Wolfgramm, R, M, Waetford, C, 2007

Transcription

1 Spirituality in the workplace: Contributions from a Māori perspective Rachel Wolfgramm(Ph.D) Cheryl Moana Waetford(BComHons) University of Auckland Business School

2 Spirituality in the Workplace; Contributions from a Māori perspective Mihimihi Theoretical considerations: spirituality in the workplace Refining levels of analysis Empirical research: Workplace spirituality Challenges in theoretical and research development SWP: Māori perspectives Methodology Discussion Matariki: Insights and contributions from a Māori perspective Future opportunities

3 Theoretical developments: spirituality in the workplace Spirituality in the workplace in Management and Organisation theory 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 organisational i theory developed d substantive theories based on the study of religion and spirituality More recent consolidation and growth of scholarly based research internationally

4 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 (Furnham, 2003)

5 Theoretical developments: spirituality in the workplace Definitions 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 growth, spiritual distress and so forth (Giacalone and Jurkiewicz, 2003)

6 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) Spirituality inconsistent with institutionalised settings (Ashforth and Pratt, 2003) Spirituality it fluid, idiosyncratic process Religion symbolic ritual, institutionalised practice

7 Theoretical considerations : spirituality in the workplace Critical perspectives One person s spirituality is another s iron cage (Boje, 2000) Confusion: lack of demarcation between spiritual it 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)

8 Theoretical considerations: spirituality in the workplace Postmodern turn Strong detachment from systematised beliefs Emergence of new type of spirituality linked to extreme individualisation id (Jameson, 1991) Reflects cultural logic of late capitalism Consumption of spirituality now a la carte, eclectic, somewhat kleptomaniac (Possamai, 2003) Eclectic private symbolism (Pargament, 1997, Zinnbauer, Pargament & Scott 1999)

9 Refining levels of analysis: spirituality in the workplace Individual level: some key themes processes 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

10 Refining levels of analysis: spirituality in the workplace Organizational level Organizational cultures Corporate values and beliefs alignment to strategic objectives Organizational i citizenship i Harness spirit, passion and creativity to advance citizenship behaviour

11 Empirical research: workplace spirituality Qualitative interview methods (Mitroff and Denton, 1999) Spirituality scale using survey instruments (the inner life, meaningful work and community) (Ashmos and Duchon, 2000) Structural equation modelling to assess hypothesised relationship between spirituality and employee work attitudes (Milliman, Czapleski and Ferguson, 2003)

12 Empirical 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)

13 Challenges in theoretical and research advancement Underlying ontological and epistemological tensions Spiritual capital an inoperative metaphysical notion (Schumpeter on Muller s conceptualisation of spiritual capital) Lack of distinction between soaring rhectoric and substantive based 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 dogma in the area (Biberman and Whitty, 2003)

14 Nevertheless. the scientific study of workplace spirituality may bring forth new developments the potentially ground breaking nature of this research leaves no doubt that if significant relationships are discovered, a new understanding of workplace could emerge that could redefine our ontological stance (Giacalone and Jurkiewicz, 2003)

15 Spirituality in the workplace: Contributions from a Māori perspective Māori and indigenous perspectives given a somewhat cursory glance (Wolfgramm, ) Surprising given Māori and indigenous organisations have 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)

16 Ontological, epistemological and paradigmatic orientations: Māori perspectives Māori conceives of it (the universe) as a twoworld 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 spirituality it in social and cultural l interactions ti (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)

17 Ontological and epistemological orientations: Māori perspectives (Henare, 2003) Wairua, wairuatanga (spirit, it spirituality) it Te Ao Marama (pathways to enlightenment, creative process) Te Ao Hurihuri (traditions, change, innovation and continuity) Tapu (potentialities, working to enhance the potentialities of yourself and others) Manaaki(generosity i of self and spirit, i supporting endeavors and aspirations of others) Hau (reciprocity in networked relationships) Tangata (global kainga, national, iwi, hapu, whanau) Tiakitanga (taking ownership of environmental concerns, guardianship roles)

18 Methodology (Wolfgramm, ) Such ontological and epistemological orientations should be captured in research relating to spirituality in the workplace This paper draws primarily on Wolfgramm s () 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 and collective aspirations? Mahi rangahau operationalised by a Kaupapa Māori methodology Incorporation of complementary methodologies

19 Methods (Wolfgramm, ) 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 project Extensive local and global community of commitment, interest, engagement and practice 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, etc (see movie)

20 Whakawhiti whakaaro Methods (Wolfgramm, ) Waananga Whakawhiti korero Participant action Hui inclusive of formal and informal A range of complementary qualitative research methods (see Wolfgramm, )

21 Discussion (Wolfgramm, ) Evidence of the force and scope of a Māori worldview in project oriented workplace setting (see Wolfgramm, ) Values and beliefs evident in organizing dynamics included: Wairuatanga, aroha, whakatoputanga, kotahitanga, kaitiakitanga, whanaungatanga, whakapapa, mana tupuna, mana atua, te roopu akoranga, mana reo, tino rangatiratanga

22 Discussion (Wolfgramm, ) Provided individual and collective sense of spiritual efficacy Spiritual efficacy, ancestral efficacy and heuristic narratives actively and purposively interpreted to align with strategic objectives Created a transformative and enabling workplace environment (Wolfgramm, )

23 Discussion (Wolfgramm, ) Meta-theory: framework for structuring reflection Metaphorical framework: multi-dimensional and multi-faceted ways of conceptualising organisation and workplace as Waka Aoturoa: expansionist, exploratory Kainga: corporate spiritual entity, unbounded village Marae: centrepoint for reinforcing sense of self: 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, defensive, aggressive and assertive

24 Insights and contributions to SWP from a Māori perspective Table with 23 dimensions of spirituality (Waetford, ) Framework Spiritual dimensions of Potential application Waka Aoturoa Kainga Dynamic subjectivity, Explorative learning, Temporal, Spatial, Enlightening, Active interpretation t ti, Inner fire motivation, Stewardship/ guardianship Personal identity, Collective identity, Connectivity, Strategic, Entrepreneurial, Orientating schema, Resource or capital accumulation & investment Capacity and capability to factor in in pluralities New knowledge creation & tools Explore nuances of institutional 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 strategic Motivating action orientations, decisionmaking, leadership and design of organisational structures for particular purposes

25 Future opportunities.. Globalising li i research endeavours Comparative research business and sustainable enterprise social enterprise, science, technology and innovation NGO s, voluntary and community orgns Advanced research in ecologies of creative enterprise transformative enterprise paradigms rangatiratanga t dynamics that t reflect holistic plurality