Values-driven employee engagement: Integrating workplace spirituality,HR practices,and organisational performance in contemporary workplace

Employee engagement

There has been a big rise in the focus on employee engagement in the last few years. Companies are realising how important it is to keep their workers motivated and interested in their jobs. Employees that are engaged are usually more loyal, productive, and creative. ⁸ Dhanalakshmi and Subramaniam discovered that position level influences the correlation between engagement and turnover intention, indicating that job roles, status, and career clarity are crucial in maintaining engagement. ⁹ Balaji and Abubakar suggested a framework that highlights how workforce diversity and job meaningfulness can predict engagement and organisational citizenship behaviours, especially in multicultural and hybrid teams. ⁷ Kurdi emphasised how work-life conflict impacts individuals and proposed that having supportive leaders and flexible arrangements can boost engage. ⁴ The new models suggest a move towards evidence-based approaches in engagement that focus on people, especially in our post-pandemic environment where different generations have varying expectations. There’s still a need for integrated frameworks across sectors to effectively implement HR strategies and foster growth.

Since the epidemic, the way employees are engaged has changed a lot. People now know that having a purpose, being included, being flexible, and being emotionally well are all important for participation. Shaheen said that during the COVID-19 crisis, how engaged and knowledgeable employees were had a direct impact on how well the business did, especially in industries. ⁸ Dhanalakshmi and Subramaniam found that the level of job positions significantly influenced engagement outcomes, particularly regarding turnover intention within organisational hierarchies. Balaji and Abubakar stressed how important it is for organisations to have a diverse workforce and fulfilling occupations in order to encourage corporate citizenship attitudes. This shows how important it is to have work environments that are open to everyone and support the aims of the organisation. ⁷ Bailey conducted a thorough review highlighting the importance of autonomy, mastery, and psychological safety as key factors for fostering engagement. ¹⁰ Lee, Idris, and Tuckey created a framework highlighting the crucial role of managerial support and job crafting in fostering employee engagement, especially in hybrid and remote work environments. ¹¹ Albrecht’s related research revealed that HR approaches grounded in trust, equity, and acknowledgment significantly enhance employee engagement compared to an exclusive focus on performance measurements. ¹²

Kurdi talked about how work-life conflict affects people who work in aviation and stressed how important it is to have policies for scheduling and mental health that are understanding. This study shows a move away from typical transactional models toward engagement techniques that are more focused on people and can change with the times and the workplace. ⁴

Workplace spirituality

Workplace spirituality has become an important area of study in organisational research. As companies adapt to the hybrid work environment after the pandemic, they increasingly focus on addressing the emotional and human needs of their employees. Spirituality at work is no longer viewed as a niche or abstract concept; rather, it is increasingly positioned as a strategic enabler of engagement, well-being, and ethical behaviour. According to Jena and Pradhan, workplace spirituality anchored in empathy, value congruence, and inner purpose positively influences emotional involvement and trust. ³ Their model demonstrates that when employees perceive alignment between personal values and organisational culture, their commitment and discretionary effort increase.

Sharma proposed a model that links spirituality with employee engagement in public organisations. He emphasised that internal corporate social responsibility (ICSR), which includes elements like empathy and pride in the organisation, boosts engagement by fostering spiritual alignment among employees. ¹³ Their findings provide empirical backing for the claim that spirituality is not only a moral imperative but also a practical strategy in government and educational sectors. Similarly, Kurdi indirectly addresses the spirituality dimension by exploring work-life harmony and psychological wellness as core engagement factors in emotionally intense professions such as aviation, where mental clarity and emotional safety are vital. These elements resonate with spiritual values like balance, inner peace, and purpose.

Gotsis and Grimani further expanded the concept of workplace spirituality by introducing “spiritual climate” as an organisational phenomenon. ⁶ Their study emphasised the importance of authenticity, connectedness, and collective transcendence in building inclusive and high-performing teams particularly relevant for multicultural and remote workforces. Extending this work, Kumari and Singh proposed a post-COVID ethical-spirituality framework that integrates compassionate leadership, spiritual support systems, and ethical culture to foster resilience and retention. ² These elements are now being seen in practice in firms like Infosys, which offers mindfulness and well-being programs, and Tata Group, which promotes social responsibility as a spiritual value at the corporate level.

Together, these studies present compelling evidence that workplace spirituality is both measurable and actionable, with relevance across sectors from public institutions to IT services and healthcare. They address a key gap in engagement literature by emphasising the emotional, ethical, and existential dimensions of work, which are increasingly demanded by younger generations and accelerated by crisis recovery.

Evidence-based models of employee engagement

A notable development in the literature is the integration of ethical and emotional dimensions into employee engagement strategies. One of the most comprehensive models in this direction is the ICSR–Spirituality–Engagement model proposed by Sharma, Jain, and Sinha. ¹ This framework introduces Internal Corporate Social Responsibility (ICSR), including empathy, internal branding, and organisational pride as core constructs that influence employee engagement through spiritual alignment. Conducted within India’s public sector context (e.g., ONGC and LIC), the model is based on empirical data and highlights the rising significance of organisational empathy as a strategic HR driver.

Building on this, Balaji and Abubakar explore how workforce diversity and job meaningfulness influence engagement and organisational citizenship behaviours (OCB). ⁷ Their findings suggest that when employees perceive inclusivity and purpose in their roles, engagement becomes intrinsic and self-sustaining. This is particularly important for multigenerational and multicultural teams, where alignment between individual identity and organisational values significantly predicts engagement intensity.

In highly mobile and emotionally demanding work environments, work-life integration has emerged as another crucial component of engagement. Kurdi examines the moderating effect of work-life conflict among flight attendants and finds that excessive role demands, when unmanaged, undermine engagement. ¹⁴ Their study emphasises the value of flexible scheduling, psychological support, and empathetic supervision suggesting that engagement frameworks must accommodate the lived realities of hybrid and non-traditional workers.

Evidence-based integration of workplace spirituality into engagement models

Alongside engagement literature, a substantial corpus of study has developed around workplace spirituality, particularly in reaction to increasing expectations for meaningful employment and ethical leadership. Jena and Pradhan (2021), in their Empathy-Based Spirituality Model, contend that workplace spirituality, characterised by empathy, personal calling, and value congruence, significantly predicts employee engagement. ¹⁵ Their empirical findings indicate that when leaders express empathy and ethical consistency, employees reciprocate with higher emotional and behavioural involvement.

In addition, Gotsis and Grimani (2020) put forth a Spiritual Climate model that defines spirituality as not simply a personal trait but also a collective experience inside an organisation. ⁶ This climate, characterised by authenticity, transcendence, and community, fosters inclusive engagement and enhances team performance. Such models challenge the notion that spirituality is merely a personal or abstract construct, instead showing how organisational culture and leadership co-create environments that nourish both individual and collective engagement.

The Post-Pandemic Ethical-Spirituality Model by Kumari and Singh (2022) integrates spirituality with resilience and ethical behaviour, especially relevant in the wake of COVID-19 ². Their model, supported by data from hybrid workers, illustrates how compassionate leadership, ethical practices, and mental health initiatives can strengthen employee connection and reduce attrition. This aligns with calls for post-crisis engagement frameworks that are emotionally and spiritually restorative.

Research questions and theoretical gaps

In addressing the first research question, “What are the key characteristics of recent employee engagement models, and how do they differ from traditional frameworks?” the literature clearly shows a shift toward multidimensional, values-based approaches. Unlike earlier models that relied heavily on job design or satisfaction scores, the newer frameworks emphasise inclusion, ethics, wellness, and flexibility as integral to engagement.

The second research question, exploring how workplace spirituality is conceptualised and integrated into HRM, reveals that while the construct is gaining empirical credibility, comparative analysis between models is still lacking. Studies by Jena & Pradhan (2021) and Gotsis & Grimani (2020) offer isolated perspectives. Still, there is a need for a unified theoretical framework that bridges both engagement and spirituality into a coherent HR strategy.^6,16

Regarding the third and fourth research questions, which explore sectoral applications and real-life implementation, case examples support the models’ practical viability. For instance, Infosys integrates mindfulness and value-based leadership into its culture to reinforce spiritual alignment and engagement. Tata Group is known for purpose-led business practices, fostering organisational pride and long-term employee commitment. Apollo Hospitals applies compassionate leadership strategies based on spiritual well-being principles, enhancing both patient and employee satisfaction.

However, a critical gap remains: few models are explicitly tailored to post-pandemic, hybrid, or Gen Z workforces, despite their growing influence in shaping organisational expectations. The challenges of measuring spiritual alignment, particularly in remote environments, also remain underexplored. This review responds to the fifth research question by proposing the need for a synthesised model that is flexible, scalable, and relevant across cultures and industries.

Toward an integrated framework

What becomes clear from this literature is the necessity for an integrated model such as the proposed PRISM framework (Purpose, Relationships, Involvement, Support, Motivation) that connects recent employee engagement theories with workplace spirituality, ethics, and human-centred leadership. This model addresses the reviewer’s concern about a lack of comparison between models and provides a structured lens through which to evaluate engagement across hybrid, public, and purpose-driven sectors.

Contribution

This literature review reveals that while several recent, evidence-based models have emerged to address the emotional and spiritual dimensions of work, there is still limited cross-model synthesis, and few models offer adaptable tools for sector-specific HRM. The review also fills a critical academic gap by linking recent engagement and spirituality frameworks with real-world organisational practices, especially in high-performing firms like those in India’s Nifty 50 index.

Models selected for this study

In response to the need for updated, evidence-driven, and context-relevant engagement models, this study specifically focuses on four recent employee engagement frameworks developed between 2020 and 2024. The rationale for selecting these models is grounded in their empirical foundation, inclusion of emotional and ethical variables, and applicability to hybrid, diverse, and post-pandemic organisational environments.

1. The Ahmed et al. (2020) Engagement–Knowledge Sharing–Performance Model offers a crisis-contextualised framework for understanding employee engagement in knowledge-intensive settings. Conducted during the COVID-19 pandemic within higher education institutions, the study employed structural equation modelling to demonstrate that employee engagement exerts a direct, positive effect on organisational performance, with knowledge sharing acting as a significant partial mediator. This model is notable for its explicit linkage between motivational engagement constructs and collaborative knowledge processes, reflecting the strategic role of intellectual capital in organisational resilience. The model focuses on engagement during the pandemic’s disruptions, highlighting issues like motivation, trust, and productivity in remote work. Its empirical foundation and attention to both performance and knowledge dynamics make it a relevant tool for understanding engagement in Ahmed et al. ¹⁷

Conceptual framework narrative: Integrating employee engagement and workplace spirituality models within PRISM

The integration of employee engagement and workplace spirituality models within the PRISM framework provides a holistic lens for understanding the drivers of sustained engagement in contemporary organisations. The Purpose dimension is supported by models emphasising socially responsible and spiritually meaningful practices. For example, Boutmaghzoute and Moustaghfir (2021) demonstrate how CSR-driven purpose enhances retention, while Low and Memon (2023) show that micro-level CSR practices foster both job and organisational engagement.^32,33 Similarly, Salem et al. (2023) highlight that workplace spirituality and individual spirituality provide employees with a sense of higher purpose, driving innovation and well-being. ²⁷

The Relationships dimension underscores the centrality of trust, empathy, and authentic connections in fostering engagement. Koon and Ho’s (2021) Authentic Leadership–Well-being–Engagement Model illustrates how leadership transparency and morality nurture engagement through workplace well-being. ³⁴ Complementing this, Jiang and Luo (2024) emphasise that CSR communication and perceived motives shape social and job engagement by clarifying relational trust. ³⁵ Likewise, spirituality-centred models by Jena and Pradhan (2021) and Gotsis and Grimani (2020) highlight empathy and shared spiritual climate as mechanisms for cultivating meaningful interpersonal bonds at work (Jena & Pradhan, 2021a).

The Involvement dimension is captured through models that situate engagement in active participation and shared meaning. Ahmed et al. (2020) demonstrate that engagement thrives when employees are involved in knowledge-sharing processes, while Ochnik and Arzenšek (2021) show that corporate volunteering builds engagement by deepening involvement in prosocial activities^36,37. Fry and Matherly (2020) further underscore that spiritual leadership promotes involvement by instilling shared vision, altruism, and hope, making work more meaningful. ³⁸

The Support dimension reflects how organisational structures, resources, and recognition enable sustained engagement. Wen et al. (2022) reveal that job satisfaction across pay, supervision, and promotion dimensions enhances engagement and reduces turnover, while Chopra et al. (2024) highlight that employer branding supports employee retention by strengthening engagement.^20,24 Emerging studies by Tortorella et al. (2025) demonstrate how AI integration in lean workplaces enhances psychological safety and engagement, while Iddagoda et al. (2022) show that workplace spirituality fosters organisational citizenship through social connectedness and deep meaning.^39,40

Finally, the Motivation dimension consolidates models highlighting personal growth, innovation, and spiritual fulfilment as energising forces for engagement. Ababneh (2025) shows that human capital motivates innovative behaviour via engagement, while Jaiyeoba and Hazahari (2025) highlight how factors like workplace spirituality, training, and job autonomy drive engagement in higher education.^31,41 Spirituality-focused studies by Baskar and Indradevi (2023) and Chingan and Nandakumar (2025) add that workplace spirituality, coupled with hedonic and eudaimonic well-being, motivates employees to sustain engagement even in demanding or remote work contexts.^28,42

Taken together, these 15 models mapped into PRISM illustrate that engagement is not merely a behavioural construct but a multidimensional phenomenon integrating purpose, relationships, involvement, support, and motivation. By combining empirical findings with spiritually grounded perspectives, the PRISM framework provides a robust, evidence-based, and future-oriented conceptual model to guide both academic research and practical interventions in diverse organisational settings (Table 1).

OPEN IN VIEWER

Table 1.

Integration of 15 employee engagement and workplace spirituality models within the PRISM framework.

PRISM dimension	Models from selected literature (2020–2025)	Key contribution
P - Purpose	• Boutmaghzoute & Moustaghfir (2021) CSR–retention model	Purpose is strengthened through CSR, ethics, and spirituality, giving employees a sense of meaningful contribution
	• Low & Memon (2023) Micro-CSR–job & org engagement model
	• Salem et al. (2023) Workplace spirituality–engagement–innovation model
R - Relationships	• Koon & Ho (2021) Authentic leadership–well-being–engagement model	Trust, empathy, and authentic workplace relationships drive sustained engagement and spiritually rooted connection
	• Jiang & Luo (2024) CSR communication–motives–engagement model
	• Jena & Pradhan (2021) Empathy-based Spirituality model
	• Gotsis & Grimani (2020) Spiritual climate model
I - Involvement	• Ahmed et al. (2020) Engagement–knowledge sharing–performance model	Involvement through knowledge sharing, volunteering, and shared leadership vision deepens commitment and meaning
	• Ochnik & Arzenšek (2021) Corporate volunteering–financial Satisfaction–engagement model
	• Fry & Matherly (2020) Leadership–spirituality–meaning model
S - Support	• Wen et al. (2022) Satisfaction–engagement–turnover model	Organisational and spiritual support via recognition, branding, tech, and connectedness enhances well-being and engagement
	• Chopra et al. (2024) Employer branding–engagement–retention model
	• Tortorella et al. (2025) AI–lean production–engagement model
	• Iddagoda et al. (2022) Workplace spirituality–organisational outcomes Model
M - Motivation	• Ababneh (2025) Human capital–innovation–engagement model	Motivation is nurtured through innovation, learning, spirituality, and dual well-being (hedonic & eudaimonic) in modern workplaces
	• Jaiyeoba & Hazahari (2025) Higher education engagement model
	• Baskar & Indradevi (2023) Workplace spirituality–job attitudes model
	• Chingan & Nandakumar (2025) Remote work well-being–spirituality–engagement model

Overview of selected employee engagement models and their variables

To provide a clear and organised overview of the selected employee engagement models, Table 1 summarises fifteen contemporary frameworks developed between 2020 and 2025. Each model has been analysed in terms of its research context, primary independent variables, and mediating mechanisms. This table highlights the diverse approaches to understanding employee engagement, encompassing factors such as leadership, corporate social responsibility, workplace spirituality, job satisfaction, and organisational practices. By presenting these models side by side, the table serves as a foundation for identifying the most relevant and impactful variables for constructing a novel and streamlined conceptual framework for this study (Table 2).

OPEN IN VIEWER

Table 2.

Summary of selected employee engagement models (2020–2025) and their key variables.

No.	Model & year	Context/focus	Independent variables (IV)	Mediators	Moderators	Dependent variables (DV)
1	Ahmed et al. (2020) - Engagement-knowledge sharing-performance	COVID-19, higher education	Employee engagement	Knowledge sharing	-	Organisational performance
2	Koon & Ho (2021) - Authentic leadership-well-being-engagement	Hybrid/socially mediated work	Authentic leadership	Workplace well-being	-	Employee engagement
3	Boutmaghzoute & Moustaghfir (2021) - CSR-behavioural factors-retention	Employee-oriented CSR	CSR initiatives	Job satisfaction, organisational identification, motivation	-	Employee retention
4	Wen et al. (2022) - Satisfaction-engagement-turnover	Sustainable HRM	Job satisfaction (pay, supervisor, work itself, promotion, coworkers)	Employee engagement	Position level	Turnover intention
5	Low & Memon (2023) - Micro-level CSR–Job & organisational engagement	COVID-19, micro-level CSR	Employee involvement, employee empowerment, work–life balance, working environment	Job engagement	-	Organisational engagement
6	Ochnik & Arzenšek (2021) - Corporate volunteering-financial satisfaction-engagement	Multi-occupational, Poland	Financial satisfaction	Corporate volunteering	Age	Work engagement
7	Jiang & Luo (2024) - Strategies-motives-employee engagement	CSR communication	CSR communication strategies	Perceived CSR motives	-	Social media engagement, job engagement, organisational engagement
8	Chopra, Sahoo & Patel (2024) - Employer branding-talent retention	IT sector	Employer branding	Employee engagement	-	Talent retention
9	Tortorella et al. (2025) - AI & lean production engagement	Lean production, industry 4.0	AI implementation	-	-	Physical, cognitive, and emotional engagement
10	Ali Ababneh (2025) - Human capital & innovation	Various organisations, Jordan	Human capital	Employee engagement	Mental involvement	Innovative work behaviour
11	Salem et al. (2023) - Workplace & individual spirituality	IT sector, Pakistan	Workplace spirituality, individual spirituality	Employee engagement	Individual spirituality	Innovative work behaviour, employee well-being
12	Chingan Thottathil & Nandakumar (2025) - Remote work well-being	Remote work, post-pandemic	Hedonic well-being, eudaimonic well-being	Employee engagement, workplace spirituality	-	Employee well-being, organisational commitment
13	Baskar & Indradevi (2023) - Workplace spirituality & job attitudes	Nursing community	Workplace spirituality	-	-	Employee engagement, job satisfaction, organisational citizenship behaviour
14	Iddagoda, Abraham & Chinta (2022) - Workplace spirituality & organisational outcomes	Sri Lankan managers	Workplace spirituality (deep meaning, social connectedness, higher-level goals)	-	Self-efficacy	Organisational commitment, organisational citizenship behaviour
15	Jaiyeoba & Hazahari (2025) - Employee engagement in Islamic higher education	Post-COVID-19, Islamic HE	Training & development, trustworthiness, reward & recognition, management support, job autonomy, workplace spirituality	-	-	Employee engagement

Research design

This study adopts a qualitative systematic literature review and a conceptual synthesis design. The purpose is to analyse and integrate contemporary employee engagement models into a single unified framework. A theory-building approach was employed, following structured review procedures inspired by PRISMA guidelines to ensure transparency in identifying, screening, and selecting articles.

Time frame

The review covered literature published between January 2020 and June 2025, reflecting the rapidly changing workplace environment shaped by the COVID-19 pandemic, hybrid work practices, and increasing emphasis on employee well-being and engagement.

Inclusion and exclusion criteria

Inclusion Criteria:

Peer-reviewed journal articles and conceptual papers published between 2020 and 2025.

Exclusion Criteria:

Articles published before 2020 (unless foundational to theory, e.g., Kahn’s model).

Basis of selection of models

A total of 15 models were identified after systematically screening research databases such as Scopus, using keywords including “employee engagement,” “CSR,” “leadership,” “workplace spirituality,” “job satisfaction,” and “well-being.” The final models were selected based on the following criteria: Recency (published between 2020 and 2025). Research shows that having a deep sense of meaning in work greatly influences employees’ commitment to their organisation and their willingness to go above and beyond. Furthermore, self-efficacy plays a key role in how social connections affect job performance, with more confident employees outperforming their less confident peers. (purpose, empathy, inclusion, flexibility).

Conceptual model development

The expansion of the integrated framework followed five structured steps: Systematic Review of 15 Models (e.g., Ahmed et al., 2020; Koon & Ho, 2021; Wen et al., 2022; Salem et al., 2023; Chingan Thottathil & Nandakumar, 2025). Extraction of Key Constructs -Identifying drivers (leadership, CSR, spirituality, job satisfaction), mediator (engagement), and outcomes (well-being, retention, innovation). Thematic Coding - Categorising variables into themes such as leadership-well-being-engagement or CSR-satisfaction-retention. Cross-Model Synthesis - Comparing convergent and divergent pathways across models. Integration - Developing a unified conceptual model with Employee Engagement as the central mediator linking organisational drivers with employee and organisational results.

Analysis approach

The analysis applied a thematic coding and cross-model synthesis approach. Identification & Categorisation: Reviewing each of the 15 models to extract drivers, mediators, and outcomes. Pattern Recognition: Grouping recurring constructs into higher-order categories. Cross-Comparison: Evaluating similarities, differences, and complementarities between models. Framework Integration: Synthesising insights into an evidence-driven conceptual model for value-based engagement.

Relevance

This study is particularly relevant to the contemporary workplace, where organisations are grappling with sustaining employee engagement, well-being, and innovation amidst evolving work models. For example, Infosys has taken a markedly employee-centric approach. In FY 2024, around 84% of its workforce utilised remote working options, up from 75% the previous year, demonstrating a sustained emphasis on flexibility and employee comfort in work arrangements. ⁴³ Additionally, Infosys’s HR initiatives now include cautionary alerts to employees working beyond 9 hours and 15 minutes especially during remote shifts to encourage work-life balance and prevent burnout. ⁴⁴ Tata Consultancy Services (TCS) has received global recognition for its robust people practices, being named a Global Top Employer 2024 and ranking #2 in the Employee Health & Wellness category by the Top Employers Institute. ⁴⁵ In the healthcare sector, Apollo Hospitals has prioritised employee well-being through proactive initiatives. At its HR Conclave, leadership emphasised holistic wellness encompassing personalised health assessments, mental health support, and wellness programs to enhance employee satisfaction, engagement, and productivity. ⁴⁶

Engagement themes & workplace spirituality

Across the models reviewed, recognition, support, work–life balance, and purpose emerged as consistent engagement themes. Recent literature reinforces this: workplace spirituality, emphasising purpose, compassion, and community, is shown to enhance psychological well-being, creativity, retention, and innovative behaviour in organisations.^47,48 Recent studies emphasise that workplace spirituality (purpose, compassion, connectedness) is strongly linked to engagement, retention, and innovation. For example, Alzyoud found that intrinsic purpose and organisational pride significantly enhance engagement outcomes in public organisations. Spirituality and ethical climate improve commitment and Performance. ⁴⁹

Sectoral trends & case examples

FMCG sector (e.g., HUL)

While no direct studies on HUL were found, FMCG firms often emphasise career progression, digital collaboration tools, and employee well-being programs, paralleling engagement drivers identified in other sectors particularly in IT such as recognition and support.

Research indicates FMCG engagement drivers include career progression, digital collaboration, and CSR. Kumari & Sharma show that internal CSR and career opportunities directly predict engagement, especially in consumer goods companies ⁵² (Table 3).

OPEN IN VIEWER

Table 3.

Comparative model insights, sectoral trends: strengths & gaps.

Model/themes	Strengths	Gaps / opportunities
Workplace spirituality models	Strong link to well-being, creativity, and retention	Less focus on recognition mechanisms and sectoral practices
IT sector HR innovations (Infosys)	Real-time feedback, empowerment, diversity, digital tools	Need an empirical evaluation of the impact on engagement metrics
Banking/work–family policies	Clear well-being-performance link via mediation (w/f balance)	Limited direct evidence in the engagement context
FMCG career progression & flexibility	Aligns with motivational drivers of engagement	Empirical support in the Indian FMCG context remains patchy

Best practices from literature

Recognition & Support: Real-time feedback and peer acknowledgement not just annual rewards are critical. Infosys’ use of real-time recognition platforms exemplifies this Infosys, Cognizant ⁵² Leadership Fairness & Procedural Justice: Supportive supervisors and transparent processes (as seen at Cognizant) foster trust and engagement (banking) ⁵¹ Work–Family Support & Well-being: Policies providing genuine flexibility and support indirectly enhance performance through improved well-being, mainly in service and banking sectors. (banking/service) ⁵³ Spiritual Leadership & Purpose: Creating an environment with meaning, ethical leadership, and psychological safety enhances intrinsic motivation and innovation ⁵⁴ Contrivance real-time recognition platforms to reinforce everyday contributions and build morale. Train and enable leaders to act equitably, focus on workplace well-being, and foster a sense of fairness. Adopt meaningful work–life policies, not just formal ones, to ensure accessibility and visibility of support services. Cultivate spiritual and ethical leadership practices, embedding values, purpose, and emotional support into organisational culture. Customise engagement strategies to sectoral context e.g., digital tools and D&I in IT; well-being support in banking; career-focused initiatives in FMCG.

Theoretical contributions

This study develops engagement scholarship by bridging workplace spirituality with established drivers such as authentic leadership, CSR, and job satisfaction within a consolidated conceptual model where employee engagement serves as the central mediator. Prior research confirms that spirituality characterised by meaningful work, compassion, and community enhances well-being, creativity, and organisational citizenship behaviour, Nawaz demonstrate that spiritually grounded HR systems strengthen commitment and creativity in knowledge-intensive sectors, reinforcing the theoretical foundation of our framework. ⁶³ By aligning workplace spirituality as a performance enabler rather than a peripheral cultural element, this study responds to calls for human-centred HRM models that integrate purpose and proper alignment into engagement theory.

Additionally, this research highlights measurement challenges in hybrid and remote contexts. As Nagori and Lawton (2024) caution, traditional survey-based instruments are insufficient to capture dynamic fluctuations in energy, belonging, and engagement in flexible work arrangements. ⁶⁰ Our model thus contributes theoretically by suggesting that engagement measurement must evolve to include psychosocial safety climate (PSC) indicators and digital work experience metrics.

Practical contributions

The findings also carry immediate executive relevance. Case insights illustrate sectoral applications: Infosys and TCS (IT sector) have pioneered real-time recognition platforms, digital empowerment, and hybrid collaboration infrastructure that sustain engagement and belonging. ⁶⁴ Apollo Hospitals (healthcare) has introduced “well-being first” programs, combining mindfulness training with flexible scheduling to strengthen resilience under high-pressure conditions. Banking (HDFC, ICICI) presents a mixed picture: while policies on work–family balance improve performance, employee forums reveal gaps in empathy and leadership support, underscoring the importance of procedural justice. ⁶⁵ FMCG (HUL) emphasises career progression and digital collaboration tools, aligning with motivational engagement drivers such as recognition and support. These examples illustrate the need for sector-specific customisation of engagement strategies while aligning with universal values such as fairness, recognition, and purpose.

Best practices for organisations

Drawing from literature and practice, organisations should:

Adopt real-time recognition and fairness systems (Infosys, Cognizant) to enhance trust and psychological safety. ⁶⁶

Academic and industry contribution

For academia, the study delivers a refined conceptual model that integrates spirituality into mainstream engagement research and offers a multi-sector comparative lens call for frameworks that embed human values into organisational systems (Nawaz et al., 2024). ⁵⁸ For industry, it provides a practical roadmap for embedding recognition, purpose, and fairness into HR systems, aligning with PRISM (Purpose, Relationships, Involvement, Support, Motivation) as a holistic framework suited to post-2025 workplaces.

Addressing gaps

Despite progress, three gaps remain:

There is a weak adoption of holistic frameworks like PRISM in corporate settings. Measurement limitations in capturing engagement under hybrid models. A disconnect between HR technology and well-being, where digital tools often emphasise efficiency over ethical design. By addressing these challenges, organisations can align spirituality, engagement, and performance in ways that foster resilience, innovation, and sustainable growth.