SA Journal of Industrial Psychology

ISSN: (Online) 2071-0763, (Print) 0258-5200

Page 1 of 10 Original Research

Workplace spirituality, work engagement and

thriving at work

Author: Orientation: In order to create competitive advantage in an increasingly turbulent economic

Freda van der Walt1
environment, sustainability of high performance is crucial. Only a few individuals have the
Affiliation: drive, mindset, discipline and ability to sustain high performance on a daily basis. Thus, it is
1
Department of Business necessary to consider what can be done so that employees can sustain high performance over
Management, Central the long term.
University of Technology,
South Africa Research purpose: The purpose of the study was to establish whether spiritual workplaces
will enhance employees’ work engagement and thriving at work.
Corresponding author:
Freda van der Walt, Motivation for the study: Two important mechanisms for understanding the human
[email protected]
dimension of sustainability are thriving at work and work engagement. However, because
Dates: work engagement and thriving are affective-motivational states, it is necessary to consider
Received: 27 Apr. 2017 contextual factors that promote these positive states. As work engagement and thriving at
Accepted: 09 Oct. 2017 work move beyond mere energy, to a sense of connectedness, it seems important that spiritual
Published: 17 Jan. 2018
workplaces are created.
How to cite this article: Research approach, design and method: The study was quantitative in nature, and data were
Van der Walt, F. (2018).
Workplace spirituality, work collected from employees working at small, medium and macro enterprises (SMMEs) in one
engagement and thriving at geographical area in South Africa. The final sample consisted of 259 employees. A survey that
work. SA Journal of Industrial was cross-sectional in nature was conducted by means of a self-administered questionnaire.
Psychology/SA Tydskrif vir
Bedryfsielkunde, 44(0), Main findings: The findings of the study show that there is a positive and significant
a1457. https://doi. relationship between workplace spirituality, work engagement and thriving at work.
org/10.4102/sajip.v44i0.1457
Furthermore, workplace spirituality significantly influences the variance in both work
Copyright: engagement and thriving at work.
© 2018. The Authors.
Licensee: AOSIS. This work Practical or managerial implications: In order for SMMEs to promote work engagement and
is licensed under the thriving at work, spiritual workplaces need to be created. Furthermore, emphasis needs to be
Creative Commons placed on the work experience, rather than on work outcomes. It is also important that SMMEs
Attribution License. develop employees holistically, that they create spiritually based organisational cultures and
that they pay more attention to relationship management and networking.

Contribution or value-add: The study contributes to the literature on workplace spirituality,

work engagement and thriving at work.

Introduction
In order to create competitive advantage in an increasingly turbulent economic environment,
sustainability of high performance is crucial. Unfortunately, only a few individuals have the
drive, the mindset, the discipline and the ability to sustain high performance on a daily basis
(Llopis, 2012) and over a long period of time. An important mechanism for understanding the
human dimension of sustainability is thriving at work (Spreitzer, Porath & Gibson, 2012). A recent
study showed that thriving employees demonstrate 16% better performance and are 125% less
prone to burnout than their peers, 32% of thriving employees had higher levels of organisational
commitment, and 46% of such employees reported job satisfaction (Spreitzer & Porath, 2012).
Furthermore, thriving is perceived as a buffer to negative psychological outcomes, such as
burnout, and is critical for sustaining performance, health and well-being (Porath, Spreitzer,
Gibson & Garnett, 2012). Similar to thriving, work engagement is a positive energy that advances
Read online: sustainable performance (Spreitzer, Lam & Fritz, 2010). Having work engagement implies that
Scan this QR employees will be focused, dedicated and energetic when they come to work, which will enhance
code with your
smart phone or
and sustain their performance (Bakker & Leiter, 2010). Thus, work engagement could potentially
mobile device enhance the success and competitiveness of businesses, which is much needed in the current
to read online.
economic landscape (Hoole & Bonnema, 2015). However, both work engagement and thriving

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 Page 2 of 10 Original Research

cannot be regarded as skills that can be developed, but rather and immerged at work is therefore somewhat dependent on
as affective-motivational states (Spreitzer et al., 2010), which the extent to which they experience spirit in their work’
suggests that organisations need to create working (Breytenbach, 2016, p. 332).
environments that cultivate work engagement and thriving.
As both work engagement and thriving move beyond mere Although the relationship between workplace spirituality
energy, to a sense of connectedness, it seems important that and work engagement has previously been studied, less
spiritual workplaces are created, so that employees can attention has been given to the relationship between
experience such a sense of connectedness, which is a core workplace spirituality and thriving. In a study by McIntosh
component of workplace spirituality (Milliman, Czaplewski (2015), the relationship between thriving and spirituality of
& Ferguson, 2003). Moreover, contextual features of the work students involved in higher education was investigated. It
unit and resources that are produced in work processes, such was established that students’ level of spirituality predicts
as meaning and knowledge, promote the experience of their level of thriving (McIntosh, 2015). Dowling et al. (2004)
learning, which is a core component of thriving at work also studied spirituality and thriving for an adolescent
(Prem, Ohly, Kubicek & Korunka, 2017). The importance of sample, and they asserted that if thriving is driven by
contextual features is also argued by Ryan and Deci (2000) spirituality, it will lead to positive outcomes, such as
who propose that although all people have the capacity to competence, confidence, character, social connection,
grow and develop, success in this area depends on the context compassion and caring. The aforementioned research studies
in which they act (Spreitzer, Sutcliffe, Dutton, Sonenshein & clearly established an association between individual
Grant, 2005). Moreover, Breytenbach (2016) found that spirituality and thriving for adolescents and college students.
organisations have to be spiritual in order for employees to However, the aforementioned studies were not conducted in
experience spirituality that promotes work engagement. the context of the workplace, neither was spirituality
Thus, it is argued that spiritual workplaces will enhance investigated from an organisational perspective.
employees’ work engagement and thriving at work in a small
business setting. As small, medium and macro enterprises (SMMEs) make a
significant contribution towards South Africa’s gross
The relationship between workplace spirituality, work
domestic product (GDP) and employment rates (Smit &
engagement and thriving at work has not been thoroughly
Watkins, 2012), continued research in this sector is important.
investigated in empirical studies or in the South African
It is further vital that entrepreneurs realise that the pressure
context. However, interest in workplace spirituality and
to compete in a capitalist economy, which is profit-driven,
work engagement has increased considerably over the last
has to a large extent dehumanised workplaces (Vasconcelos,
decade (Saks, 2011). Saks (2011) explains the theory of the
2015). This is in direct conflict with the need of contemporary
connection between workplace spirituality and employee
employees, who require humanisation of work and workplaces
engagement. However, it should be noted that the focus of
(Shuck & Rose, 2013). As such, dehumanised workplaces
this study will be work engagement, not employee
need to be transformed into spiritually based workplaces that
engagement. The difference is that work engagement refers
are concerned with wholeness, relationships, spiritual values,
to the relationship of an individual with his or her job,
and finding meaning and purpose at work, which is
whereas employee engagement refers to the relationship of
consistent with the assertions in contemporary workplace
an individual with both his or her job and the organisation
literature (Weinberg & Locander, 2014). With the intention of
(Schaufeli, as cited in Rothmann, 2017). Both workplace
spirituality and employee engagement suggest a sense of stimulating work engagement and thriving at work, it is not
completeness and wholeness, which implies simultaneous only necessary that SMMEs regard these constructs as
investment of all aspects of oneself (cognitive, physical, positive outcomes but also that a stronger emphasis be placed
emotional and spiritual) when performing a role (Saks, 2011). on the work experience, which should be meaningful (Shuck
Furthermore, both workplace spirituality and employee & Rose, 2013). This does not mean that employees do not
engagement require a sense of connectedness in the context value a fair salary at the end of the month, but because the
of the workplace (Saks, 2011). The similarities that exist contemporary employees spend more time at work than
between workplace spirituality and employee engagement employees have done historically, and they therefore define
possibly suggest that spiritually based organisations will themselves in terms of their work, and are socially defined by
enable employees to fully engage themselves in their work their work (Geldenhuys, Laba & Venter, 2014), it is necessary
roles. This assertion is confirmed by Spreitzer et al. (2005), that SMMEs pay attention to the work experience. In this
who state that work and the context of work may have a toxic regard, it is necessary that spiritual workplaces are created
effect on human vitality and health. Therefore, if organisations that value aspects such as meaningful and purposeful work,
transform their workplaces to become more spiritual, it will awareness of life, connectedness and compassion, so as to
possibly become an important new driver of work promote the work experience. By establishing a relationship
engagement, thriving at work and positive health. The latter between work engagement, thriving at work and workplace
is confirmed by Breytenbach (2016), finding a strong positive spirituality, the need to transform SMMEs into spiritual
relationship between the experience of spirituality at work workplaces that contribute to the survival and profitability of
and work engagement for a South African sample. This the organisation, as well as its competitive advantage, will be
finding implies that ‘the extent to which people feel engaged confirmed.

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 Page 3 of 10 Original Research

Research purpose and objectives workplaces (Shuck & Rose, 2013). Van der Walt and De Klerk
(2014, p. 381) combined the definitions of workplace
The aim of this article is to report on the relationship
spirituality offered by Ashmos and Duchon (2000), Giacalone
between thriving at work, work engagement and workplace
and Jurkiewicz (2003) and Kolodinsky, Giacalone and
spirituality. The reason for this is that it is critical for
Jurkiewicz (2008). They defined workplace spirituality as the
entrepreneurs to promote sustainable performance of
spiritual nature of the organisation itself (Kolodinsky et al.,
employees. Furthermore, previous research studies have
2008), evidenced by spiritual organisational values and a
mostly been concerned with the outcomes of performance, culture that facilitates employees’ experience and sense of
rather than the conditions or the context that motivates being connected to others in a way that provides feelings of
performance (Shuck & Rose, 2013). It is reported that South completeness and joy (Giacalone & Jurkiewicz, 2003), with
African SMMEs often struggle with human resource (HR) the recognition of an inner life that nourishes and is nourished
issues, such as low labour productivity, stringent labour by meaningful work in the context of the work community
legislation, high labour turnover and poorly trained (Ashmos & Duchon, 2000). From the foregoing definition, it
employees (Brink, Cant & Ligthelm, 2003). In addition, is clear that workplace spirituality includes both an individual
compared to larger companies, with whom they are and an organisational component. Although some researchers
competing in the same product market, SMMEs need to do are of the opinion that workplace spirituality should include
more with fewer employees (Smit & Watkins, 2012). This both organisational and individual dimensions, others hold
situation requires that entrepreneurs need to reassess their the opinion that workplace spirituality can be viewed from
current work practices, values and organisational cultures, in either an organisational or an individual perspective (e.g.
order to support the contemporary employee to do his or her Krishnakumar & Neck, 2002). For the purposes of this study,
work with passion and energy. Porath et al. (2012) assert that workplace spirituality is considered from an organisational
scholars have called for examination of thriving in different perspective. The reason being that engagement and thriving
settings and with a variety of samples. Hence, it is appropriate are desirable subjective experiences that may be regarded as
to consider thriving at work in South African SMMEs, psychological states rather than individual dispositions
because it has not been considered in this kind of work (Cooper & Leiter, 2017). Therefore, engagement and thriving
environment. in the context of the workplace could be promoted by
supportive working environments, such as those that are
The research objective of the study was to determine the spiritually based. From an organisational perspective,
relationship between thriving at work, work engagement workplace spirituality is regarded as the spiritual nature of
and workplace spirituality. The secondary objective was to the organisation itself, which is evidenced by the
establish the degree to which the variance in thriving at work organisation’s spiritual values and a culture that facilitates
and work engagement can be attributed to workplace employees’ experience and sense of connectedness with
spirituality. The research hypotheses for the study are: others (Kolodinsky, Giacalone and Jurkiewicz, 2004, 2008).
H1: There is a positive relationship between thriving at work and Moreover, this spiritually based culture promotes feelings of
workplace spirituality. completeness and joy, with the recognition of an inner life
that nourishes and is nourished by meaningful work
H2: There is a positive relationship between work engagement
(Kolodinsky et al., 2004, 2008).
and workplace spirituality.
H01: There is no relationship between thriving at work and Because of the personal nature of spirituality, the constructs
workplace spirituality.
of spirituality and workplace spirituality lack conceptual
H02: There is no relationship between work engagement and clarity, and this has led to subjective categorisation of the
workplace spirituality. constructs (Pardasani, Sharma & Bindlish, 2014). For the
purposes of this study, the dimensions of spirituality as
In the following section, a literature review will be presented identified by Wheat (1991) will be used, namely larger
of workplace spirituality, work engagement and thriving at context, awareness of life, and meaning and purpose. The
work. This will be followed by an exposition of the findings reason for this is that these dimensions were used by
of the study and its implications for SMMEs. Kolodinsky et al. (2004) to develop the Organizational
Spiritual Values Scale (OSVS), which was used to measure
Literature review workplace spirituality. The scales of the OSVS measure
whether organisations value spiritual dimensions, such as
Workplace spirituality meaning and purpose (also referred to as larger context) and
Workplace spirituality is a fairly new construct, which has awareness of life, which includes spiritual dimensions such
gained increased interest in the past two decades, both as connectedness, the experience of sacredness in living
among academics and among the corporate world things, personal reflection and growth, health and inner
(Houghton, Neck & Krishnakumar, 2016). This is mainly peace, and compassion, which includes aspects such as being
because of the changing nature of work and the realisation sensitive towards the needs of others and the value of life.
that the spiritual dimension of employees has been neglected
for many years (Parumasur & Govender, 2016). Furthermore, Previously, spirituality has been considered in relation to
globally there has been a call for humanisation of work and entrepreneurship, and the relationship between spirituality

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 Page 4 of 10 Original Research

and entrepreneurship has gained increased attention in positive attribution (optimism) about succeeding now and in
recent years (Godwin, Neck & D’Intino, 2016). However, the the future; (3) persevering towards goals, and when necessary,
emphasis of these studies has been mostly on the entrepreneur, redirecting paths to goals (hope) in order to succeed; and
and, as a result, empirical studies have not considered (4) when beset by problems and adversity, sustaining and
workplace spirituality in the entrepreneurial context from an bouncing back and even beyond (resilience) to attain success
organisational perspective. Relationships that have been (Bakker et al., 2011, p. 7). Another antecedent of work
established between workplace spirituality (from an engagement is task-related aspects, which refer to specific
organisational perspective) and positive outcomes, although task features (Sonnentag, 2011). Work engagement has also
not in an entrepreneurial context, include job involvement been studied in relation to a number of organisational
(Milliman et al., 2003; Van der Walt & Swanepoel, 2015), job outcomes. Previous studies have found that work engagement
satisfaction (Van der Walt & De Klerk, 2014), organisational is negatively related to intention to quit and positively related
commitment (Rego & Cunha, 2008), and employee to job satisfaction and organisational commitment (Schaufeli
performance and effectiveness (Karakas, 2010). As workplace et al., 2008). It has also been asserted that employees that are
spirituality at organisational level has been found to be engaged in their work are likely to perform well; to experience
related to work attitudes such as job satisfaction, job positive health and positive emotions (Calitz, 2013); to be
involvement and organisational commitment, it is postulated better equipped to address issues in the workplace, such as
that workplace spirituality will be related to work stress and change (Rice, 2009); to be more driven; and to be
engagement, and possibly thriving at work. key role players in helping to move the organisation forward
(Krueger & Killham, as cited in Rice, 2009). It has been found
Work engagement that work engagement can become fairly stable over the long
Work engagement is regarded as a three-dimensional term, but that it may fluctuate from week to week, from day
construct and is defined as a positive, fulfilling work-related to day and even from hour to hour (Sonnentag, 2011). This
state of mind that is characterised by vigour, dedication and shows the importance of creating spiritual workplaces, which
absorption (Schaufeli, Taris & Van Rhenen, 2008). Vigour will support work engagement over the long term. Lastly,
refers to the physical component of work engagement, which although the relationship between workplace spirituality
includes high levels of energy and mental resilience while and work engagement has previously not received sufficient
working, willingness to invest effort in one’s work and attention in empirical studies, the relationship between work
persistence in the face of difficulties (Coetzee & De Villiers, engagement and meaning and purpose has previously
2010). Dedication refers to the emotional side of work been investigated, and it was found that psychological
engagement, and it includes characteristics such as a sense of meaningfulness predicts work engagement (Geldenhuys
significance, efficacy, enthusiasm, inspiration, pride and et al., 2014).
challenge (Coetzee & De Villiers, 2010). Dedication is similar
to duty orientation, and from a spiritual perspective, it refers Thriving at work
to performing one’s duties with the utmost devotion, which Although work engagement conceptually overlaps with
will lead to finding meaning in one’s work (Pardasani et al., thriving at work to some extent, they may be regarded as two
2014). Absorption refers to the cognitive component of work separate constructs (Bakker, Schaufeli, Leiter & Toris, 2008).
engagement, which includes aspects such as being fully Both work engagement and thriving at work include an
focused on something and experiencing a high level of energy component, that is, vitality and vigour, but thriving at
concentration while performing a task (Coetzee & De Villiers, work includes learning, whereas work engagement includes
2010). This dimension of work engagement is also addressed dedication and absorption. The concept of thriving at work
in spirituality. Pardasani et al. (2014) assert that if an employee originates from the work of Maslow (1943), Rogers (1961)
is not excessively attached to results, it helps them to attain and Alderfer (1972) (Porath et al., 2012). It is an emerging
evenness of mind and improved concentration. construct that captures individuals’ psychological well-being
(Xy, Loi, Chow & Kwok, 2016). Thriving is regarded as a
Employees that are engaged in their work have high levels of psychological state that is shaped and influenced by the work
energy, enthusiastically identify with their jobs and are context; thus, it is not a stable disposition, but a temporary
typically happily engrossed in their work, such that time internal property of an individual (Porath et al., 2012;
passes quickly (Miner, Bickerton, Dowson & Sterland, 2015). Spreitzer et al., 2005, 2010). In accordance with the socially
As such, work engagement is often referred to as an embedded theory of thriving at work, thriving is defined as a
employee’s passion for work. Work engagement has two sense of progress, or forward movement, in one’s self-
main antecedents, namely job resources and personal development (Spreitzer et al., 2005).
resources (Bakker, Albrecht & Leiter 2011). Job resources refer
to supervisory support, innovativeness, information, Human thriving is regarded as a two-dimensional construct
appreciation and organisational climate (Rice, 2009, p. 5), and that consists of two components, namely vitality and
personal resources refer to an individual’s positive learning (Spreitzer et al., 2010). Vitality is regarded as the
psychological state of development, characterised by (1) affective dimension of thriving, and it refers to a sense of
having confidence (self-efficacy) to take on and put in the being alive, passionate and excited, and having a zest for
necessary effort to succeed in challenging tasks; (2) making a work. Learning, the cognitive dimension, refers to the

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 Page 5 of 10 Original Research

growth that comes from gaining new knowledge and skills, when individuals are embedded in unit context that encourage
as well as the application thereof (Spreitzer et al., 2005, decision-making discretion, information sharing, and a climate
2010). Thus, when people thrive at work, they will feel or of trust and respect, they are likely to respond with agentic
experience a sense of progress and momentum (Spreitzer behaviours that promote the experience of thriving. (p. 540)
et al., 2005), and confidence and capability (Wallace, Butts,
Johnson, Stevens & Smith, 2013). It has been asserted that The importance of facilitating work engagement through
thriving at work will guide employees in goal-directed task-related job resources such as autonomy and
activities and across changing circumstances, and that it will developmental opportunities has also been alluded to in HR
contribute to positive mental and physical health (Spreitzer management literature (Van de Voorde, Van Veldhoven &
et al., 2005). Thus, together, learning and vitality are Veld, 2016). It has also been found that work engagement
regarded as reflecting self-regulation in the workplace, enhances employee knowledge sharing and innovative
which provides employees with internal cues that they can work behaviour (Kim & Park, 2017). Previous research
use to assess their progress (Wallace et al., 2013). Thriving findings have also confirmed that workplace spirituality
also helps employees to adjust to their work context, and, as promotes information sharing (Rahman, Daud, Hassan &
such, thriving employees are better able to assess their own Osmangani, 2016) and possibly honesty and trust
development, in order to improve their short-term (Houghton et al., 2016).
effectiveness and long-term adaptability to the work context
(Wallace et al., 2013). Competence refers to individuals’ inherent desires to control
outcomes and experience environmental mastery (Janse van
Thriving at work has been associated with various individual Rensburg et al., 2017). In order to experience environmental
and organisational outcomes. For example, Porath et al. mastery, self-development through learning and vitality
(2012) found that thriving enhances the health (physical and (core components of thriving at work) are essential and
psychological well-being), job performance and career should be promoted in order to satisfy this psychological
development of employees. It can also benefit the need and to promote psychological functioning. The
organisation, through increased performance and lower experience of work engagement is also promoted when
heath care costs (Porath et al., 2012). It has been asserted that employees feel empowered to accomplish their work in a
thriving at work cannot be cultivated merely by decreasing meaningful way (Cooper & Leiter, 2017). Thus, thriving and
stressors in the workplace, but that it requires an increase in engagement in the work context should be advanced through
the presence of specific psychological states, behaviours, spiritually based organisations valuing meaning and
resources and contextual features (Spreitzer et al., 2005). This purpose. Relatedness needs refer to the need to connect to
implies that workplace spirituality, as a contextual factor, others, which is similar to the sense of connectedness which
could promote thriving at work. It is also necessary to is a core component of workplace spirituality. Workplace
consider factors that promote thriving at work. In this regard, spirituality facilitates employees’ experience and sense of
Paterson, Luthans and Jeung (2014) reported that in line with connectedness with others (Kolodinsky et al., 2004, 2008)
the self-determination theory of Ryan and Deci (2000), and which could promote thriving and engagement. The
the social cognitive theory of Bandura (2001), psychological satisfaction of the aforementioned basic psychological needs
capital and agentic work behaviours, such as task focus and will serve as a motivational mechanism that energises and
heedful relating, will promote thriving at work, which directs employees’ behaviour (Van den Broek, Vansteenkiste,
implies that employees that are more active and purposeful De Witte, Soenens & Lens, 2010). This psychological need
at work are more likely to sustain learning and vitality in the satisfaction is essential to stimulate optimal functioning and
workplace (Paterson et al., 2014). Paterson et al. (2014) further well-being (Van den Broek et al., 2010). It is argued that
emphasise the influence of the organisational climate and through spiritually based workplaces, employees’ need for
culture in the individual’s work environment on their autonomy, competence and relatedness will be satisfied,
thriving at work. In this article, the argument is offered that a which will serve as a motivational mechanism that promotes
spiritually based organisational culture functions as a thriving and engagement.
contextual influence on employees’ vitality and work
engagement.
Research design
Theoretical framework Research approach
In order to explain how the work context promotes work The study was conducted in the positivist paradigm, and
engagement and thriving at work, the self-determination it was quantitative in nature. Quantitative research was
theory of Ryan and Deci (2000) is used. The self-determination appropriate for the purposes of this research, which were to
theory (Ryan & Deci, 2000) explains that individuals have determine whether there is a statistically significant
three psychological needs, namely autonomy, competence relationship between the independent variable, namely
and relatedness needs. Autonomy refers to the desire workplace spirituality, and the dependent variables, namely
to  experience freedom of choice when making decisions work engagement and thriving at work. The survey research
(Janse van Rensburg, Rothmann & Diedericks, 2017). design that was used was cross-sectional in nature, as the
Spreitzer et al. (2005) assert that: research was carried out at a specific point in time.

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Research method individual’s perceptions of the spiritual values exhibited by

the organisation that the individual works for, and it consists
Research participants
of three factors, namely awareness of life, meaning and
The target population of the study was employees working at purpose, and compassion. The OSVS consists of 20 items,
SMMEs in a town situated in the Free State province of South and scoring is done through a Likert-type scale, where
Africa. As there are no official statistics available regarding the responses range from 1 (‘completely false’) to 5 (‘completely
number of SMMEs that operate within this area, convenience true’). Items included in the OSVS are, for example, ‘in
sampling was used to draw the sample, because readily this organisation there is a sense of sacredness in life’; ‘in
accessible respondents were requested to participate in the this organisation, all forms of life are valuable’; and ‘in this
research project (Jordan, Werner & Venter, 2015). A total of 35 organisation, we are encouraged to actively seek a sense
SMMEs operating within various sectors of the economy were of purpose in life’. Section D consisted of a questionnaire
included in the study. Because it was not possible to obtain measuring work engagement. Work engagement was
official statistics regarding the number of employees that are measured using the Utrecht Work Engagement Scale (UWES).
working at SMMEs in the town included in the study or at the The UWES consists of 17 questions and three factors, namely
organisations included in the study, it was decided to draw a vigour, dedication and absorption (Schaufeli & Bakker, 2003).
sample from the number of residents in the town, working at Response categories were in a Likert-scale format, with
SMMEs based on national statistics which totalled 26 880 responses ranging from 0 (‘never’) to 6 (‘every day’), and
people (Statistics South Africa, 2011). In order to draw a sample they included items such as ‘I am bursting with energy in my
from this population, the Raosoft sample size calculator work’ and ‘My job inspires me’.
recommends a sample size of 379 for this population size, at a
confidence level of 95%. Although 379 questionnaires were Research procedure
distributed, only 259 were returned and usable. Thus, the
study had a response rate of 68.3%. The self-administered questionnaires were personally
distributed by the researcher and trained fieldworkers. The
The final sample consisted of 154 males (59.46%) and questionnaires were collected personally by the researcher
103 (39.77%) females. In terms of population group, 57.92% and the fieldworkers at a prearranged time and day.
(n = 150) of the sample was African, followed by 38.61%
(n = 100) white respondents, 1.54% (n = 4) mixed race Ethical consideration
respondents and one Indian or Asian respondent, who The purpose of the study as well as ethical considerations,
accounted for 0.39% of the sample. With regard to age, 42.47% such as informed consent, anonymity and confidentiality,
(n = 110) of the sample ranged between 35 years and younger, was explained in a cover letter. It was indicated in the cover
followed by 39.38% (n = 102) between the age of 35 and 52 letter that participation was voluntary and that participants
years, and 11.20% (n = 29) in the age group of 53 years and may withdraw from the study at any time.
older. Lastly, regarding highest academic qualification, most
of the sample had Grade 10 or 11 (n = 120; 46.33%), followed Statistical analysis
by respondents with a Grade 12 qualification (n = 74; 28.57%),
Statistical Package for the Social Sciences (SPSS) version
respondents with a certificate or degree or diploma (n = 51;
20 was used to carry out the statistical analysis. Both
19.69%) and respondents with a postgraduate qualification
descriptive and inferential statistical analyses were
(n = 12; 4.63%).
performed. Descriptive statistics consist of measures of
central tendency, including means, medians, standard
Measuring instrument deviations, skewness and kurtosis (Salkind, 2012). Inferential
The measuring instrument consisted of four sections. Section statistical analysis was performed using the Pearson’s
A consisted of a self-constructed biographical questionnaire. product-moment correlation, to determine statistically
The biographical questionnaire was designed by the significant relationships between workplace spirituality,
researcher in such a way that it would solicit relevant thriving at work and work engagement, and their respective
demographic information from the participants in terms of facets. A multiple regression analysis was performed to
their sex, race, age and highest educational qualification. establish the degree to which the variance in work
Section B consisted of a questionnaire to measure thriving at engagement and thriving at work can be attributed to
work. The measuring instrument developed by Porath et al. workplace spirituality.
(2012) was used in this section. The questionnaire comprised
10 items consisting of two factors, namely vitality and
learning. Response categories were in a Likert-scale format,
Results
with responses ranging from 1 (‘strongly disagree’) to 7 Validity and reliability of the questionnaire
(‘strongly agree’). The questionnaire included items such as ‘I The factor analysis of thriving at work, workplace spiritualty
find myself learning often’ and ‘I have energy and spirit’. and work engagement confirmed the factor structure of the
Section C consisted of a questionnaire measuring workplace constructs. The validity of the instruments was assessed
spirituality. Workplace spirituality was measured using using reliability tests such as the Cronbach’s alpha
Kolodinsky et al.’s (2004) OSVS. The OSVS assesses an coefficient and composite reliability, convergent validity and

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 Page 7 of 10 Original Research

discriminant validity. Prior to the distribution of the final a mean of 16.01 and a median of 16. The remainder of the
questionnaire, the constructed questionnaire was distributed facets have low scores, which shows that the respondents
to two experts in the field of HR management, in order to perceived the SMMEs that they are working for as valuing
ensure face validity. some aspects related to the sacredness of life, connection to
the world at large, personal reflection and growth, and health
The reliability and validity assessment results are indicated and inner peace. However, the results suggest that the
in Table 1. SMMEs do not value meaning and purpose at work
sufficiently, neither do they agree that they are learning and
The Cronbach’s alpha coefficient for workplace spirituality feeling energised at work. The sample further indicated that
(measured by the OSVS) may be regarded as good (0.83). they seldom feel dedicated and absorbed at work.
This is slightly lower than the Cronbach’s alpha coefficients
reported by Kolodinsky et al. (2008) for an international Correlations between workplace spirituality,
sample (0.93) and reported by Van der Walt and De Klerk work engagement and thriving at work
(2014) for a South African sample (0.95). The Cronbach’s
alpha coefficient for work engagement (measured by the Table 3 reflects the correlations between thriving at work,
UWES) is 0.75. This is lower than the Cronbach’s alpha workplace spirituality and work engagement.
coefficients reported for an international sample, namely 0.92
(Lawrence, 2009, p. 123), and a South African sample, namely Multiple regression analysis
0.97 (Matla, 2009). In another South African study, the three
Multiple regression analysis was performed to determine the
subscales of the UWES yielded a Cronbach’s alpha coefficient
influence of workplace spirituality on thriving at work and
of 0.88 (vigour), 0.91 (dedication) and 0.86 (absorption),
respectively (Du Plooy & Roodt, 2010). The internal work engagement (see Table 4). Note that normality was
consistency of the thriving at work scale, consisting of assumed.
learning and vitality, is also good, with vitality yielding a
Cronbach’s alpha of 0.84 and learning yielding a Cronbach’s To answer the research question ‘How much variance in
alpha coefficient of 0.78, which can be seen as good. The thriving at work and work engagement can be explained
convergent validity of all the constructs appearing in the by workplace spirituality?’, a standard multiple regression
measurement model is good (i.e. the AVE scores were all analysis was performed. As can be seen from Table 4,
above 0.5). The discriminant validity is also supported which workplace spirituality contributes 9.86% to the variance in
indicates that the constructs are significantly different from thriving at work and 24.21% to the variance in work
each other. This implies that the instruments are reliable and engagement. Both regression results are positive, which
valid for this study. suggests that as workplace spirituality increases, so do
thriving at work and work engagement. However, workplace
Measures of central tendency spirituality has a greater impact on work engagement than
on thriving at work.
Table 2 indicates the measures of central tendency for thriving
at work, workplace spirituality and work engagement. Please TABLE 3: Pearson’s product-moment correlation results for thriving at work,
note that the median represents the 50% mark in each case. workplace spirituality and work engagement (n = 259).
Construct Category Thriving at Workplace Work
work spirituality engagement
As can be seen from Table 2, only one variable has a mean Thriving at Pearson’s correlation 1 0.31* 0.43*
score higher than the median, namely awareness of life, with work
Sig. (2-tailed) - 0.000 0.000
N 259 258 259
TABLE 1: Reliability and validity assessment. Workplace Pearson’s correlation 0.31* 1 0.49*
Variable Cronbach’s Alpha CR AVE MSV spirituality
Sig. (2-tailed) 0.000 - 0.000
Vitality 0.84 0.85 0.53 0.33 N 258 258 258
Work spirituality 0.83 0.84 0.51 0.14 Work Pearson’s correlation 0.43* 0.49* 1
Learning 0.78 0.84 0.58 0.33 engagement
Sig. (2-tailed) 0.000 0.000 -
Work engagement 0.75 0.75 0.50 0.24 N 259 258 259
AVE, average variance extracted; CR, convergent validity; MSV, maximum shared variance. Sig., significance.
*, p ≤ 0.01.
TABLE 2: Measures of central tendency (n = 259).
Construct Sub-construct N Min Max Mean Median SD TABLE 4: Multiple regression analysis results, where workplace spirituality is the
Thriving at Learning 259 7 35 29.89 30 4.19
independent variable, and thriving at work and work engagement are the
work dependent variables.
Vitality 259 13 35 28.18 29 4.86
Variable Workplace spirituality
Workplace Meaning and purpose 258 12 50 42.93 44 5.88
spirituality R R2 F β T p Partial VIF
Awareness of life 258 4 20 16.01 16 2.70 correlation
Compassion 258 6 30 24.52 25 4.01 Thriving at 0.31 0.0986 27.96 0.31 5.29 0.000** 0.31 1.00
Work Vigour 259 9 36 28.33 29 4.75 work
engagement Work 0.49 0.2421 81.95 0.49 9.05 0.000** 0.49 1.00
Dedication 259 10 30 25.47 26 3.87
engagement
Absorption 259 11 36 28.49 30 4.69
R, R-value; R2, R-squared value; F, F-value; β, beta-value; p, significance; VIF, variance
SD, standard deviation. inflation factor.

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 Page 8 of 10 Original Research

Discussion recognise the advantages of work engagement and

meaningful work, the actual levels thereof are far from ideal.
The research objective of the study was to determine the
relationship between thriving at work, work engagement The findings of the study further suggest that it will be to the
and workplace spirituality. The findings indicate that both advantage of SMMEs to promote the experience of spirituality
thriving at work and work engagement were related to at work. This can be done by valuing relationships between
workplace spirituality. The relationship between thriving at employees and by creating compassionate working
work and workplace spirituality was moderately positive, environments. It is critical that continuous learning
and the first research hypothesis is thus accepted. This opportunities are presented to employees, which can be done
suggests that higher levels of workplace spirituality could through on-the-job and off-the-job training. Consideration
lead to higher levels of thriving at work and work should also be given to aspects such as job rotation, job
engagement. The findings also indicate that work engagement enrichment and job enlargement, to promote personal and
was positively and significantly related to workplace holistic growth. Holistic growth and development are
spirituality. The second research hypothesis is thus accepted. emphasised by Neck and Milliman (1994), who state that
This implies that higher levels of workplace spirituality could employees should be provided with opportunities to
lead to higher levels of thriving at work. As such, organisations experience personal growth and development, so that they
could potentially promote thriving at work and work can achieve self-actualisation. Furthermore, jobs should be
engagement, by focusing more on workplace spirituality. carefully designed, and consideration should therefore be
However, although workplace spirituality significantly given to aspects such as task identity, autonomy, skill variety
influences both thriving at work and work engagement, it and job challenge, in order to promote meaningful work
influences work engagement to a greater degree. Although engagement among employees. In this regard, Pardasani
the relationships between workplace spirituality and thriving
et al. (2014) postulate that jobs should be designed in such
at work were significant, the variance was low. Therefore,
a way that they fulfil employees’ need for meaning and
although a statistical significant relationship emerged, it may
purpose in their work, rather than focusing only on
be practically insignificant.
enhancement of motivation and satisfaction. This requires a
holistic approach to employee development, which includes
Practical implications mind, body and spiritual dimensions. It is also necessary that
In terms of thriving at work, both vitality and learning had SMMEs should attempt to understand the individual needs
low scores. It was noted that although respondents disagreed of employees and that a culture of trust is established, in
that they are learning at work, they agreed that SMMEs value which employees will feel safe to discuss their problems and
awareness of life. This may suggest that although private matters. Therefore, it is suggested that stronger
organisations value personal reflection and growth, sufficient emphasis needs to be placed on effective communication and
learning opportunities are not presented to employees relationship building. Management and owners of SMMEs
working in SMMEs. However, it has been stated that thriving should consider developing active listening skills, and they
at work should be considered as a joint experience of vitality should set time aside to engage with employees on a personal
and learning, because the two dimensions together capture basis, in order to strengthen relationships at work and
the affective and cognitive components of individual growth beyond the workplace. This is critical, because positive
and development in a work context (Porath et al., 2012). relationships impact on employees’ experience of work, and
Thus, SMMEs are likely to benefit from considering both the they contribute to their growth, development and energy
work that employees are doing in SMMEs and whether levels at work (Gerbasi, Porath, Parker, Spreitzer & Cross,
sufficient opportunities are provided to them to learn and 2015).
develop. If employees are provided with the opportunity to
learn and develop, it will possibly manifest in increased zest It is also critical to assign new employees to mentors, to assist
for work. To promote learning and vitality (and thus thriving them to become familiar with the organisational culture and
at work), SMMEs should consider introducing initiatives to develop mutual trust and positive relationships. Weinberg
such as decision-making discretion, broad information and Locander (2014, p. 394) allude to the importance of
sharing and sharing of feedback, and they should endeavour spiritual mentoring, which they explain as ‘contributing to a
to create a climate of civility (Porath et al., 2012). protégé’s [new employee’s] personal growth and
development by providing a context that nourishes the
All the facets of work engagement, namely vigour, dedication protégé’s individual spirit through recognition of his or her
and absorption, had low scores, which suggests that inner life and by providing or suggesting meaningful work
employees do not feel emerged at work, and as enthusiastically appealing to the protégé’s own sense of calling’, which thus
identifying with and engaging in their work. Thus, they do ‘promotes an experience of transcendence through the work
not feel particularly passionate about the work they do. process’. However, it is acknowledged that not all employees
Previous studies investigating work engagement for South are spiritual, and, as such, SMMEs should not adopt a one-
African samples have found contradictory results, indicating size-fits-all perspective, but should allow for individual
positive work engagement (Swanepoel, 2015). However, differences, and should take cognisance of these when
Hoole and Bonnema (2015) assert that although organisations matching new employees (protégés) with mentors.

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 Page 9 of 10 Original Research

Limitations and recommendations considered to ensure that employees are thriving and
engaged at work. By developing spiritual workplaces,
The study has a number of limitations that need to be noted.
SMMEs are likely to promote sustainable human performance,
Firstly, a non-probability sampling technique was used, and
which has the potential to give them the competitive
data were gathered at a specific location. This may
advantage they need, in an environment that is rife with
compromise the external validity of the research reported on.
competition and toxic behaviour.
Therefore, caution needs to be taken when generalising the
findings to the larger population. Secondly, common-method
variance may have influenced the results, because a cross- Acknowledgements
sectional study was conducted, and self-administered The author would like to thank Anthony Sparg, a freelancer,
questionnaires were used to collect the data, which contained for language editing this article. Anthony Sparg has edited
more than one construct that respondents had to respond to several academic journal articles and master’s theses in the
at the same time. Thirdly, the sample was not representative discipline of human resource management and has an MA
of the population, and therefore, the findings cannot be cum laude in African Languages (isiXhosa), an MA cum
generalised to the larger population. However, an acceptable laude in Linguistics and a Higher Diploma in Education.
response rate was obtained, and the final sample consisted of
an adequate number of respondents in order to achieve the
Competing interest
research objectives of the study. Despite the above limitations,
the study holds important implications for SMMEs that wish The authors declare that they have no financial or personal
to promote sustainable performance. relationships that may have inappropriately influenced them
in writing this article.
According to the self-determination theory of Ryan and Deci
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