spirituality in the workplace: contributions from a...

Spirituality in the workplace: Contributions from a Mā i tiMāori perspective

Rachel Wolfgramm(Ph.D) Cheryl Moana Waetford(BComHons)University of Auckland Business School

Wolfgramm, R, M, Waetford, C, 2007

Spirituality in the Workplace; Contributions from a Māori perspective

MihimihiTheoretical considerations: spirituality in the workplaceworkplaceRefining levels of analysisEmpirical research: Workplace spiritualityEmpirical research: Workplace spiritualityChallenges in theoretical and research developmentSWP Mā i tiSWP: Māori perspectivesMethodologyDiscussionMatariki: Insights and contributions from a Māori perspectiveFuture opportunities


Future opportunities

Theoretical developments: spirituality in the workplaceworkplace

• Spirituality in the workplace in Management and O i ti thOrganisation theory

• Parker Follet and Maslow introduced notions of• Parker-Follet and Maslow introduced notions of spirituality early on management theorising

• Weber, Durkheim, Marx, Freud and other scholars influential in economic, social, psychology and

i i l h d l d b i h iorganisational theory developed substantive theories based on the study of religion and spirituality

• More recent consolidation and growth of scholarly based research internationally


y

Theoretical developments: spirituality in the workplace

• Why the renewed interest in management, work and organisation studies?

• Work as a social endeavor linked to outcomes and material advancement

• Spirituality as a personal quest linked to transformative processes and intrinsic rewards

• Vocation derives from latin vocare, secular spirituality(F h 2003)


(Furnham, 2003)

Theoretical developments: spirituality in the workplace

• Definitions of spirituality: search for meaning andDefinitions of spirituality: search for meaning and fulfilment, animating force

• Dimensions of spirituality: Spiritual well-being, spiritual transcendence, spiritual development, spiritual wellness, spiritual needs spiritual intelligence spiritual growthspiritual needs, spiritual intelligence, spiritual growth, spiritual distress and so forth (Giacalone and Jurkiewicz, 2003)


Theoretical considerations: spirituality in the workplace

• Stronger differentiation between spirituality and religion (Zinnbauer et al 1999)

• Spirituality is a “subjective experience of the sacred” (Vaughan, 1991)(Vaughan, 1991)

• Spirituality inconsistent with institutionalised settings p y g(Ashforth and Pratt, 2003)

S i it lit fl id idi ti• Spirituality fluid, idiosyncratic process


• Religion symbolic ritual, institutionalised practice

Theoretical considerations : spirituality in the workplace

• Critical perspectives

• “One person’s spirituality is another’s iron cage” (Boje , 2000)

C f i l k f d ti b t i it l b li f• Confusion: lack of demarcation between spiritual beliefs and religious behaviour in workplace

• Collision: of spiritual and sectarian values and beliefs

• Conflicts arise in workplace when psuedo religious practices imposed (White 2003)


practices imposed (White, 2003)

Theoretical considerations: spirituality in the workplace

Postmodern turn• Postmodern turn

• Strong detachment from systematised beliefsStrong detachment from systematised beliefs

Emergence of new type of spirituality linked to extreme i di id li tiindividualisation (Jameson, 1991)

• Reflects cultural logic of late capitalism• Reflects cultural logic of late capitalism

• Consumption of spirituality now a la carte, eclectic, p p ysomewhat kleptomaniac (Possamai, 2003)

• Eclectic private symbolism (Pargament 1997 ZinnbauerWolfgramm, R, M, Waetford, C,

2007

• Eclectic private symbolism (Pargament, 1997, Zinnbauer, Pargament & Scott 1999)

Refining levels of analysis: spirituality in the workplace

Individual level: some key themes• Individual level: some key themes

• processes of self renewal and transformationprocesses of self renewal and transformation

• an individuals quest for meaning and purpose in life

• a sense of self transcedence..above and beyond

• a search for interconnectness

• a search for positive fulfilment beyond the secular centricity of workplace environments


Refining levels of analysis: spirituality in the workplace

• Organizational level

• Organizational cultures– Corporate values and beliefs alignment to strategic

bj tiobjectives

O i i l i i hi• Organizational citizenship– Harness spirit, passion and creativity to advance

iti hi b h icitizenship behaviour


Empirical research: workplace spiritualityEmpirical research: workplace spirituality

• Qualitative interview methods (Mitroff and Denton, 1999)

• Spirituality scale using survey instruments (the inner• Spirituality scale using survey instruments (the inner life, meaningful work and community) (Ashmos and Duchon, 2000)

• Structural equation modelling to assess hypothesised• Structural equation modelling to assess hypothesised relationship between spirituality and employee work attitudes (Milliman, Czapleski and Ferguson, 2003)


( g )

Empirical research: workplace spiritualityEmpirical research: workplace spirituality

• Organizational culture and values of workplace spirituality (Jurkiewicz and Giacalone, 2004)p y ( , )

• Proxy measures via profile models of multidimensional contructs (Moore and Casper, 2006)

• “New frontiers philosophical scaffolding” (Benefiel 2003)New frontiers, philosophical scaffolding (Benefiel, 2003)


Challenges in theoretical and research advancement

Underlying ontological and epistemological tensions

Spiritual capital an “inoperative metaphysical notion”Spiritual capital an inoperative metaphysical notion (Schumpeter on Muller’s conceptualisation of spiritual capital)

Lack of distinction between soaring rhectoric and substantive gbased research (Sass in Giacalone and Jurkiewicz, 2003)

Further clarification i.e. spirituality and work

Difficult to measure spirituality due to subjective nature

Lack of definitional consensus

Universalizing leads to tendency to proselytize and dictate


Universalizing leads to tendency to proselytize and dictate dogma in the area (Biberman and Whitty, 2003)

NeverthelessNevertheless….

• “the scientific study of workplace spirituality may y p p y ybring forth new developments…the potentially ground breaking nature of this research leaves g gno doubt that if significant relationships are discovered, a new understanding of workplace could emerge that could redefine our ontological stance” (Giacalone and Jurkiewicz, 2003)( , )


Spirituality in the workplace: Contributions from a Māori perspective

Māori and indigenous perspectives given a somewhat cursory glance (Wolfgramm 2007)somewhat cursory glance (Wolfgramm, 2007)

Surprising given Māori and indigenous organisations p g g g ghave longstanding histories of including many facets of spirituality in what is generally viewed as social, secular and organisation dynamics (see also Cajete, Deloria, Little Bear and others)


Ontological, epistemological and paradigmatic orientations: Māori perspectives

“Māori conceives of it (the universe) as a two-world system in which the material proceeds from the spiritual, and the spiritual is of a higher order..” (Marsden, 2003)

Spiritual dimensions of a Māori worldview as articulated by scholars highlight the importance of

i it lit i i l d lt l i t tispirituality in social and cultural interactions

(Henare 2001 2003 Marsden 2003 Barlow 1998 Durie 1994(Henare, 2001, 2003, Marsden, 2003, Barlow, 1998, Durie, 1994, 1997, 1998, 2000, Henry & Pene, 2001, Puketapu, 2000, King, 1977, Walker, 1991, 1992, Moko Mead, 1986, 2003, Metge, 1976, Salmond, 1985, 1991, Mutu, 2005)


Ontological and epistemological orientations: Māori perspectives (Henare, 2003)

W i i t ( i it i it lit )Wairua, wairuatanga (spirit, spirituality)Te Ao Marama (pathways to enlightenment, creative process)process)Te Ao Hurihuri (traditions, change , innovation and continuity) y)Tapu (potentialities, working to enhance the potentialities of yourself and others)M ki( i f lf d i i iManaaki(generosity of self and spirit, supporting endeavors and aspirations of others)Hau (reciprocity in networked relationships)Hau (reciprocity in networked relationships)Tangata (global kainga, national, iwi, hapu, whanau)Tiakitanga (taking ownership of environmental


Tiakitanga (taking ownership of environmental concerns, guardianship roles)

Methodology(Wolfgramm, 2007)

• Such ontological and epistemological orientations should be captured in research relating to spirituality in the workplacethe workplace

• This paper draws primarily on Wolfgramm’s (2007)This paper draws primarily on Wolfgramm s (2007)doctoral research on institutional innovation and culture dynamics in Māori organisation

• Primary Question: How are Māori organizing themselves in order to enhance and advance individual

d ll ti i ti ?and collective aspirations?

• Mahi rangahau operationalised by a Kaupapa MāoriMahi rangahau operationalised by a Kaupapa Māori methodology


• Incorporation of complementary methodologies

Methods(Wolfgramm, 2007)

• Over four years of participant action learning research

• Primary Case: Pou Kapua Creations : an ecology of creative enterprise

• Created and developed unique sculpture, tallest of its kind in Southern hemisphere: multi-million dollar projectkind in Southern hemisphere: multi-million dollar project

• Extensive local and global community of commitment, g y ,interest, engagement and practice

• Involved iwi hapu whanau marae representatives of• Involved iwi, hapu, whanau, marae, representatives of Pacific and indigenous tribes and communities, corporate philanthropists, business trusts, artists and art patrons regional and national bodies academic media


patrons, regional and national bodies, academic, media, etc

• (see movie)

Methods(Wolfgramm, 2007)( g , )

• Whakawhiti whakaaro

• Waananga

• Whakawhiti korero

• Participant action

• Hui inclusive of formal and informal

• A range of complementary qualitative research methods ( W lf 2007)


(see Wolfgramm, 2007)

Discussion(Wolfgramm, 2007)

• Evidence of the force and scope of a Māori worldview in project oriented workplace setting (see Wolfgramm, 2007)

• Values and beliefs evident in organizing dynamics included:included:

Wairuatanga aroha whakatoputanga kotahitangaWairuatanga, aroha, whakatoputanga, kotahitanga, kaitiakitanga, whanaungatanga, whakapapa, mana tupuna, mana atua, te roopu akoranga, mana reo, tino p p grangatiratanga


Discussion(Wolfgramm, 2007)

• Provided individual and collective sense of spiritual efficacy

• Spiritual efficacy, ancestral efficacy and heuristic narratives actively and purposively interpreted to alignnarratives actively and purposively interpreted to align with strategic objectives

• Created a transformative and enabling workplace environment (Wolfgramm, 2007)environment (Wolfgramm, 2007)


Discussion (W lf 2007)(Wolfgramm, 2007)

• Meta-theory: framework for structuring reflection• Metaphorical framework: multi-dimensional and

multi-faceted ways of conceptualising organisation and workplace asp

• Waka Aoturoa: expansionist, exploratory • Kainga: corporate spiritual entity, unbounded village • Marae: centrepoint for reinforcing sense of self:

spiritual refreshment, renewal and transformation:spiritual refreshment, renewal and transformation: institutional stability and on-going innovation

• Pa Taua: inclusive of all with overriding strategic orientations that are at once protective defensiveorientations that are at once protective, defensive, aggressive and assertive


Insights and contributions to SWP from a Māori perspective

• Table with 23 dimensions of spirituality (Waetford, 2007)

Framework Spiritual dimensions of Potential application

Waka Aoturoa

Dynamic subjectivity , Explorative learning , Temporal, Spatial, Enlightening , Active i t t ti ‘I fi ’ ti ti St d hi /

Capacity and capability to factor in in pluralities N k l d ti &interpretation , ‘Inner fire’ motivation, Stewardship/

guardianshipNew knowledge creation & tools

Kainga Personal identity, Collective identity, Connectivity, Strategic, Entrepreneurial, Orientating schema,

Explore nuances of institutional g , p , g ,

Resource or capital accumulation & investment interconnections and relationships

Marae Innovation, Sustainability / adaptation, Stabiliising, Explore institutional Centrality, Values and beliefs innovation

art, rituals, symbols, and behaviour patterns

Pa Taua Expanding proactive, Contracting defensive, Explore strategicPa Taua Expanding proactive, Contracting defensive, Motivating action

Explore strategic orientations, decision-making, leadership and design of organisational structures for particular


structures for particular purposes

Future opportunitiesFuture opportunities..

Gl b li i h dGlobalising research endeavours

Comparative researchpbusiness and sustainable enterprise social enterprise, science technology and innovationscience, technology and innovationNGO’s, voluntary and community orgns

Advanced research inAdvanced research inecologies of creative enterprisetransformative enterprise paradigms

ti t d i th t fl t h li tirangatiratanga dynamics that reflect holistic plurality


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