WORKPLACE
SPIRITUALITY AND
SOCIAL ENTERPRISE

GROWTH/DEVELOPMENT OF
ONE'S INNER SELF AT WORK

A FRAMEWORK OF ORGANIZATIONAL VALUES
EVIDENCED IN THE CULTURE THAT PROMOTE
EMA PLOYEES' EXPERIENCE OF TRANSCENDENCE
THROUGH THE WORK PROCESS, FACILITATING THEIR
SENSE OF BEING CONNECTED TO OTHERS IN A WAY
THAT PROVIDES FEELINGS OF COMPLETENESS AND
JOY

TRANSCENDENCE OF SELF

RISING ABOVE SELF TO BECOME
PART OF AN INTERCONNECTED
WHOLE

TRANSCENDENCE

OF THE WORK ITSELF, RATHER
THAN THE WORK ENVIRONMENT

SELF-WORKPLACE INTEGRATION

A HOLISTIC APPROACH TO
WORKPLACE AND SELF,
AND A PERSONAL DESIRE
TO BRING THE WHOLE
BEING INTO WORK

SOCIAL ENTERPRISE SETTING

WHETHER A SOCIAL ENTERPRISE
SETTING (AND WHAT KIND) CAN
SUSTAIN A SPIRITUAL
WORKPLACE IN TIMES OF CRISIS

ROLE OF SPIRITUALITY IN
MAINTAINING PROSOCIAL
ORIENTATION

EXPEXPLORING LORING THE ROLE OF
SPIRITUALITY IN MAINTAINING
PROSOCIAL ORIENTATION,
ESPECIALLY DURING
CHALLENGES

SELFLESS NEED TO IMPROVE
LIVES

A SPIRITUALLY INDUCED
PROCESS, DRIVEN BY A SELFLESS
NEED TO IMPROVE THE LIVES OF
EMPLOYEES, THE COMMUNITY,
SOCIETY AND THE
ENVIRONMENT

HIGH MORALE, COMMITMENT,
AND ETHICAL BEHAVIOURZ

ASSOCIATED WITH WORKPLACE
SPIRITUALITY

BETTER LEADERSHIP, INCREASED
CREATIVITY AND PRODUCTIVITY

LIVING IN HARMONY AND UNITY
WITH THE SELF AND OTHERS

PART OF THE EUDAIMONIC
APPROACH TO WELL-BEING

RELATIVE ADHERENCE TO
SOCIAL OR ECONOMIC GOALS

A SIMULTANEOUS PURSUIT OF
SOCIAL, ECONOMIC AND
ENVIRONMENTAL GOALS THAT
STEMS FROM THE INTERPLAY OF
GENERAL, MUTUAL AND CAPITAL
INTERESTS

DEGREE OF DEMOCRATIC
CONTROL AND OWNERSHIP

ENCOMPASSES A LARGE RANGE
OF ORGANIZATIONS EVOLVING
FROM EARLIER FORMS OF NON-PROFIT,
CO-OPERATIVE AND
MAINSTREAM BUSINESS

PRIMACY OF SOCIAL AIMS AND
CENTRALITY OF TRADING

AN ENTREPRENEURIAL ACTIVITY
FOUND IN THE NON-PROFIT,
BUSINESS AND GOVERNMENTAL
SECTORS TO CREATE SOCIAL
VALUE

GIVING TO AND SERVING
OTHERS

DOING WHAT IS GOOD FOR THE
SAKE OF DOING IT, FOR ITSELF

DISCOVERING AND
CONSTRUCTING THE SELF
THROUGH WORK

BECOMING MORE IMPORTANT
THAN ADVANCING THE SELF IN
THE ORGANIZATION

MAXIMIZING WELL-BEING FOR
ALL

CONTRIBUTING TO INDIVIDUAL
AND COMMUNITY WELL-BEING

ENHANCING THE WELL-BEING
OF MULTIPLE STAKEHOLDERS

RELEVANCE OF WELL-BEING
ASSESSED THROUGH THE
PERSPECTIVE OF PERFORMANCE

REDESIGNING WORK PRACTICES
TO SUPPORT EMPLOYEE AND
ORGANIZATIONAL WELL-BEING

PROMISING APPROACH FOR
CREATING BETTER SOCIETIES

PERFORMANCE REASONS

WELL-BEING SEEN AS A
VALUABLE OUTCOME IN ITSELF