Parámetros que afectan a las propiedades de fluencia del chocolate

Whilst many organisations acknowledge the importance of spiritual alignment with employees, to promote engagement in work roles and the business itself, many often consider the subject taboo (Exline and Bright, 2011; Sense and Fernando, 2010).

Whilst spirituality is understood as a separate construct from religion, many organisations still relate the two practices as one, and wish to segregate the principles of

“church” or religion, from the operations of their business or work (Exline and Bright, 2011) to reduce perhaps political obligations or implications, or to simplify business decisions making by disposing of heightened moral aspirations or suggestion (Wald, 2009; Whetten, 2004). However, those leaders who do choose to opt for a moral standing point, make change and decisions for legitimacy as opposed to profitable reasons (Exline and Bright, 2011; Tourish and Pinnington, 2002).

As many individuals inadvertently relate their work experiences to their own religious and spiritual beliefs, it is natural for them to also portray their beliefs (whether religious or spiritual) within the work role (Exline and Bright, 2011) which can be appreciated as integration or infusion (Ashmos and Duchon, 2000). This, in turn, has shown to be associated with the tendency to increase not only standards of work through

connectedness with the (aligned) organisation, but, also increase the expectations of the operations and beliefs within the workplace and co-workers alike (Bunderson and Thompson, 2009). However, this expectancy may face struggle itself when spiritual workplace behaviour or beliefs are questioned by the organisation (Exline and Bright, 2011; Schaeffer and Mattis, 2012). Struggles of spirituality can arise for a number of reasons in the workplace. The extent of which individuals should be encouraged to express their spirituality may be questioned by leaders or managers as whilst some people may openly encourage the creativity and relationship fostering that comes with true spirituality, others may be intimidated, or merely disinterested (Exline and Bright, 2011). Some individuals may have current or previous experience of being discriminate about how open they are with their connection to work, and become intimated and withdrawn from the organisation – since they are not able to fully immerse or infuse the home and work life relationship that is evident in truly aligned and spiritual encounters (Bodla et al., 2013; Lynn et al., 2013). The level of individual spirituality may be disparate to others within the organisation, or differ from that of the organisation itself, resulting in a feeling of isolation and diminished bonds with workmates, or similarly experienced through a lack of interest in spiritual relationships from others who simply attend work to do a job without meaning (Cavanagh and Bandsuch, 2002; Lips-Wiersma et al., 2009).

Organisations also have the ability to control and use employees to the benefit of itself and its goals, as and when they see fit (Cavanagh and Bandsuch, 2002; Exline and Bright, 2011). To this extent, it is possible that the organisation may use its power over individuals and deploy them as required to achieve task completion and goal satisfaction where required, perhaps exploiting individual spirituality to meet their own ends (Ashforth and Vaidyanath, 2002; Cavanagh and Bandsuch, 2002) which can affect the individuals response to workplace commitments and intrinsic thinking (Exline and Bright, 2011; Pava, 2003). Whilst not all reactions are oriented to the personal comfort achieved through spirituality, they may be what consumes a person to seek greater good and change in the organisation for which they work, acknowledging the morality of both practices and goals which the organisation seeks to attain, again enabling the individual to decide whether this is the correct workplace for them, and to identify if the business and structure are truly aligned (Bell, 2008; Exline and Bright, 2011).

For even the truly aligned organisation, it is impossible to exert control over individuals interpersonal values and beliefs (Bell, 2008; Exline and Bright, 2011). In an equal and aligned environment, it is more likely that the participants in the workplace will grow and further develop their spiritual beliefs and values, further connecting with the organisation and work-based relationships (Lips-Wiersma et al., 2009). However, individuals internally associate their own spirituality and connections with other beliefs and values that are intrinsic only to them, resulting again in disparity amongst each other, which can result in conflict, debates or personal arguments with typically negative results and broken bonds (Pava, 2003; Polley et al., 2005). Leaders in the organisation may take steps to avoid these types of disagreements by setting tolerance policy, promotion of spirituality from individuals which is not in line with company policy, attempt to create unity, or even discourage concentrated efforts form individuals who seek to push forward their own beliefs and value systems which may then have influence over others, misguiding them and causing following as opposed to individual thinking (Groß, 2009; McGhee and Grant, 2008).

Where the actions of the employer are morally questionable, struggle can occur when the employee does not wish, (or feels unable), to complete a role that they feel is wrong.

Clashes can then occur and obedience to authority of leaders becomes difficult (Phipps, 2012). By following orders, or carrying out a task which does not seem ethical, honest, or “right”, to a spiritual employee, they will experience conflict related to the organisations polices and goals, resulting in a possible loss of true identity and all that the individual feels appropriate (cognitive dissonance) (Exline and Bright, 2011;

Festinger, 1962). Also, with further exposure to others in the workplace, through growth, restructure, new additions and leavers, individuals can experience shifting beliefs and perhaps doubt over their own spirituality (and that of others) (Altemeyer and Hunsberger, 1997). Whilst this can be valued and rewarding to some as they value the experience of doubt or questioning beliefs, many people find it unsettling and disturbing to have to ponder their belief or value-systems (Krause and Ellison, 2009).

Furthermore, with changing teams and colleagues, it is possible that as opposed to finding connections with others, individuals become disconnected within the environment in which they work, making it difficult to find meaningful bonds with others and causing question to their value within the organisation (Exline and Bright, 2011).

Spirituality in this study draws together the concept of Goffman’s Presentation of Self, with motivation and the desire to enter the workplace again and again. Whilst many staff may think that they return to work every day, or for the next shift, purely to support financial needs, they may actually engage in their work practices due to the beliefs or values they have embedded in them. A true desire to serve customers exists in some people; alignment of self-beliefs and values also exists in some members of staff. Different levels of staff may strive to engage at higher levels of their organisation due to their desire to be promoted to the next level in the company for the benefits and recognition of what the job title means to them and others in their social group.

However, other people positions within the organisation may feel that their embedded workplace spirituality may find alignment in what they do. Waiting staff may truly believe that they enjoy what their job means; they have a need to help and engage with customers, through the way in which they serve them in line with the company standards. Supervisors may also feel that the temporary management of waiting or bar staff helps to promote what the company stands for. The manager, him or herself, who experiences spirituality has the need to drive their teams forward through placing value on what the company stands for (the company values and beliefs) and has the need to ensure that staff engage in the same framework.