Garg 13 and organizational performance direct β 061 p

Garg 13
and organizational performance (direct β = 0.61, p < 0.05) and of work motiva -
tion and organizational performance (direct β = 0.60, p < 0.01) were concluded
significant. This satisfies the third condition of Baron and Kenny’s (1986)
method.
Further, workplace spirituality did exert statistical significant indirect effect on
organizational performance (indirect β = 0.52, p < 0.05) after being mediated by
affective commitment (first condition satisfied). Now direct effect of workplace
spirituality on organizational performance was found significant even when
mediator (affective commitment) was controlled (direct β = 0.40, p < 0.05). Since
value of regression coefficient reduces here, thus partial mediation is confirmed
(refer to the fourth condition of Baron and Kenny’s [1986] method). Indirect
effect explained 56.5 per cent of total effect of independent variable on dependent
Table 2. Direct, Indirect and Total Effect of Workplace Spirituality on Organizational
Performance
Direct Effect β B SE P
WS OP 0.40 0.43 0.67 <0.05
WS AC 0.36 0.66 0.91 <0.01
WS CC 0.42 0.51 0.93 <0.01
WS NC 0.67 0.74 0.69 >0.05
WS EE 0.38 0.65 0.87 <0.01
WS WM 0.49 0.53 1.43 <0.05
AC OP 0.66 0.68 0.80 <0.05
CC OP 0.53 0.72 0.74 <0.05
NC OP 0.69 0.84 0.77 <0.001
EE OP 0.61 1.23 1.74 <0.05
WM OP 0.60 0.80 0.79 <0.01
Indirect Effect
WS AC OP 0.52 0.90 0.78 <0.05
WS CC OP 0.44 1.32 0.64 <0.01
WS NC OP 0.48 0.40 1.42 <0.05
WS EE OP 0.40 0.93 0.98 <0.01
WS WM OP 0.49 0.81 0.83 <0.05
Total Effect
WS on OP (AC) 0.92 1.33 0.74 <0.05
WS on OP (CC) 0.86 1.75 1.46 <0.05
WS on OP (NC) 0.88 0.83 0.95 <0.05
WS on OP (EE) 0.78 1.36 0.55 <0.05
WS on OP (WM) 0.89 1.24 0.74 <0.001
Source: Primary Data.
Note:
β
—standardized coefficient, B—Unstandardized coefficient.

14 South Asian Journal of Human Resources Management 4(2)
variable being mediated by affective commitment (total β = 0.92, p < 0.05).
Workplace spirituality exerted significant direct (direct β = 0.42, p < 0.01) and
indirect (indirect β = 0.44, p < 0.05) effect on continuance commitment. The calcu -
lated indirect effect resulted in 51.1 per cent of the total effect of spirituality on
performance being mediated by continuance commitment (total β = 0.86, p < 0.05).
Additionally, predictor variable exerted significant indirect effects on criteria
variable (indirect β = 0.40 p < 0.01), resulting in 51.2 per cent of the total effect
of workplace spirituality on organizational performance being mediated by
employee engagement (total β = 0.78, p < 0.05). Identically, work motivation
also reported partial mediation in relationship of workplace spirituality (indirect
β = 0.49, p < 0.05 and total β = 0.89, p < 0.001). Indirect effect explained 55 per cent
of the total effect of workplace spirituality on organizational performance being
mediated by work motivation.
Discussion and Conclusion
A number of successful organizations have started to reap benefits of associating
spirituality with workplace. Multinational organizations such as the World Bank
(Laabs, 1995), AT&T, Hewlett–Packard, DuPont, Ford Motor company (Burack,
1999), Apple computers (Cavanagh, 1999) have institutionalized special pro-
grammes to add spiritual flavour to the overburdened and boring life of its
employees. AT&T sends its middle managers to three-day spiritual-cum-self-
development programmes. Trainee reported better self-understanding and
renewed positive relationship with colleagues (Cavanagh, 1999). Hewlett–
Packard implements workplace spirituality through a company philosophy that
emphasizes the values of trust and mutual respect, which in turn are believed to
contribute to cooperation and sharing a sense of purpose (Burack, 1999). World’s
largest search engine Google has started Google’s school of personal growth.