A multilevel model exploring the relationships between individual spirituality, spiritual climate, and nonviolent work behavior

• Published date: 01 March 2021
• Author: Ayatakshee Sarkar,Naval Garg
• Date: 01 March 2021
• DOI: http://doi.org/10.1002/crq.21298

RESEARCH ARTICLE

A multilevel model exploring the relationships

between individual spirituality, spiritual

climate, and nonviolent work behavior

Ayatakshee Sarkar

1

| Naval Garg

2

1

School of Management, Tata Institute of

Social Sciences, Mumbai, India

2

School of Management, Delhi

Technological Institute, Delhi, India

Correspondence

Ayatakshee Sarkar, Tata Institute of

Social Sciences, Mumbai, India.

Email: ayatakshee@gmail.com

Abstract

Based on Social Cognitive Theory (SCT), the present

study investigated relationships between spiritual cli-

mate (environmental factor), individual spirituality

(personal factor), and nonviolent work behavior. A sig-

nificant association was observed between individual

spirituality and nonviolent behavior. Results also con-

cluded a significant moderation effect of spiritual cli-

mate. Transcendence, meaningful life, faith, and

practicing spirituality are reported as significant predic-

tors of nonviolent work. Two dimensions of spiritual

climate, that is, authenticity and meditative work, are

found to exhibit a statistically significant moderation

effect. The sense of community and lokasangraha did

not divulge considerable moderation. The study

expands the horizon of triad relationships by

suggesting indirect relationships between three factors

of the SCT theory.

1|INTRODUCTION

Covert forms of assault and violent behaviors are prevalent in modern organizations. However,

most of the time, it goes unreported until it leads to a significant crisis in the form of prolonged

absenteeism, propensity to leave, mass attrition, and sometimes homicides or deaths. Interna-

tional Labor Organization described such undesirable work behaviors as ostracism, bullying,

harassment, intimidation, aggressive posturing, threats, or deliberate silence (Chappell & Di

Martino, 2006). Sommer, Williams, Ciarocco, and Baumeister (2001) cautioned that these small

subtleties of everyday incidents at workplaces have a far-reaching psychological and physical

effect on both employees and organizations. These incidents are reported to have a

Received: 28 April 2020 Revised: 2 February 2021 Accepted: 2 February 2021

DOI: 10.1002/crq.21298

Conflict Resolution Quarterly. 2021;38:209–229. wileyonlinelibrary.com/journal/crq © 2021 Wiley Periodicals LLC 209

compounding effect. These events' negative aftermath gets transmitted to the victim's family

and social network, damaging both their mental and physical health of employees and their

families. Researchers and practitioners argued that these triggers of harmful behavior could be

broken by organizational culture based on nonviolent behavior, which is hailed as the need of

the hour (Ramsbotham, Miall, & Woodhouse, 2011).

Forums and institutions like the United Nations, Global Peace Foundation; awards like the

Nobel Peace Prize; and teachings and practices of Mahatma Gandhi, Nelson Mandela, and Mar-

tin Luther King have played a vital role in creating awareness among global village about the

issue of violence. Unfortunately, very few studies have been done on nonviolence compared to

violence and aggression (Mayton & Mayton II, 2009). Bibliometric analysis on the “web of sci-

ence”reported only 517 results on nonviolence. However, more than 10,000 studies were publi-

shed on violence and aggression. These data depict the need to study nonviolent behavior,

which is more favorable than violence, assault, etc.

Also, in the organizational context as well, too much emphasis has been made on conflict

management, conflict resolution, and dealing with aggressive behaviors. Organizations try to

resolve the issue at the earliest without diving deep into the conflict's real cause. Expert in the

domain of organizational nonviolence behavior suggests that companies must strive to identify

themselves with a nonviolent culture that encompasses human values of compassion, empathy,

and forgiveness (Mayton & Mayton II, 2009). It is quite often suggested that nonviolent inter-

ventions are preventive and cost-effective for the organization.

Ahimsa or nonviolence is often misunderstood as just the absence of violence; however, it is

more than the “absence of violence.”It is usually a process of cleansing the mind through posi-

tive thoughts that leads to positive acts. It is also a process of using the inner resources through

self-reflection, often termed as “self-journey.”It is done to generate and seek absolute love for

others (Walz & Ritchie, 2000). Ahimsa or nonviolence is the innate nature of human beings,

and it is always flourishing (Shrimad Bhagawad Gita, chapter 10, verse 5). In ancient wisdom,

nonviolence is articulated in the eightfold path (Ashtanga Yoga) to control one's body, senses,

and mind (C. Sharma, 2003). Thus, nonviolence is not only to deal with no-violence or non-

harming through one's speech, acts, or thoughts, but it is showing love and care for all beings

(George, 2008). Other major religions, including Jainism, Buddhism, and Christianity, also

regard nonviolence as heavenly virtue. Spiritual masters like Sri Sri Ravi Shankar, Rajneesh

Osho, and Bharmkumaris argued that spirituality strengthens and encourages a person to adopt

a nonviolent way of life.

Spiritual employees are optimistic and hopeful about every adverse situation they encounter

(Singh, Junnarkar, & Kaur, 2016). Individuals who are high on spiritual characteristics are dili-

gent in their work; they also have lesser inner and outer clash than their non-spiritual counter-

parts (James, Miles, & Mullins, 2011). Individual spirituality helps one to understand what

prompts people to discard violence. And their moral inclination is mostly determined by a

deeper set of spiritual values, which lays down the basis of nonviolence and peace, transcending

traditional divisions among people in organizations. Besides individual spirituality, the organi-

zational spiritual climate also affects employees' behavior at the workplace (Garg, 2019; Pandey,

Gupta, & Arora, 2009). Organizations that are high on the spiritual environment can relate to

values such as compassion, empathy, forgiveness, thus predicting nonviolent behavior, which

leads to greater satisfaction at the workplace (Singh et al., 2016).

Ironically, there has been the right amount of work done in associating spirituality and vio-

lence (Gillum, Sullivan, & Bybee, 2006; Watlington & Murphy, 2006; Yick, 2008), but very little

is known on the applicability of spiritual interventions in instilling nonviolent culture at the

210 SARKAR AND GARG