Human resources perceptions of corporate chaplains: enhancing positive organizational culture
Workplace chaplaincy represents one way that workplace spirituality manifests itself today in corporate America. Rigorous scholarly research into workplace (or corporate) chaplaincy remains scant. This article seeks to remedy that by focusing on human resource professionals' perceptions and exp...
| Authors: | ; ; |
|---|---|
| Format: | Electronic Article |
| Language: | English |
| Check availability: | HBZ Gateway |
| Journals Online & Print: | Drawer...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Published: |
International Association of Management, Spirituality & Religion
[2017]
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| In: |
Journal of management, spirituality & religion
Year: 2017, Volume: 14, Issue: 3, Pages: 196-215 |
| RelBib Classification: | KBQ North America RG Pastoral care ZB Sociology ZD Psychology |
| Further subjects: | B
Workplace Spirituality
B Chaplaincy B employee spirituality B Chaplain B Religion B Qualitative Research B Human Resources |
| Online Access: |
Volltext (Resolving-System) Volltext (doi) |
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| 520 | |a Workplace chaplaincy represents one way that workplace spirituality manifests itself today in corporate America. Rigorous scholarly research into workplace (or corporate) chaplaincy remains scant. This article seeks to remedy that by focusing on human resource professionals' perceptions and experiences with workplace chaplaincy in five organizations in the United States. Using data gathered from qualitative interviews with HR executives and staff, five themes emerged regarding their views of chaplaincy in their organizations: chaplains support and enhance a positive organizational culture; they complement or serve as an alternative to employee assistance programs; they provide psychosocial and pastoral care support to employees; they help to bridge cultural divides; and they enhance HR's efforts in religious diversity and accommodation. Overall, HR felt that chaplains contribute to a positive organizational culture through employee care and contributions to diversity and inclusion. Article ends with implications for theory and practice. | ||
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