Article Workplace Spirituality and Employee Well-being: An Empirical Exploration Naval Garg 1 Abstract The popularity of concept of spirituality is increasing exponentially in the field of human resource management. Both academicians and practitioners are looking at spirituality to solve modern day human resource challenges. Spirituality at work is about search for meaning or higher purpose, connectedness and transcendence. The present research article addresses conceptual and empirical gap using the concept of workplace spirituality and empirically examines relationship between workplace spirituality and employee commitment, job satisfaction and work–life balance satisfaction. The article successfully augments literature by suggesting one more dimension (Karma Capital) of Indian spiritual values. This is one of the pioneer studies that used necessary condition analysis (NCA) to explore workplace spirituality. Workplace spirituality was reported as a necessary determinant of employee commitment, job satisfaction and work–life balance satisfaction. Relationship between these variables is further investigated through correlation matrix and regression analysis. Keywords Workplace-spirituality, well-being, necessary condition, karma capital, authenticity Introduction Workplace spirituality is an emerging area of interest among management scholars and practitioners. This resulted in a quest for more rational and logical investigation into workplace spirituality, its construct and its impact on employees and organizations. In its initial years, empirical research works on workplace spirituality faced serious challenges of clarity about constructs of spirituality. While the dimensions of workplace spirituality are being clarified, the concept can be visualized through one of its foremost elements, that is, impact of workplace spirituality on well-being of employees. Organizations have witnessed significant transformations in the organizational climate and culture in recent years (Driver, 2005). Technological and structural changes, increasing call for excessive optimization leading to downsizing and layoffs and extreme specialization and division of labour create an atmosphere in which Journal of Human Values 23(2) 1–19 © 2017 Management Centre for Human Values SAGE Publications sagepub.in/home.nav DOI: 10.1177/0971685816689741 http://jhv.sagepub.com 1 Administrative Officer, Oriental Insurance Company Limited, Bengaluru, Karnataka, India. Corresponding author: Naval Garg, Jagadhari, Yamunanagar, Haryana, India E-mail: naval.garg785@gmail.com