Changes

Giacalone and Jurkiewicz<ref>Giacalone, R. A., & Jurkiewicz, C. L. (2003). Right from wrong: The influence of spirituality on perceptions of unethical business activities. Journal of Business Ethics, 46(1), Page 85.</ref>(2003) stress yet another major advantage of nurturing the spiritual mindset within each worker in the organisation-ethicality. They assert that fundamental aspects of workplace spirituality, such as meaningful work that provides a feeling of purpose, a sense of connection and positive social relations with co-workers, and the ability to live an integrated life in which the work role does not conflict with the essential nature of a person as a human being, may interact to create different perceptions of ethicality within the organisation.  

Giacalone and Jurkiewicz<ref>Giacalone, R. A., & Jurkiewicz, C. L. (2003). Right from wrong: The influence of spirituality on perceptions of unethical business activities. Journal of Business Ethics, 46(1), Page 85.</ref>(2003) stress yet another major advantage of nurturing the spiritual mindset within each worker in the organisation-ethicality. They assert that fundamental aspects of workplace spirituality, such as meaningful work that provides a feeling of purpose, a sense of connection and positive social relations with co-workers, and the ability to live an integrated life in which the work role does not conflict with the essential nature of a person as a human being, may interact to create different perceptions of ethicality within the organisation.  

Most of the work available on the subject of the impact of yoga on work life/management centres around the impact of transcendental meditation (TM) on various aspects of management. Transcendental meditation is the skill of effortlessly minimising mental activity so that the body settles into a state of rest deeper than deep sleep while the mind becomes clear and alert (Orme-Johnson, Zimmerman, & Hawkins, 1992). A review of over 500 experimental studies conducted in over 200 Universities in 33 countries (Orme-Johnson et al., 1992) revealed that TM helps expand consciousness, decrease oxygen intake and stress level, increase basal skin resistance and coherence in the electro encephalo gram (EEG) and virtually suspends breathing up to 1 minute.  

Most of the work available on the subject of the impact of yoga on work life/management centers around the impact of transcendental meditation (TM) on various aspects of management. Transcendental meditation is the skill of effortlessly minimizing mental activity so that the body settles into a state of rest deeper than deep sleep while the mind becomes clear and alert (Orme-Johnson, Zimmerman, & Hawkins, 1992<ref name=":10">Orme-Johnson, D. W., Zimmerman, E., & Hawkins, M. (1992). Maharishi’s vedic psychology: The science of the cosmic psyche. In H. S. R. Kao, & Y. H. Poortinga (Eds.), Asian perspectives on psychology (pp. 282).</ref>). A review of over 500 experimental studies conducted in over 200 Universities in 33 countries<ref name=":10" /> revealed that TM helps expand consciousness, decrease oxygen intake and stress level, increase basal skin resistance and coherence in the electro encephalo gram (EEG) and virtually suspends breathing up to 1 minute.  

At the University of Texas, Orme-Johnson et al. (1992) showed that meditators display a greater physiological equi- librium than non-meditators. They also showed that medita- tors maintain this equilibrium under stress more effectively than non-meditators. Frew (1974) completed a study that concludes that TM increases individual productivity. Frew found that meditators show increased job satisfaction, a decreased desire to change jobs, better performance, and better relationships with supervisors and co-workers.  

At the University of Texas, Orme-Johnson et al. (1992)<ref name=":10" /> showed that mediators display a greater physiological equilibrium than non-meditators. They also showed that meditators maintain this equilibrium under stress more effectively than non-meditators. Frew (1974)<ref>Frew, D. (1974). Transcendental meditation and productivity. Academy of Management Journal, 17(2), 362.</ref> completed a study that concludes that TM increases individual productivity. Frew found that meditators show increased job satisfaction, a decreased desire to change jobs, better performance, and better relationships with supervisors and co-workers.  

Findings on the TM technique relevant to organisational performance include improved cognitive performance (see Orme-Johnson, Alexander, & Hawkins, 2005 for a recent summary of studies), increased self-esteem and higher levels of self-actualisation and development (Alexander, Rainforth, & Gelderloos, 1991), and more effective mana- gerial performance (Torbert, 1987). Previous case studies suggest that large proportions of organisation members practising the TM technique contribute to improvements in organisational performance (Schmidt-Wilk, Alexander, & Swanson, 1996).  

Findings on the TM technique relevant to organisational performance include improved cognitive performance (see Orme-Johnson, Alexander, & Hawkins, 2005 for a recent summary of studies<ref>Orme-Johnson, D. W., Alexander, C. N., & Hawkins, M. A. (2005). Critique of the national research council’s report on meditation. (Special issue). Journal of Social Behavior and Personality, Applications of Maharishi Vedic Science, 17(1), 383e414.</ref>), increased self-esteem and higher levels of self-actualization and development (Alexander, Rainforth, & Gelderloos, 1991), and more effective mana- gerial performance (Torbert, 1987). Previous case studies suggest that large proportions of organisation members practising the TM technique contribute to improvements in organisational performance (Schmidt-Wilk, Alexander, & Swanson, 1996).  

Parde and Naidu (1992) report empirical evidence to show that people with a strong orientation to working sincerely without being preoccupied with the outcome experience less work-related stress. Misra (1989) found that effort orientation rather than concern for outcome leads to greater intrinsic satisfaction. Chakraborty (1987, 1993) provides experimental evidence that practising yoga, meditating, controlling breathing and stilling the turbulent mind can enable workers and managers to purify their mind and make it spiritual, expand their self to include others around them, and help them grow and transform them- selves without expecting anything in return.  

Parde and Naidu (1992) report empirical evidence to show that people with a strong orientation to working sincerely without being preoccupied with the outcome experience less work-related stress. Misra (1989) found that effort orientation rather than concern for outcome leads to greater intrinsic satisfaction. Chakraborty (1987, 1993) provides experimental evidence that practising yoga, meditating, controlling breathing and stilling the turbulent mind can enable workers and managers to purify their mind and make it spiritual, expand their self to include others around them, and help them grow and transform them- selves without expecting anything in return.