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Workplace Spirituality, Employee Wellbeing and Intention to Stay by Aboobaker et al.
Introduction
Aboobaker et al. (2019) aimed to test how workplace spirituality affected teachers intentions to stay. The researchers designed a self-reported questionnaire and distributed it among 523 university teachers in India. The data received was analyzed using regression analysis and mediation to understand the relationship between the variables. The results revealed that there was a significant correlation between the religiousness of teachers and retention intentions. The well-being of teachers mediated the relationship between workplace spirituality and the decision to stay at work.
Main body
The research provided valuable information about how spirituality among teachers correlates with retention intentions by creating several regression models. The research design is associated with and validity of methods. Moreover, the sample size is large, which implies that the results are reliable. However, it should be noted that the results apply only to the Indian population, the majority of which are Hindu or Muslim. The study could benefit from including other cultures in the sample to improve the generalizability of findings.
Conclusion
The results of the research are important for the field of education as they provide a deeper understanding of correlations between spirituality and retention. In particular, the research suggests that the correlation is indirect, as religiousness affects psychological well-being, which, in turn, correlates with retention intentions. The results of the study can be used for my future research to make hypotheses and design methods. However, the findings of the research will be used with caution, as they apply only to teachers in higher education institutions in India, while my research will focus on elementary teachers in the USA.
References
Aboobaker, N., Edward, M., & Zakkariya, K. A. (2019). Workplace spirituality, employee wellbeing, and intention to stay. International Journal of Educational Management, 33(1),
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