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Fostering the Human Spirit

A Positive Ethical Framework for Experiencing Meaningfulness at Work

Bibliographic Data

ID23608550
AuthorsDouglas R May (University of Kansas), Jiatian Chen (0000-0002-6171-2963, California State University, Bakersfield), CATHERINE E SCHWOERER (University of Kansas), Matthew D Deeg (0000-0002-0866-5811, University of Kansas)
EditorsRuth Yeoman (0000-0002-9303-1003), Catherine Bailey (0000-0002-8741-3072), Adrian Madden (0000-0002-3193-5808), Marc Thompson
Year2019
Pages345-372
Publication date2019-01-10
Open AccessNo
TypeCHAPTER
VenueOxford Handbook of Meaningful Work (SOURCE_BOOK)
PublisherOxford University Press (PUBLISHER • GB)
DOI10.1093/oxfordhb/9780198788232.013.18
OpenAlexW2957591621
ISBN9780198788232
LanguageEN

This chapter introduces a positive ethical framework for supporting the experience of meaningfulness at work. Three specific virtues are conceptually linked to meaningfulness (humanity, courage, and transcendence) and a number of character strengths that these encompass (such as morality, gratitude, and spirituality). It is argued that experiencing meaningfulness is more likely to result in the experience of positive emotions, contributing to a positive ethical culture at work and producing a “virtuous upwards spiral” of positive agency. Positive emotions attract more support and facilitate positive social relations inside and outside the workplace. Evidence about the links between meaningfulness and volunteering are explored in turn to consider what organizations might do to foster positive work culture. The chapter recognizes the potential for conflict and paradox between virtues and character strengths. However, even paradoxes and conflicts of this kind can generate positive experiences.

Agency (philosophy) · Character (mathematics) · Courage · Epistemology · Forgiveness · Gratitude · Humanity · Morality · Positive psychology · Social science · Sociology · Spirituality · Transcendence (philosophy) · Philosophy · Psychology · Social Psychology · Workplace Spirituality and Leadership

Highly citedNo

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