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IMESO Institute for Medicine, Education, and Spirituality
at Ochsner
2012
Workplace Spirituality
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What is Spirituality Belief in immaterial realities or experiences of the immanent or
transcendent nature of the world. …Wikipedia
Spirituality is the personal quest for understanding answers to
ultimate questions about life, about meaning and about
relationship to the sacred or transcendent, which may (or may not)
lead to or arise from the development of religious rituals and the
formation of community. … King and Koenig, 2009, BMC Health
Sciences Research
The experience of consciously striving to integrate one’s life in
terms not of isolation and self-absorption but of self-
transcendence toward the ultimate value one perceives. …IMESO
(Schneiders, S. 1989. Spirituality in the Academy. Theological Studies
50:685.)
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Workplace spirituality refers to the ways we express
our spirituality at work, both for personal support and in
making ethical, just decisions.
-Nancy R. Smith, Workplace Spirituality: A Complete Guide
for Business Leaders, 2006
Important because it is directly related to employee
health…
Workplace Spirituality
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World Health Organization Constitution
Health is a dynamic state of complete physical, mental,
spiritual and social well-being and not merely the absence
of disease or infirmity.
NIH – National Center for Complementary and Alternative
Medicine
Recognizes spiritual treatment as a complementary
therapy.
CDC-NCCDPHP (National Center for Chronic Disease
Prevention and Health Promotion)
Championed a focus on wellness that acknowledges the
roles of mental health, spirituality, and complementary and
alternative medicine across the lifespan.
American Association for Integrative Medicine
Recognize Spirituality as a distinct health dimension
…Mind, Body, Spirit continuum.
And a dimension that is treatable through alternative
exercises and practices such as meditation, prayer and
visualization.
Rapid change and workplace uncertainty have eroded the employee sense
of stability; workers are looking for that inner center and returning to core
values.
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A culture of spirituality in the workplace
places the emphasis on PEOPLE
Leadership → Management→ Employees→ Consumers
To the extent WPS increases employee engagement
or well-being, it should also contribute to consumer
satisfaction. Employee definition….
7 From W. Thomas, 2011, “Systems Thinking”
8 From W. Thomas, 2011, “Systems Thinking”
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Holding employees accountable is unquestionably
necessary… but inevitably involves stress for the
employee.
Why? Because predictably, employees are held responsible
for outcomes that are not completely within their control.
This creates workplace STRESS. And while we know that
a modest amount of stress, judiciously applied, can increase
productivity and corresponding sense of accomplishment,
too much stress is counterproductive.
Leaders tend to be accountability, productivity, bottom line-driven people. Striving for efficiency, leaders may produce a work force full of hostility, stress and absenteeism.
• Otto Krueger, Type Talk at Work: How the 16 PersonalityTypes Determine Your Success on the Job.
• Isabel Briggs Myers, Gifts Differing: Understanding Personality Type.
• Naomi Quenk, Was that really me? How Everyday Stress Brings out our Hidden Personality.
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Then… Creativity Dies
• “Creativity in the workplace gets killed much more often
than it gets supported.”
– Teresa Amabile, Harvard Professor (expert on workplace
creativity), Harvard Business Review, 2010
Workplace stress can lead employees to feel:
-Lack of freedom (no control over their destiny)
-Indifference (lack of support from workplace superiors)
This in turn can lead to:
-Competition (for limited internal resources), loss of collegiality
And we are asking that employees
“…Do More With Less”.
Which can also contribute to the stressful environment, EVEN
in those employees that appear to be engaged and high-
functioning.
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Thus…
A major goal of IMESO is to
provide a culture that recognizes and dignifies the
spiritual nature of people thus enhancing the workplace
environment and the ability of employees to meet or
exceed expectations in a challenging workplace where
they are asked to…
“…do more with less”
Goal 1: To provide educational programs for the medical
students in the area of spirituality and medical practice.
Goal 2: To provide educational programs and small
groups for residents, physicians and nurses in the area
of spirituality.
Goal 3: To provide educational programs for
administration and staff for the inclusion of spirituality
in decision-making.
IMESO Three Year Objectives
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IMESO Three Year Objectives (cont.)
Goal 4: Essays and papers will be developed to be
published to the entire system’s employees on the IMESO
website.
Goal 5: A comprehensive conference will be designed
and offered to the wider community on Spirituality and
Healthcare.
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Why do we think that the IMESO initiatives
will improve/resurrect the Ochsner workplace
and contribute to organizational success?
Service-Profit Chain
Business Model
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Internal
Service
Quality
Employee
Satisfaction
Employee
Retention
Employee
Productivity
Employee
Service
Value
Customer
Satisfaction
Customer
Loyalty
Revenue
Growth
Profitability
Operating Strategy and Service Delivery System
• Workplace design
• Job design
• Employee selection
and development
• Employee rewards
and recognition
• Tools for serving
customers
• Service concept:
results for
customers
• Service designed
and delivered to
meet targeted
customers’ needs
• Retention
• Repeat business
• Referrals
The Links in Service-Profit Chain
Modified from Harvard Business
Review, July 2008
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Let’s look more closely at this portion of the chain…
Employee
Satisfaction
Employee
Retention
Employee
Productivity
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We postulate that IMESO-initiatives in the workplace will
contribute to employee self-transcendence and will improve
employee’s
-sense of belonging
-sense of worthiness Dr. Charles Stanley, “three-legged stool”
-sense of competence (spiritual parameters)
ultimately increasing organizational productivity.
Our model, which follows, expands on that postulated by
Milliman and colleagues, 2003 (Journal of Organizational
Change Management). They linked workplace dimensions
with attitudes. We now further link attitudes with measurable
behaviors, and behaviors with organizational success.
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Meaningful
Work Sense of Community Alignment with Org
Values
Workplace Spirituality Dimensions
Attitudes
•Organization Commitment .Intention to Quit
•Intrinsic Work Satisfaction .Job Involvement
•Job-related Self Esteem
Refs. 1 - 4
Milliman et al., 2003,
Workplace Spirituality…
Cited by 208 articles.
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Meaningful
Work Sense of Community Alignment with Org
Values
Workplace Spirituality Dimensions
Attitudes
Behaviors
Organizational
Success
•Organization Commitment .Intention to Quit
•Intrinsic Work Satisfaction .Job Involvement
•Job-related Self Esteem
Employee
Turnover Absenteeism
Employee
Complaints
Refs. 1 - 4
Productivity
Refs. 5 - 8
Refs. 9 - 15
Employee
Engagement
Patient Satisfaction
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Milliman’s group [College of Business (U Colorado)]
suggest that change efforts should incorporate feedback
mechanisms from:
Internal sources (employees) and
External sources (patients, consultants, suppliers),
to ensure that ongoing assessments occur regarding the
true impact of the workplace spirituality philosophies.
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IMESO Research Plan:
• Obtain system-wide baseline measurements on level of
workplace spirituality using the Milliman questionnaire.
Obtain baseline behavioral data from HR.
• Years 1 and 2: Implement IMESO training and educational
programs.
• Years 2 and 4: Re-measure system-wide workplace
spirituality using Milliman survey to determine effective-
ness of training programs. Obtain behavioral data from HR.
• Years 1-4: Continually monitor employee engagement
and patient satisfaction per status quo.
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Expectation
is that we will obtain measurable improvements
in attitudes and behaviors using our
survey instruments and data analysis tools.
but we would add…
Despite the fact that the practice of workplace spirituality should
contribute to Ochsner’s productivity, we believe that organiza-
tional change must be guided by the clear philosophy that it
represents enlightened behavior and that it is “the right thing
to do”, not because it may improve profits.
We are in agreement with Milliman and other experts in this
area of research that workplace spirituality must be
practiced in an authentic manner before it can have a
positive impact on employees or on the long-term success
of our organization.
IMESO, 2012
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One final thought…
The #1 responsibility of any Board of Directors is to
produce a leadership that can inspire passion, a
quest for learning, and a willingness to work outside
of the comfort zone.
-Jim Maginnis, 2001
Our leadership, in establishing and supporting IMESO,
have demonstrated progressive, enlightened philosophy which
should impact the Ochsner culture at many levels and provide
a distinct flavor to our education and training programs, and
a kinder, more caring and spirit-filled experience for our patients.
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References
1) Milliman et al. (2003) Workplace spirituality and employee work attitudes: An exploratory
Empirical assessment. J. Organiz Change Management 16(4): 426-447.
2) Ashmos and Duchon (2000) Spirituality at Work, A conceptualization and measure. J.
Management Inquiry 9(2):134-145.
3) B. S. Pawar, (2008) Two approaches to workplace spirituality facilitation: a comparison
and implications. Leadership & Organiz Development J. 29(6):544 – 567.
4) Moore and Casper (2006) An Examination of Proxy Measures of Workplace Spirituality:
A Profile Model of Multidimensional Constructs. Journal of Leadership & Organiz
Studies 12: 109-118.
5) Branham L. (2005) The 7 hidden reasons Employees Leave: How to recognize the subtle
signs and act before it’s too late. AMACOM publishers.
6) Stamford, D. (2008) Why employees leave an organization. www.helium.com
7) Hoxsey, D. (2010) Are happy employees healthy employees? Researching the effects
of employee engagement on absenteeism. Can Public Adm 53(4):551-571.
8) Tanja-Dijkstra and Pieterse (2011) The psychological effects of the physical healthcare
environment on healthcare personnel. Cochrane Database Syst Rev 1:CD006210.
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References (cont.)
9) Savage and Sales (2008) The anticipatory leader: futurist, strategist and integrator.
Strategy and Leadership 36(6):28-35.
10) Anderson, A. (2010) The effects of employee resignations on productivity.
www.ehow.com
11) Bliss, W.G. (2010) Cost of employee turnover. The Advisor, www.isquare.com.
12) Blake, R. (2006) Employee Retention: What employee turnover really costs your
company. www.webpronews.com
13) Jurkiewicz and Giacalone (2004) A values framework for measuring the impact of
workplace spirituality on organizational performance. J of Business Ethics
49(2):129-142.
14) Mehta and Joshi (2010) Impact of workplace spirituality on organization culture
through improved employee productivity. AIMS International Conference on
Value-Based Management.
15) Dent, E.B. et al. (2005) Spirituality and leadership: An empirical review of definitions,
distinctions, and embedded assumptions. The Leadership Quarterly 16:625–653.
THANK YOU
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