross-sectional design, this study examines assumed mediation and moderation effects. The data collection was conducted anonymously by means of an online survey. A total of 261 local police officers from 32 police stations were recruited in professional training programs as a sample. The analysis reveals that both meaningfulness in work and meaningfulness at work positively mediate the relationship between transformational leadership and work engagement. Transformational leadership moderates the relationship between meaningfulness at work and work engagement rather than the relationship between meaningfulness in work and work engagement. There are no other significant effects of sex, age or length of service. Work meaningfulness transmits and combines the effect of transformational leadership to impact work engagement. These findings not only confirm the critical role of work meaningfulness proposed by the theoretical frameworks of the theory of purposeful work behavior, integrative theory of employee engagement and Pratt and Ashforth's typology of work meaningfulness, but also further extend and clarify the role of and difference in two substructures of work meaningfulness (ie, work meaningfulness in work and at work) in the context of the linkage between transformational leadership and work engagement.

PurposeThe study aimed to provide insights on antecedent and outcome of green HRM at the organisational level and the outcome of green HRM at the individual level. It also sought to examine the mechanism through which green HRM would lead to employees’ positive outcome.Design/methodology/approachA quantitative study design using a two-study approach was employed to collect and analyse the data. For study 1, 206 hotels from Malaysia were included in analysis at the organisational level, while in study 2 at the individual level, 508 employees from different sectors provided insights through an online questionnaire. For both studies, partial least squares (PLS–SEM) was used to assess the research model.FindingsAll the proposed hypotheses were supported. Specifically, at the organisational level, organisational environmental culture is positively related to green HRM, and green HRM management positively associates with organisation's environmental performance. At the individual level, green HRM positively influences employees' job satisfaction, and meaningfulness through work is a strong mediator in this relationship.Originality/valueThis study is significant as it contributes to both theory and practice by providing fresh insights on green HRM and its antecedent and outcomes at two levels (organisational and individual) and across two economies (emerging and developed). It also sheds some light on the outcome of green HRM at the employee level which is an area that is still under-researched. By focusing on meaningfulness through work as an important factor, the study contributes to better understanding of green HRM and employees’ positive outcomes.

It has been argued that affordances are not meaningful and are thus not useful to be applied in contexts where specifically meaningfulness of experience is at stake (e.g. clinical contexts or discussions of autonomous agency). This paper aims to reconceptualize affordances such as to make them relevant and applicable in such contexts. It starts by investigating the ‘ambiguity’ of (possibilities for) action. In both philosophy of action and affordance research, this ambiguity is typically resolved by adhering to the agents intentions and concerns. I discuss some recent accounts of affordances that highlight these concerns but argue that they tend to adopt an ‘atomistic’ approach where there is no acknowledgement of how these concerns are embedded in the agents wider concerns, values, projects and commitments. An holistic approach that does acknowledge this can be found in psychological research on agents having a sense of what they’re doing. I will discuss this research in the second part of the paper and argue that agents can analogously have a sense of what is afforded. This is deemed the entry point for understanding the meaningfulness of affordances. In the final part of the paper I apply this analysis to recent attempts which seek to make sense of authentic and autonomous agency in terms of affordances.

Technological outsourcing is increasingly prevalent, with AI systems taking over many tasks once performed by humans. This shift has led to various discussions within AI ethics. A question that was largely ignored until recently, but is now increasingly being discussed, concerns the meaningfulness of such a lifestyle. The literature largely features skeptical views, raising several challenges. Many of these challenges can be grouped under what I identify as the “meaningfulness gap”. Although this gap is widely acknowledged, there is a notable absence of systematic exploration in the literature. This paper aims to fill this void by offering a detailed, step-by-step guide for systematically exploring the different instances of the meaningfulness gap and aids in navigating their complexities. More specifically, it proposes differentiating the gaps according to their realms and objects, normative nature, scope, and severity. To make these areas manageable, the paper takes several taxonomies and distinctions on board. Finally, the guide is summarized, and some skeptical replies are anticipated and countered by clarificatory remarks.

Corporate environmental ethics has moved from a niche issue within business strategy to a potential source of competitive advantage. Firms, however, are comprised of individuals who vary in their personal beliefs regarding environmental responsibility. Environmental stewards are those employees whose attitudes and actions reflect environmental concern. Top management can convey similar environmental values through the creation of eco-capabilities. Applying logic from the natural resource-based view of the firm, we build a model to test how the alignment of environmental values impacts multiple outcomes. We conduct a time-lagged examination using multi-level data from frontline employees, their managers, and their customers. We find that firms can ‘activate’ their corporate environmental ethics through eco-capabilities. Specifically, environmental stewards find more meaning in their work when managers perceive high levels of eco-capabilities within the firm. This meaningful work increases employee brand advocacy and customer satisfaction. Together, we demonstrate how corporate environmental ethics translates to the frontline and the customers they serve.