Influence of Spirituality on Organizational Commitment and Role of Demographics: A PLS-SEM Analysis

Vandana Singh
Assistant Professor, Haryana School of Business, GJUS & T, Hisar, Haryana, India; and is the corresponding author. E-mail: vandana_10march@yahoo.co.in

Deepika Ahuja
Research Scholar, Haryana School of Business, GJUS & T, Hisar, Haryana, India. E-mail: deepaduaahuja@gmail.com

The study examines the influence of workplace spirituality and individual spirituality on employee commitment and the role of gender and age as moderating variable. It was conducted among bank employees from various public and private banks in India's northern region. Employees' spirituality had a beneficial influence on their commitment to work as per Partial Least Square-Structural Equation Modeling (PLSSEM). Also, it was revealed that age and gender had no substantial moderating influence on employee commitment. This study would serve as a valuable resource for HR professionals and management teams who are looking to create a culture of spiritual engagement in their organizations. It may also assist employees in developing a sense of fulfillment in their job, which would boost their productivity and commitment.

Introduction

Spirituality has emerged as a significant topic of study in academia in recent years, with the aim of providing deeper context for the term "workplace" (Paul et al., 2015). Spirituality is widely acknowledged as a key facet of human character (Krishnakumar and Neck, 2002). Now, more and more people are looking for spiritual fulfillment in their personal and work lives. The explanation for the rising interest in spirituality may be because of the changes in how people spend their free time, use technology, and share ideas (Neck and Milliman, 1994). Spirituality is difficult to define because its meaning varies from person to person as everyone has their own unique set of experiences, beliefs, and motivations. Some people attribute a religious meaning to it, while others do not. It can be different for each individual based on factors like their childhood experiences, and cultural background. Even within the same culture, it might vary (Lepherd, 2015). Spirituality is a "basic feeling of being connected with one's complete self, others, and the entire universe" (Mitroff and Denton, 1999). It is a "journey to find a sustainable, authentic, meaningful, holistic, and profound understanding of the existential self and its relationship/interconnectedness with the sacred and the transcendent" (Karakas, 2010). Nelson (2009) stated that spirituality is "search for meaning and belief that there is a powerful force outside the human that can transform their lives". Fry (2003) noted that spirituality refers to "a relationship with a high power that influences one's behavior in the world". Spirituality reflects "the individual's efforts to make their lives more sacred" (Zinnbauer et al., 1999). Thus, different researchers have different ideas about this concept. Bringing spirituality into the workplace pertains to Workplace Spirituality (WPS), which is very different from the conventional idea of spirituality. As stated by Pawar (2009), "workplace spirituality refers to employee experience of spirituality at work". In the words of Rego and Cunha (2008), WPS is "the recognition that employees have an inner life that is nourished and is nourished by meaningful work taking place in the context of community".

WPS provides the organization with a number of advantages, such as fostering more interpersonal trust and teamwork among employees (Marques et al., 2007). WPS enables people to reach their greatest potential as individuals, which aids in helping them understand the importance and meaning of their work (Paul et al., 2015). By fostering an atmosphere of trust, it can increase employees' commitment to the company (Burack, 1999; and Krishnakumar and Neck, 2002). A spiritual workplace promotes creativity, acceptance, and improvement, which contribute to higher employee satisfaction, better physical and intellectual health, more commitment and reduction in turnover rate (Martin et al., 2005). Krishnakumar and Neck (2002) also stated that "cultivating a spiritual culture in the workplace can help employees develop their creativity, personal integrity, honesty, and trust which ultimately benefits organizational performance". Mitroff and Denton (1999) further added that "no organization can survive for long without spirituality and soul. We need to integrate spirituality into management". Hence, the management and research agendas should include a sense of spirituality. Due to the beneficial impact it can have on the relationship between an organization and its employees, many businesses are considering using spirituality in the workplace (Garcia and Zomar, 2003). An organization's spiritual work environment can be achieved through a variety of factors such as employee support and development programs, ethical and fairness practices, respect for core values, and cultural diversity (Altaf and Awan, 2011). An uplifting spiritual atmosphere within an organization can lead to higher levels of creativity, trust, honesty, integrity, commitment, and performance (Krishnakumar and Neck, 2002). Studies also showed that organizations that promote spiritual beliefs and practices observed higher levels of satisfaction, commitment, low stress and turnover (Milliman et al., 2003; Rego and cunha, 2008; Chawla and Guda, 2010; Gupta et al., 2014; and Daniel, 2015).

In today's era of globalization, nearly all businesses must contend with unpredictable dynamic environment that poses substantial risks and intense competition. The banking industry is no different. Economic changes have led to significant changes in the Indian banking industry, including liberalization, privatization, globalization, mergers and acquisitions, regulatory changes, emergence of private and foreign banks, technological advancements, online banking, etc. In addition to these challenges, the banking industry also needs to improve operational efficiency, compete with fin-tech companies, authenticate virtual transactions, maintain cyber security, prevent account failure and fraud, and strictly adhere to legal requirements. Employees are more stressed and anxious as a result of this condition, which could lead to poor work attitudes, higher turnover rate, and decreased commitment to the organization. The banking sector is predominantly service-oriented, which has greatly raised the importance of human resources. Hence, a major concern for banking organizations should be how to get positivism from the employees and retain it in the organization. Managers have introduced several initiatives, including wellness programs and counselling for employees, in an effort to create a more positive work atmosphere. One of them is introducing spirituality in the workplace. Within this context, the current study will look at how workplace spirituality as well as individual spirituality influence the Organizational Commitment (OC) of bank employees in India. The study also seeks to assess whether there is a significant difference in commitment among bank employees based on their age or gender. By offering empirical research evidence, this paper helps to fill a significant gap in the existing literature. The study is rare as it considered both workplace spirituality and individual spirituality in the Indian context. The Western context is very different from the Indian context in a number of ways-geographically, socio-culturally (workforce in India is more diversified, with employees representing many cultures, religions, languages, and customs) and technologically (compared to its Western counterparts, India's machinery and equipment are significantly less modern) (Pandey and Pestonjee, 2018; and Saxena et al., 2020). Indian employees face extra difficulties due to their generally less favorable working conditions and low adherence to labor laws. These circumstances highlight the importance of investigating the role that spirituality might play in boosting employee commitment in the Indian banking industry.

Theoretical Background and Hypothesis Development
Workplace Spirituality
Workplace spirituality has gained widespread recognition over two decades (Joelle and Coelho, 2019; and Milliman et al., 2018). The increasing popularity of WPS has been widely attributed to its favorable effects on the psychological state of employees (Haldorai et al., 2020). According to Jurkiewicz and Giacalone (2003), WPS is "a framework of organizational values evidenced in the culture that promote employees' experience of transcendence through the work process, facilitating their sense of being connected to others in a way that provides feelings of completeness and joy." According to Ashmos and Duchon (2000), WPS is "the recognition that employees have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community". In the words of Mitroff and Denton (1999), WPS "helps people find their ultimate purpose in life and helps them develop a strong connection with co-workers and other individuals who are associated with work." There are three essential aspects to this study: "meaningful work," "sense of community," and "alignment with organizational values", as outlined by Mitroff and Denton (1999). Such dimensions are taken into account as they seem dominant in previous literature, and they also had a link to employee attitudes. Meaningful work is "having a deep sense of meaning and purpose in one's work. This dimension of workplace spirituality represents how employees interact with their day-to-day work at the individual level" (Milliman et al., 2003). A feeling of community, as stated by Milliman et al. (2003), is about "having a deep connection to, or relation with others. This dimension of workplace spirituality occurs at the group level of human behavior and concerns interaction between employees and their co-workers". Alignment with organizational values implies "individuals experience a strong sense of alignment between their personal values and their organization's mission and purpose" (Milliman et al., 2003).

Individual Spirituality (IS)
An individual's "closeness with God and feelings of interconnectedness with the world and living things" can be characterized as their "individual spirituality" (Zinnbauer et al., 1999; and Pawar, 2017). Individual's spirituality is their "relationship with God, high power, or the transcendent, and the reflection of this relationship in the individual's functioning" (Pawar, 2017). The studies affirmed that each individual has their own unique spirituality. Individual spirituality is also expressed as "personal relationship or experience with God or the divine that informs an individual's existence and shapes their meaning, purpose and mission in daily life. It does not need to encompass religion, nor does it by nature exclude religion" (Roof, 2015).

Organizational Commitment
The success of an organization is frequently regarded to be greatly influenced by OC. It has been theorized that this commitment could influence employee work attitude (Randall et al., 1990; Rego and Cunha, 2008; and Djafri and Noordin, 2017). Different researchers have defined various facets of organizational commitment. OC is "the relative strength of an individual's connection with and involvement in a particular organization", as characterized by Mowday et al. (1979).

Three distinct types of OC were identified-"Affective Commitment," "Continuance Commitment," and "Normative Commitment" (Meyer and Allen, 1991). However, "Affective Commitment refers to the employee's emotional attachment to, identification with, and involvement in the organization" (Meyer and Allen, 1991). "Continuance commitment refers to an awareness of the costs associated with leaving the organization" (Meyer and Allen, 1991). "A feeling of obligation to continue employment" is an indication of "normative commitment" type (Meyer and Allen, 1991).

Workplace Spirituality and OC
In recent times, spirituality has become an integral part of workplace culture. Literature reported that employees who have spiritual support provided by their organization are more satisfied, productive, and committed (Milliman et al., 2003). According to Sintaasih (2019), an increase in WPS might boost productivity and morale in the workplace. Garg (2018) also confirmed that workplace spirituality can promote the commitment of employees. Pawar (2009) asserted that WPS had a favorable relation with work attitudes. Both affective and ethical commitment were significantly impacted when spirituality was present in the workplace (Rego and Cunha, 2008). Haryokusumo (2015) concluded that meaningful work and inner life had a significant impact on OC. A study conducted by Mousa and Alas (2016) among 150 Egyptian primary school teachers revealed that all dimensions of WPS, except organizational values, had significant connection with OC. WPS affected organizational commitment and emotional intelligence in a positive way (Pradhan and Jena, 2016). Chawla and Guda (2010) also observed a beneficial connection between spirituality and OC. Djafri and Noordin (2017) performed a study on Islamic insurance agents. The study found that alignment with organizational values and meaningful work were important factors that influenced an Islamic insurance agent's commitment. As per Piryaei and Zanze (2013), people who are spiritual at work are more likely to be committed to their company. Milliman et al. (2003) found that three elements of WPS positively affected OC in a research done in the US. Utami et al. (2021) revealed similar findings in a research on village credit institutions, showing a favorable connection between WPS and OC. However, the researchers found no evidence linking WPS to organizational citizenship behavior. Similarly, Hisam (2021) conducted a study in Oman during Covid-19 and found that all WPS dimensions, except organizational values, positively influenced OC. According to Jalan and Garg (2022), WPS is a powerful tool for boosting employee commitment.

So, based on the literature review, the following hypothesis has been formulated:
H1: Workplace spirituality dimensions, namely, meaningful work (H1a), sense of community (H1b), and alignment with organizational community (H1c) have a positive impact on OC.

Individual Spirituality and Organizational Commitment
Individual spirituality was connected to affective OC and individual innovation, according to Daniel and Chatelain-Jardon (2015). They found that it had a positive effect on both. Pawar (2009) contended that individual spirituality did not change work attitudes. But it mitigated the connection between WPS and work attitudes. Wulandari (2014) examined the effects of WPS and individual spirituality on the conduct of Indonesian university employees. WPS aspects such as meaningful work and inner-life had a significant positive effect on job satisfaction, while community at work and inner life significantly influenced OC. It was also found that individual spirituality significantly and favorably affected both job satisfaction and OC.

Indrajaya (2017) investigated the contribution that individual spirituality makes to raising job satisfaction and OC. The results demonstrated that individual spirituality improved their work attitude, which in turn increased their the commitment and job satisfaction. Alsalemi (2022) conducted a study in Jeddah's Ministry of Health facilities to examine the connection between individual spirituality and OC. Individual spirituality and WPS components of meaningful work and transcendence were found to be significantly associated with OC.

Yet, research on the link between individual spirituality and OC is inadequate. Hence the following hypothesis:

H2: Individual spirituality has a positive influence on OC.

Moderating Effect of Demographic Variables on the Relationship Between Spirituality and OC
A person's sense of spirituality may vary depending on their personal characteristics (Indertono and Wulandari, 2013). For instance, compared to men, women are more likely to display emotion (Meyers-Levy and Maheswaran, 1991) and have varying degrees of sensitivity and expressive behavior (Whipple and Swords, 1992; Lyonski and Gaidis, 1991; Bernardi and Guptil, 2008, Haswell et al., 1999; cited in Indertono and Wulandari, 2013). Both gender and age can be used to explain different types of outcomes in social studies. As demonstrated by Indertono and Wulandari (2013), "meaningful work," "alignment of values," and "a sense of community" were all substantially connected to both emotional and normative commitment, with the influence on OC being larger for men than for women. Kumar (2016) further asserted that the gender of the employees has a mitigating effect on the link between WPS and individual outcome of employees. Sharafi et al. (2014) noted that organizational spirituality levels among male and female workers were not significantly different. Marschke (2009) found that the link between WPS and OC was unaffected by either gender or age. As per Thakur et al. (2017), association between WPS and OC was moderated by gender. However, age had no effect on spirituality. So, based on the literature assessment, the study formulates the following hypotheses:

H3: Gender moderates the relationship between meaningful work and OC (H3a), sense of community and OC (H3b), and alignment with organizational values and OC (H3c).
H4: Gender moderates the relationship between individual spirituality and OC.
H5: Age moderates the relationship between meaningful work and OC (H5a), sense of community and OC (H5b), and alignment with organizational values and OC (H5c).
H6: Age moderates the relationship between individual spirituality and OC.

Data and Methodology
Around 500 questionnaires (see Appendix) were circulated among bank personnel from numerous public and commercial banks in northern India. Respondents' data was collected using convenience sampling. The present study involves bank employees in the role of managing banking operations and having an experience of at least one year in the same bank. We divided our survey into two parts for clarity and ease of completion. Participants were requested to give certain background information like age, gender, marital status, education, experience and type of bank. The second section of the questionnaire consisted of statements rated on the specified construct. The researchers handed out paper versions of the survey to bank employees and also utilized an online tool (Google Forms) to get additional responses. After removing 155 unusable responses, we were left with 345 for analysis, with a total response rate of 69%. The data gathering process lasted approximately 1.11 years (June 2020 to January 2022), from the initial contact to the delivery of the final questionnaire.

Measurement Scales: Our study acquired the measurement scales from previous studies. These scales have been thoroughly tested and validated. The description of each scale is as follows:

Workplace Spirituality: The existing research relies on three domains of workplace spirituality, which was tested via 20 items, including meaningful work (item 1 to 5), sense of community (item 6 to 12), and alignment with organizational values (item 13 to 20). The scale used was the same as the one used by Milliman et al. (2003), according to whom, internal consistency for such 7-point Likert scale fluctuates between 0.88% and 0.94%.

Individual Spirituality: Daily Spiritual Experience Scale was used in the current investigation (DSES: Underwood and Teresi, 2002).This scale evaluates spiritual experience on 16 items. Initial 15 items were scored upon a 6-point Likert scale, from "1 (never or almost never) to 6 (many times a day)". The 16 items were scored on a separate 4-point scale. Pawar (2009) noted that the response option from item number 16 can be divided by four and multiplied by six to achieve 6-point response pattern of this item. This scale has internal consistency reliability of 0.89 (Underwood and Teresi, 2002).

OC: The present study measures OC by using OC Questionnaire (OCQ). In 1979, Mowday, Porter, and Steers framed this questionnaire. Because of its extensive psychometric data, this 15-item scale is widely used. However, Mowday et al. (1979) suggested that nine-item form of the instrument can be substituted for the long scale in certain scenarios. This research applied nine-item version of OCQ. This 7-point Likert scale has consistency equal to that of the full instrument (Mowday et al., 1979), ranging from 0.82 to 0.93 (Cronbach, 1951).

Data Analysis Technique
For data processing, the present investigation used variance-based statistical approach named Partial Least Squares based Structural Equation Modeling (PLS-SEM) using SmartPLS 3 software. It provides options to complicated problems in terms of models and sophisticated relationships, such as an enormous number of constructs, moderation, and/or mediation, and is thus preferred over CB-SEM (Hair et al., 2019). Another great thing about it is that it can give reliable outcomes, even though the population is small or the data is not usually spread out (Hair et al., 2019).

Results and Discussion
Demographic Profile
Table 1 shows that 45.8% of the 345 bank employees polled were female, while 54.2% were male. Regarding age, about half the respondents (56.5%) were 20-35 years old, while the others (43.5%) were 35 years and older. Considering the number of years of working in the bank, 39.4% employees had 5-10 years of experience, 36.5% had 1-5 years, and 24.1% had more than 10 years. 63.5% of respondents were postgraduates, and the remaining were graduates (36.5%). 62.6% of people were married, while 37.4% were single. A significant proportion of bank employees (59.4%) worked for private banks, and 40.6% for public banks.

Common Method Bias
The objective behind the common bias test was to find out the impact of multiple items loading on a single factor. This was done using Harman's single variable test. According to Podsakoff et al. (2003), the overall loading should not exceed 50%. The results revealed that the single factor loading did not explain the large variance in the study, i.e., 43.78%. So, CMB was not a big concern.

Measurement Model
A measurement model has been used to affirm how reliable and valid the constructs were. To figure out how reliable a model is, indicator reliability and internal consistency reliability are assessed.

Indicator Reliability
The researchers used factor loadings to figure out indicator reliability. To establish indicator reliability, some of the items (IS2, IS5, IS10, IS12, IS14, and IS15) were dropped with loadings less than 0.5. Table 2 and Figure 1 shows that all the items' factor loadings were above the requisite value of 0.5.

Internal Consistency Reliability
In addition, the researchers used composite reliability and Cronbach's alpha, to figure out internal consistency reliability (Hair et al., 2014). It was strong enough to reach the 0.70 benchmark (Table 2).

Convergent Validity
Average Variance Extracted (AVE) was used to test for convergent validity. AVE values must be larger than or equal to 0.5 (Chin, 2010). Table 2 shows that AVE for all constructs was over 0.5.

Discriminant Validity
The concept of discriminant validity can be used to express how unrelated a construct is to the other constructs. Table 3 presents that the non-diagonal value did not exceed the square root of each construct's AVE in respective columns and rows. This implies that each construct highly correlates to its items rather than items of other construct (Fornell and Larcker, 1981). Besides this, one more benchmark was utilized in the current study, that is, Heterotrait-Monotrait ratio (HTMT). The values provided in Table 3 are significantly lesser than the Henseler et al. (2015) 0.85 criterion, ensuring discriminant validity.

Multi-Group Analysis
The Measurement Invariance of Composite Models (MICOM) procedure must be performed before proceeding with multi-group analysis. It was carried out using SmartPLS3 software and 5000 permutation. The test aims to find if the difference between two groups is attributable to variations in latent variables in the structural model rather than differences in the measurement model (Henseler et al., 2016). MICOM technique (Henseler et al., 2016) encompasses three steps:
1. Configural invariance
2. Compositional invariance
3. Equal composite mean value and variances

In order to achieve configural invariance, we had to make sure that both groups used the same number of indicators, had equivalent data treatments, and used the same PLS algorithm parameters (Henseler et al., 2016). However, configural invariance is a feature that automatically sets up MICOM when running MICOM in smart PLS (Cheah et al., 2020). In this study, it is confirmed that the respective models for both gender and age groups have same configurations. Step 2 involves comparing the original correlation with the value of confidence intervals to see if there is compositional invariance. Cheah et al. (2020) mentioned that the values of confidence intervals should be equal to or less than original correlation and p-values should be insignificant. In our study, we have established compositional invariance, as the p-values were insignificant as well as original correlation was greater than the values of confidence interval. Furthermore, we assessed the equality of means and equality of variance across the groups (step 3). Tables 6 and 7 displayed that the mean original difference and composite variance were both in the 95% confidence interval's upper (97.5%) and lower (2.5%) boundaries for both gender and age groups, as shown in Step 3 (Cheah et al., 2020).

If the MICOM model qualifies the first two steps, then partial measurement invariance can be established. However, if the model is successful in all the three steps, then full measurement invariance can be obtained (Henseler et al., 2016). For the present study, there is full measurement invariance across gender and age groups.

After evaluating the MICOM approach, the researchers used the PLS-MGA multi-group analysis approach for measuring the gender and age differences in the hypothesized relationships (Serstedt et al., 2011). For this, each moderator was split into two categories. In terms of gender, namely, male and female. As for age, there are two groups, namely, 20-35 years and 35 years and older. For a difference in the path coefficient to be statistically significant, its p-value needs to be less than 0.05 (Henseler et al., 2009; and Saresedt et al., 2011). Tables 8 and 9 clearly show that the differences in the levels of spirituality were not significant between the male and female groups and also between the two age groups. It clearly indicates that neither gender nor age plays a moderating role in spirituality and commitment relationship. Hence, H₃, H₄, H₅ and H₆ were not corroborated.

The study's major purpose was to examine how workplace and individual spirituality influenced bank employees' commitment. It also highlighted the moderating role of age and gender in such relationships. Moreover, the study also aimed to find out whether gender and age act as moderators in the above relationship. The study results revealed that WPS dimensions considerably affected OC. The current study supported the findings of other studies (Milliman et al., 2003; Rego and Cunha, 2008; Chawla and Guda, 2010; Piryaei and Zanze, 2013; Gupta et al., 2014; Haryokusumo, 2015; and Jalan and Garg, 2022), which concurred with our finding that WPS has beneficial effects on OC. The current research findings have signified that realizing one's own purpose and meaning at work enhances employee's OC, supporting (H_3a). Rego and Cunha (2008) found that people's health, happiness, engagement, and productivity all improved when they were given opportunities to explore their spirituality at work. As a result, the workplace shifts from a means to making money to a means to self-actualization for its employees (Gavin and Mason, 2004). The results also indicated that sense of community had a substantial influence on OC, supporting (H3b), which indicates that when a person feels a sense of belonging, there is less likelihood that he/she will quit the organization. Karakas (2010) asserted that spirituality fosters a sense of community among workers, which enhances their commitment, effectiveness, and productivity. Also, it was found that alignment with organizational values positively affects OC (H_3c), which means that when employees see a connection between their own values and the organizational goals and mission, they become more committed to the organization. According to Ashmos and Duchon (2000),

organizations that value spiritual beliefs and actions make their employees more productive and healthy, and also more satisfied, and this can improve their work performance. In addition, the results support the second hypothesis which states that individual spirituality can influence OC. The present findings support the earlier research conducted by Daniel and Chatelain-Jardon (2015), Indrajaya (2017) and Alsalemi et al., (2022). Between these two variables, they also discovered a strong positive association. In addition, the moderating effects of age and gender were considered throughout the course of the research. Both, however, do not operate as moderators between individual spirituality and OC, nor do they serve as moderators between workplace spirituality dimensions and OC relationship. These results corroborate the findings of Marschke et al. (2009), which also demonstrated that gender and age do not moderate the interconnection between OC and spirituality.

Practical Implications
The study's findings are applicable in the real world and are useful for human resource professionals of banking sector and HRDs of service organizations. It can also be helpful in formulating employee-friendly policies and programs. According to the study results, employees who experienced spirituality were expected to remain more committed to work. This could be advantageous for businesses looking to promote and introduce spirituality in the workplace through meditation, spiritual lectures, silence before meetings, yoga, listening to spiritual music, and similar other techniques. These spiritual practices can aid workers in growing and expressing their emotions and ideas, giving them a feeling that their work has greater significance than other jobs since it directly benefits the economy of the country, which helps to alter their attitudes. Initiatives driven by spirituality have not only benefited workers, but also saved businesses millions of dollars in costs associated with high turnover, legal disputes, recruitment, and other issues (Paul et al., 2015). It is worth noting that some of the most well-known corporations in the world, including Apple, Microsoft, Amazon, Google, Facebook, Twitter, etc., have implemented special initiatives to encourage employees to practice spirituality while at work. Rego and Cunha also argued that employees are more productive and loyal to their company when they are given space to express their spirituality at work. Saxena et al. (2020) also advised that the top-level management should work to build a comprehensive and holistic spiritual environment by incorporating various spiritual beliefs and practices into the overarching vision, mission, and policies of the organization. This will benefit both the organization and the employees. Therefore, HR practitioners and top management should promote spiritual practices and support employees' spiritual development for boosting their job satisfaction, commitment, and performance at work.

Conclusion
The study provided empirical evidence regarding the influence of WPS and individual spirituality on OC in the Indian banking sector. According to the study's findings, WPS components and OC have a very strong positive relationship. Additionally, a strong connection between OC and individual spirituality was found by the current research. The results also demonstrated that neither gender nor age affected the relationship between individual spirituality and OC or the relationship between WPS and OC. The findings reveal that incorporating spirituality in work can significantly improve employees' levels of commitment. Based on the findings, the researchers suggest that incorporating spiritual practices at both organizational and individual levels in the workplace can help boost employee morale and satisfaction, which in turn can help businesses keep their employees committed. Limitations and Future Scope: Despite the significant contribution of this study, there are certain limitations. First, the current study only focused on one dependent variable, i.e., OC. Future studies may also look at other factors such as job satisfaction, health, organization citizenship behavior, turnover intentions, psychological wellbeing, innovative behavior, organizational performance etc. Second, for the present study, data was collected from bank employees. Similar research may be conducted in other sectors or industries, besides banking. Third, this study was restricted to the northern region of India. More studies can be done in other places to learn more in this regard. Additionally, a longitudinal study may also be considered. Furthermore, variables like trust, integrity, positive organizational support, and leadership styles can operate as mediating or moderating variables and other demographic variables such as work experience, marital status etc. can also be contemplated as moderating variables in future research studies.

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