TUGAS UTS Spirituality

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Operational Model of

Cascading Values andProfessional Ethics in

Organization: A Context

for Spiritual Development

of Employees


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The Concept of Moral and Professional Ethics

1) Serving people and organization

2) Justice- oriented in decision and work

3) Honesty in speech and behavior

4) Tend to collective and team work (Mokhtaripoor, M., & siadat, S. A., 2009).

Spirituality and Professional Ethics in OrganizationSpirituality at work has three basic elements: i.e. internal, external and

combined which divide them onto four different but related results:

1) Leadership and organization: interested in employees,

respect other, Actions adjustment, obvious alertness.

2) Employees: masterly skill and knowledge progression,adjustability, and continuous performance.

3) External quality: adjustment, environmental awareness and

spirituality feeling toward society.

4) Mutual trust and common responsibilities for common

interests.


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Stages of Cascading Value and Professional Ethics

in Organization

1) To list behaviors and habits that are not based

on values

2) Root finding

3) To find accelerating factors

4) To choose a good behavior for substituting

irrelevant habit5) Rehearsal of relevant habit (Maxwell. J., 2005).


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Stages and Components of Cascading Values and

Professional Ethics in Organization (contd)

1. Determination of Organizational Values and Professional Ethics

2. Finalizing Values List and Professional Ethics Bases in This Stage

List of Values and Moral Bases Derived from Different Resources Should Be

Provided, Refined and Finalized

3. Categorization of Values and Professional Ethics Bases

4. Prioritization of Values and Professional Ethics

5. Provide Value Statement and Moral Charter of Organization

6. Description of Organizational Values and Professional Ethics Bases

7. Translation and Cascading Organizational Values and

Professional Ethics Bases

8. To Determine Effectiveness of Cascading Organizational Values


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1) Shortage of references concerning

ethical codes in operational organizations.

2) Shortage of operational ethical indicators

for different levels of organizations.3) Weakness in common understanding for

spiritual development of employees.

4) Different ties in accessing to employees

ethical subjectivity in organization anduniqueness of ethics for individual in

organizations.

Research Limitation


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Brisk of business climate requires dynamic and smart plans and

activities. Profit ability in business is an important principle for

interested in organization, but survival and profitability require

moral management of business. Domination of ethical andorganizational values cause reinforcing mutual respect, self-

control, meaning fullness, organizational and individual

identification, belonging, conscience, honesty in speech and

conduct in organization and individuals enjoy work and

organization. To make organizational values base of all employeeswork, it is needed that values and ethics be specified and turned

to behavioral codes and be flown indifferent layers and its impact

be assessed. In this paper an operational model for cascading

organizational values was presented.

Conclusion


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Workplace Spirituality

The recognition that peoplehave an inner life thatnourishes and is nourished bymeaningful work that takes

place in the context of thecommunity

NOT about organized religious

practices

People seek to find meaningand purpose in their work.


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As a counterbalance to the pressures and stress of aturbulent pace of life and the lack of community manypeople feel and their increased need for involvementand connection.

Job demands have made the workplace dominant inmany peoples lives, yet they continue to question themeaning of work.

The desire to integrate personal life values with onesprofessional life.

An increasing number of people are finding that thepursuit of more material acquisitions leaves themunfulfilled.


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Characteristics of a Spiritual Organization

Concerned with helping people develop and reachtheir full potential

Directly addresses problems created by work/lifeconflicts

Four characteristics of spiritual organizations:

1. Strong sense of purpose2. Trust and respect

3. Humanistic work practices

4. Toleration of employee expression


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Criticisms of Spirituality

What is the scientific foundation? It is still pending: needs more research

Are spiritual organizations legitimate do theyhave the right to impose values on employees? Spirituality is not about God or any religious values

It is an attempt to help employees find meaning andvalue in their work

Are spirituality and profits compatible? Initial evidence suggests that they are

Spirituality may result in greater productivity anddramatically lower turnover


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Global Implications

Organization cultures, while strong, cantignore local culture

Managers should be more culturally

sensitive by: Adjusting speech to cultural norms

Listening more

Avoiding discussions of controversial topics

All global firms (not just U.S. firms) need to

be more culturally sensitive


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Culture as an Intervening Variable

Employees form an overall subjective perception of theorganization based on these objective factors:

The opinions formed affect employee performance andsatisfaction.


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Summary and Managerial

Implications

Strong cultures are difficult for managers to change

In the short run, strong cultures should be considered fixed

Selecting new hires that fit well in the organizationalculture is critical for motivation, job satisfaction,commitment, and turnover

Socialization into the corporate culture is important

As a manager, your actions as a role model help create

the cultural values of ethics, spirituality, and a positiveculture

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TUGAS UTS Spirituality