Green employee engagement and work spirituality in enhancing

employee leadership mediating role of job satisfaction with

reference to manufacturing industries.

Introduction:
Ethical leadership is most commonly defined in view of the fact that ethical leaders should
demonstrate normatively appropriate conduct, and ethical leadership is distinguished from
other styles of leadership by the emphasis on moral governance (Brown & Treviño, 2006),
i.e. communication of moral codes (Van Gils et al., 2015). (2006) (2015). Brown & Treviño,
(2006) split the concept of morality into two dimensions—the moral person and moral
manager. The moral person dimension describes the personal characteristics of the manager.
Ethical leaders are often perceived as trustworthy and honest individuals that make fair and
substantiated decisions in their professional and private life. “The demonstration of
normatively appropriate conduct through personal actions and interpersonal relationships,
and the promotion of such conduct through two-way communication, reinforcement, and
decision making” (Brown, Trevino, & Harrison, 2005, p. 120).
Ethical leadership is derived from two words; ethics and leadership (Brown & Treviño, 2006).
The combination of these two words brings a very clear and understandable meaning of
ethical leadership. According to (Brown, Trevino & Harrison, 120), ethical leadership refers to
the way of conducting oneself in a manner that is acceptable in terms of personal actions
and the way one relates to others. It also involves superior actions that can be imitated by
others in society, making informed decisions and being in a position to receive information
appropriately. The possible relationship between workplace spirituality and ethical
leadership could be brought about by the results that ethical leadership bears (Brown &
Treviño, 2006). These could include increased decision making, increased social behaviour
and a decreased number of unproductive behaviours. As discussed earlier, ethical leadership
and workplace spirituality have a relationship but this relationship need to be further
explored in future research. This is because when keenly looked at, these two aspects have
mixed results (Ayoun et al., 2015; Lowery et al., 2014). This brings a concern for future
review of how ethical leadership impacts workplace spirituality.
The job satisfaction concept focuses on a positive attitude resulting from job experiences,
but engagement is above and beyond pure satisfaction due to its components of passion,
enthusiasm, and commitment (Macey & Schneider, 2008). Indeed, testing the measurement
model via structured equation modelling (SEM) suggests that engagement and job
satisfaction are separate factors (Alarcon & Lyons, 2011). Job involvement is described as
individuals absorbed in thought about their work. In addition to job involvement, work
engagement concentrates not only on the cognitive level but also on the emotional and
behavioural levels (Saks, 2006). Organizational commitment is a psychological state of
attaching, belonging, and committing to an organizational goal and affective commitment
can be counted as only one part of the state of engagement, but not the full state of
engagement (Macey & Schneider, 2008). OCB includes voluntary behaviours to help co-
workers and the willingness to go above and beyond formal obligations (Little & Little, 2006).
According to academic experts, employee engagement refers to the process through which
employee potential is transformed into performance and company successes (Shaw, 2005).
Additionally, when engaging, people useParticipants engage in physical, mental, and
emotional expression duringcarrying out the task (Kahn, 1990). Employee engagement is
distinct from other types ofemployment, dedication to the organization, and other
constructionsSelf-motivation, according to Lawler and Hall (1970).Some highly motivated
employees are aware of their responsibilities, and theypossess a solid rapport with their
employers or superiors. EngagedEmployee satisfaction leads to increased productivity.
Consequently, In 2007, the Chartered Personnel and Development Institute published a
three-Approach to employee engagement with dimensions.

 Intellectual intervention : entails carefully considering the task at hand and how to
carry it out more effectively.
 Engaging in Engagement - a positive outlook on landing a job.
 Social engagement - get the chance to talk with others on how to enhance your job.
These days, companies with a strong commitment to the environment are more likely to
recruit top people. Green employment concerns environmental sustainability andjobs in the
environmental field. The green servant is genuinely passionate about business fitness.It is
crucial for a firm to involve its workforce in environmental sustainability. Employees are paid
for reaching objectives like trash reduction or energy use, and the human resources
manager seeks out clients, workers, and people who are committed to the environment.The
company's sustainable values are carried over into employees' personal life.There are several
ways to engage employees in going green.(Share the vision; establish a green team; and
raise staff awareness.Offer rewards.Make it enjoyable.)Set a good example.An excellent
habit is to improve the company's environmental performance.Green employee interactions
and union-management strategies were suggested by Renwick et al. (2008). Green human
resource development. Employee relations and trade have been compromised by
management. Administration of a union. Relationships between employees and support for
unions (inthe environment of a unionized workforce) are essential to the execution ofplans
and strategies for corporate human resource management. SomeCompanies use a variety of
tactics to get the unions' support for theirmanagement initiatives for the environment.
Important union-management concepts.The following list includes techniques for
encouraging green employee participation.

 Employee participation in green initiatives and a problem-solving group.

 Staff independence to develop and test green concepts.
 Take part in the upkeep and maintenance of staff.
 Green staff training programs that connect to industry/company standards
 Environmental management / supervising / encouragingbehaviour
 Union management developing agreements for a green workplace,
 Educating union representatives on issues related to environmental management.
  Encouraging staff to choose eco-friendly, economical transportation methods.
 increasing environmental management performance with carbon heads
 Whistleblowing is appropriate (even for the CEO and the board) andestablishing
helplines.
 Joint consulting to deal with the environmental problems of theorganization.
 Discussing environmental projects or programs.
 The Society is acknowledged as a significant participant in the
environmentalmanagement.
 Providing unions with the chance to bargain with the management of
 the Agreement for a Green Workplace.

A significant paradigm change in organizational sciences and management theory has

emerged since the 1990s as a result of the growing interest of academics and practitioners in
workplace spirituality (Ashmos& Duchon, 2000; Capra, 1996; Giacalone & Eylon, 2000;Ray,
1993; Harman & Hormann, 1990; Giacalone & Jurkiewicz, 2003; Stevens, 2008).The concept
of workplace spirituality used in this study is that provided by Ashmos and Duchon
(2000).the understanding that people at work have inner lives that they both feed off of and
are fed byIn the context of their workplace community, they engage in meaningful work.
TheSeveral factors have been linked to an upsurge in interest in the concept of workplace
spirituality. Developing factors: (a) some organizations want to foster their staff members'
commitment to(Fry & Nisiewicz, 2013); (b) a change from an individual's work and
connection to the workplace;industrial decentralized and decentralized organizations thanks
to an information society(Bowen, Ferris, &Kolodinsky, 2010) The transition from an industrial
to an informational society allowed firms to decentralize and successfully reach stakeholders
nearly anywhere in the world. (c) Rapid technological advancement and intense competition
in the business world.disruptive organizational activities that increased emotions of
uneasiness about one's employment as well aswork-related disengagement and a quest for
significance (Moxley, 2000; Noer, 2009).Despite the rising interest in workplace spirituality,
as a scientific research, the topic has been constrained by the lack of an established
definition and poor measurement tools (Giacalone & Jurkiewicz, 2010), scarce empirical and
theoretical work (Giacalone& Jurkiewicz, 2010; Lips-Wiersma, Dean, & Fornaciari, 2009;
Rego & Cunha, 2008),Sridadi and Eliyana, 2020 It is well recognized that effective
management of workplace spirituality can regulate individual behavior in the workplace in
accordance with the organization. Because workplace spirituality can influence performance
development, it requires an employee who can regulate their conduct. Therefore, workplace
spirituality will give the job that workers do purpose, which can motivate them to feel
connected and become an important part of the organization's concern for the environment,
the sustainability of the company's life, and pay greater attention to the company's
environment.
LITERATURE REVIEW
According to Iqbal et al. (2017), job factors are excellent predictors of stress among workers. The job
characteristics model is a formal theory that describes how five job qualities affect employees'
behaviour and attitudes (Zhao et al., 2016).

Task identity, task relevance, and task skill variety are the three main qualities of a job that show how
significant it is, and they all play a part in the development of intrinsic motivation. When employees
use their personal skills, they see a higher level of significance (Cummings and Bigelow, 1976; Lawler
and Hall, 1970).

Furthermore, according to their co-workers (Cerasoli et al., 2014), they are independent in the
context of their jobs. Employees execute their duties better, are happier in their occupations, and
experience less stress at work when there is intrinsic motivation present.

According to Said and Munap (2010), the characteristics of the task, its importance, and the range of
talents all have a big impact on job satisfaction.

The very idea of sustainability is debatable. At the moment, there are many definitions of
sustainability in the literature. Alternative terms for sustainability include ecological sustainability,
environmental sustainability (Iqbal and Hassan, 2018; Iqbal et al., 2018)

social sustainability, human sustainability, and sustainable development; however, corporate social
responsibility and corporate citizenship have been used to examine sustainability. The World
Commission on Environment and Development (WCED) (1987) provided the definition of
sustainability that is frequently cited today. According to the World Commission on Environment and
Development (WCED) (1987), sustainable development is linked to social, economic, and
environmental aspects like the idea of resource limits (materials, energy, land, and waste),
intergenerational and intergenerational equity, equitable access to limited resources, and a gradual
transformation of society and the economy. Researchers do not agree on this concept, and the
literature contains a variety of points of view (Stubbs and Cocklin, 2008).

In order to satisfy current requirements without compromising the potential of future generations to
meet their own needs, sustainability is the term used. The economic, social, and environmental
pillars form the foundation of the sustainability paradigm. It is also known as the triple bottom line of
profit, people, and planet. According to Dubois and Dubois (2012),

these are essentially an organization's long-term objectives, which also include environmental
sustainability. However, their immediate objectives are mainly concerned with making money.

The social responsibility of a corporation is to utilize its resources only and engage in activities to
raise its profits that are unable to deliver sustained triumph, and changing working conditions only
lead to this one and only recommendation (Dubois and Dubois, 2012).

A shift is brought about by environmental sustainability, which is distinct from other reasons like
globalization and technological advancement. Only the employees involved in activities within their
sphere of influence are impacted by technological and globalization trends. On the other hand,
integrating environmental sustainability into a business necessitates a shift in everyone's attitudes
and conduct in every department.Organizations cannot achieve environmental sustainability without
a single employee's efforts, as Laszlo and Zhexembayeva (2011) point out
The literature on human resource management has placed very little emphasis on environmental
sustainability. The majority of currently published work discusses economic sustainability. Significant
literature has also looked at social sustainability concerns like diversity, safety and health,
organizational justice, and most recently, corporate social responsibility. In response to the dynamic
global competitiveness, technology push methods like inventive capabilities and corporate strategy
have an impact on environmental performance (Singla et al., 2018).

. Workplace spirituality is examined as profoundly philosophical and individual conceptions. The

consensus across all academic academics was that workplace spirituality shed light on a sense of
wholeness, connection at work, and deeper values (Gibbons, 2000).

Leadership and Spirituality in the Workplace

.According to Ward [16], leadership is the skill of inspiring a group of individuals to work
together toward reaching specific objectives. Workplace spirituality has the potential to boost
followers' confidence in leaders [17].
.Additionally, Phipps [18] suggested that organizations concentrate on developing a model
that explains how a leader's spiritual beliefs influence strategic decision-making and the
influence of spirituality at work on employee leadership that may result in outcomes like
employee well-being, job performance, retention, and citizenship behaviour.
Organizational Citizenship and Workplace Spirituality
.According to Van Dyne, Graham, and Dienesch [21], employees reveal greater additional
role performances when they realize a sense of meaning and reason in their regular work,
which helps to foster strong associations with the organization. This finding supports
previous research that has found a positive relationship between workplace spirituality and
organizational citizenship behaviour.
By citing the linear association between organizational citizenship behaviour and workplace
spirituality, Ahmadi, Nami, and Barvarz [22] found results that were broadly consistent with
their findings.
Profound Work
.According to Ashmos and Duchon [7], meaningful work fosters a sense of importance,
enthusiasm, and a good workplace environment. A feeling of harmony and completion with a
higher purpose, which gives their task a distinct focus, is what makes labor meaningful [8].
2. Kindness
.By demonstrating care and concern for the needs of others, compassion is a powerful
emotion, according to Gupta, Kumar, and Singh [9]. Employees are inspired to act with
compassion through teambuilding exercises that encourage kind actions like sympathy,
empathy, and self-compassion.
Infiniteness
.According to Petchsawang and Duchon [6], self-fulfillment allows an individual to
experience transcendence, which is a unique energy, magnificent deeds, and vitality at work.
4. Concentration
.According to Petchsawang and Duchon [6], mindfulness is a state of awareness of the
present moment.
.Yoga and meditation are crucial pursuits for everyone who wants to concentrate on their
inner wellbeing. Through these exercises, one can lower their negative thoughts, improve
their level of attention, and finally unwind.Workplace spirituality refers to spiritual
experiences that employees have while working (Pawar, 2009). The idea relates to a work
environment that values and encourages its employees' morale (Rezapouraghdam et al.,
2017).
According to Afsar et al. (2016), workplace spirituality is a set of organizational values that
are demonstrated through a workplace culture that encourages employees to experience
transcendence and through work activities that allow them to connect with others in a way
that makes them feel complete and joyful.
Exaltation
Transcendence, according to Petchsawang and Duchon [6], is a unique energy, magnificent
acts, and vigor at work that is realized through balancing a person's inner and outside lives
through self-fulfillment.
According to Gupta, Kumar, and Singh [9], Workplace Spirituality is crucial in fostering job
happiness among Indian employees. The authors identified four factors, including
organizational principles, a sense of community, meaningful work, and compassion, which
support workplace spirituality. Workers are treated equally and used to demonstrate
openness in a variety of areas, such as community development methods, promotion
policies, etc., in such workplaces. They have strong convictions, a deep outlook, and are
content with their jobs.
Additional research by Mat Desa and Koh Pin Pin (2011) investigated the effects of the
religion and emotional commitment. The study demonstrates that workers who feel happy
and fulfilled at work will inevitably be impactful and loyal to the company.
Similar to this, Chawla and Guda (2010) looked at the connection between workplace
spirituality, organizational commitment, job satisfaction, and a tendency to leave. The
findings hinted at a connection between job happiness, organizational dedication, and
workplace spirituality that was favorable.
Suleiman et al. (2012) looked at how academicians' organizational commitment—
particularly normative commitment—was impacted by their workplace spirituality.
According to the study, normative commitment was found to be significantly and favorably
correlated with all five workplace spirituality aspects. Academicians who respect and
practice spirituality at work are therefore more likely to display positive normative
commitment.
Pawar (2009) looked into the effects of both workplace and personal spirituality on the three
work-related attitudes of job satisfaction, commitment, and involvement. His research
reveals strong positive relationships between the three work attitudes and workplace
spirituality, but very weak associations between personal spirituality and work attitudes.
Abdul Hamid et al. (2012) investigated how the performance of takaful operators in Malaysia
was affected by the leadership behavior of takaful agents, and they discovered a strong
correlation between the two.
A concept of inter-relational ethics, or living in connection with or having a relationship with
other people, is also known as spirituality in the workplace (Ashmos and Duchon, 2000;
Milliman et al., 2003).
In other words, the analysis of the literature conducted by scholars in this area shows that
there is no unified meaning of the term "spirituality." However, the common underlying
concept of spirituality among the various meanings is that it is about experiencing a superior
force and living in relationship with others (Tischler et al., 2002).