Workplace Values and Outcomes: Exploring Personal, Organizational, and Interactive Workplace Spirituality Robert W. Kolodinsky Robert A. Giacalone Carole L. Jurkiewicz ABSTRACT. Spiritual values in the workplace, increasingly discussed and applied in the business ethics literature, can be viewed from an individual, organiza- tional, or interactive perspective. The following study examined previously unexplored workplace spirituality outcomes. Using data collected from five samples con- sisting of full-time workers taking graduate coursework, results indicated that perceptions of organizational-level spirituality (‘‘organizational spirituality’’) appear to matter most to attitudinal and attachment-related outcomes. Specifically, organizational spirituality was found to be positively related to job involvement, organizational identification, and work rewards satisfaction, and nega- tively related to organizational frustration. Personal spir- ituality was positively related to intrinsic, extrinsic, and total work rewards satisfaction. The interaction of per- sonal spirituality and organizational spirituality was found related to total work rewards satisfaction. Future work- place spirituality research directions are discussed. KEY WORDS: worker values, workplace spirituality, ethics, worker attitudes, work outcomes Introduction The relationship between values and business ethics has more recently enlarged its scope to include spiritual values. An increasing number of articles and books (e.g., Cavanagh and Bandsuch, 2002; Jur- kiewicz and Giacalone, 2004; Sheep, 2006) are linking the spiritual values-ethics-performance rela- tionship and reflect more than an academic interest. The need for organizational leaders to devote atten- tion to spiritual values has likely never been greater (Giacalone and Jurkiewicz, 2003). With continuous change and financial metrics playing increasingly important decisional roles (Greider, 2003; Khand- walla, 1998; Lennick and Kiel, 2005), leaders expect workers will do whatever it takes to keep up the pace and positively affect the organizational bottom- line. For many workers, such dynamics mean that work has taken an ever more prominent and time- consuming place in their lives. As a result, workers’ need for connectedness, meaning, purpose, altruism, virtue, nurturance, and hope in one’s work and at one’s workplace likely is also at an all-time high (Cavanagh and Bandsuch, 2002; Fry, 2003; Jur- kiewicz and Giacalone, 2004; Pfeffer, 2003; Sheep, 2006). Some (e.g., Giacalone, 2004) have argued that a focus on such transcendent needs and values is an important way to bring about the ethical deci- sions and outcomes that are desired in organizations today. Unfortunately, although there has been rapid growth in workplace spirituality research during the past decade (Beekun and Badavi, 2005; Giacalone and Jurkiewicz, 2003; Schwartz, 2006), little is yet known about the effects spiritual values have on the extent to which workers have a meaningful, good life at work. Whereas employers may understand that important work-related outcomes (such as atti- tudinal indicators) affect the bottom line, ethicists recognize that such outcomes related also to the ethical treatment of employers (e.g., fair treatment, caring, and compassionate working environments, etc.). Though attitudinal and attachment-related work consequences such as job satisfaction, satisfac- tion with rewards, job involvement, organizational identification, and frustration with one’s organiza- tion all have been found linked to vital bottom-line Journal of Business Ethics (2008) 81:465–480 Ó Springer 2007 DOI 10.1007/s10551-007-9507-0