Spiritual Intelligence (SI) has become a key contributor towards enhancing employee well-being and job satisfaction (JS) in the modern competitive business world. This study examines the impact of SI on JS among Sri Lankan IT professionals, considering gender’s role in this relationship. Analyzing data from 383 respondents using Partial Least Square Structural Equation Modeling (PLS-SEM), the study reveals a strong positive correlation between SI and JS, with no moderating effect on gender. The study highlights the importance of embedding SI into HR and organizational policies to enhance workforce resilience and retention while contributing to broader industry development and global competitiveness in the IT sector.

Spiritual Intelligence; job satisfaction; gender; IT sector

Almost all studies conducted so far on the subject of gender claim that SI has found no gender-related differences that are statistically significant (Hammouri and Alenzi, 2016; Pant and Srivastava, 2017; Siddiqui, 2013). Besides, research on JS and employee gender has produced mixed results, with some showing that women are more content with their jobs than males and vice versa (Oshagbemi, 2000). Regression analysis results for the current study showed that the p-value of the gender moderating relationship is greater than 0.05, which denotes statistical insignificance. Therefore, in the link between SI and JS, there was no statistically significant difference identified between males and females. There have been relatively few studies done in the past to determine the impact of gender on the relationship between SI and JS. However, the present study discovered that its conclusion is compatible with the study findings of Kauor (2013). As such, the overall study results denote that, regardless of the employee’s gender, higher levels of SI which include aspects like critical existential thinking, personal meaning, transcendental awareness, and conscious state expansion, result in higher levels of employee JS.

Based on the findings of this study, it is evident that SI significantly enhances JS among IT professionals. Consequently, it is recommended that managers and HR practitioners in the IT sector integrate SI development programs into their training and development initiatives to positively influence employee JS. By creating an environment that nurtures spiritual growth, organizations can improve employee well-being, probably resulting in higher levels of JS, enhanced performance, and reduced employee turnover rates. Moreover, the study’s findings suggest that gender does not moderate the relationship between SI and JS, highlighting the universal benefits of SI across diverse demographic groups. Therefore, organizations are encouraged to adopt a holistic approach to employee development that incorporates SI as a fundamental component, regardless of gender.

From a theoretical perspective, this study contributes to the existing literature on the relationship between SI and JS by providing empirical evidence from the IT sector. The significant positive correlation between SI and JS underscores the necessity of incorporating spiritual factors into job satisfaction models. This research also challenges previous assumptions about gender disparities in the impact of SI on JS, demonstrating that gender does not serve as a moderating factor. Additionally, the study highlights the importance of developing robust measures of SI and its various dimensions, which can further enrich theoretical frameworks and practical applications in organizational behavior and human resource management in the contemporary setting.

6. Practical implications

The study explored the impact of SI on JS among Sri Lankan IT professionals, with much focus on understanding the role of gender in this relationship. The findings offer practical guidance for organizational leaders and HR practitioners in Sri Lanka’s rapidly growing IT sector, whilst emphasizing broader implications for relevant policymaking and industry development.

Firstly, the strong positive correlation between SI and JS suggests that Sri Lankan IT companies should prioritize SI development as a fundamental element within their HR and organizational policies to enhance employee well-being and engagement. Given the high-stress, high-demand nature of the IT industry—characterized by tight deadlines, long working hours, and rapid technological changes—employees with higher SI can better manage workplace stress and find meaning in their job roles. By integrating SI training into HR policies related to leadership development, employee onboarding, and ongoing professional development, organizations can create a structured pathway to enhance decision-making, agility, and resilience among employees. Furthermore, embedding SI into organizational policies can institutionalize these practices, ensuring alignment with long-term strategic goals and fostering a culture of adaptability and innovation. Such policies not only strengthen the alignment of personal and organizational values but also provide a comprehensive framework for sustaining employee engagement, reducing turnover, and creating a supportive workplace environment critical for the success of the IT sector. This holistic development can lead to improved JS, reduce stress-related attrition, and foster greater commitment and productivity among IT professionals. Moreover, SI-driven leadership development can help IT organizations create leaders who are better equipped to handle digital agility, in the fast-paced, volatile environment of the tech industry. By aligning SI initiatives with tech industry policies and infrastructure, organizations can build leadership capabilities that foster innovation, enhance digital transformation, and support the sustainable growth of the sector. Leaders with high SI are likely to exhibit better decision-making, empathy, and interpersonal skills, which are crucial in retaining talent, managing diverse teams and reducing employee turnover. Embedding these qualities into employee retention policies ensures a systematic approach to nurturing a stable and committed workforce in a highly competitive sector like IT. Additionally, Spiritual Intelligence in leadership could play a pivotal role in shaping organizational policies and practices that prioritize employee well-being while driving technological innovation, creating a workplace culture that balances human-centric values with business goals.

Secondly, the lack of a gender-based moderating effect suggests that SI initiatives can be applied universally across employee groups in the IT sector. This finding simplifies the design and delivery of SI programs, enabling IT organizations to develop standardized, scalable training policies and adjunct programs that can be effective for employees industry-wide, regardless of gender. Given the gender imbalance in Sri Lanka’s IT workforce, where male employees tend to dominate, this approach ensures inclusivity and equal access to the benefits of SI training across the workforce.

Thirdly, fostering SI can serve as a strategic tool to address the high burnout rates prevalent in the IT sector. The industry’s dynamic and often stressful work environment can lead to employee fatigue, disengagement, and higher employee turnover rates. By promoting a culture that integrates spiritual growth with professional development, supported by well-defined HR policies, IT companies can systematically reduce the risk of burnout, improve employee retention, and boost engagement. Embedding SI principles into organizational policies ensures that initiatives targeting employee well-being are institutionalized, providing a framework for sustainable workforce management. Employees who feel more connected to their work through SI are likely to be more motivated, innovative, and resilient in the face of workplace challenges. This is particularly crucial in the Sri Lankan IT sector, which is increasingly participating in global markets and must meet international standards of productivity and creativity, further necessitating alignment with policy-driven workforce strategies.

Additionally, cultivating SI within IT professionals can enhance innovation and problem-solving, key drivers of success in the technology industry. Spiritual Intelligence fosters self-awareness, creativity, and a broader perspective, enabling employees to think beyond technical challenges and contribute to more holistic, innovative and agile solutions. This is particularly relevant for IT professionals engaged in areas such as software development, project management, and cybersecurity, where complex problem-solving and strategic thinking are essential for organizational success. By investing in SI development, Sri Lankan IT companies can build a workforce that is not only technically skilled but also emotionally intelligent and adaptable, enabling them gain a competitive edge in both local and global markets.

Fourthly, the study’s findings encourage Sri Lankan IT companies to incorporate SI into regular employee satisfaction surveys and use the resulting data to customize training interventions. By doing so, organizations can ensure that SI initiatives are not only implemented but also continuously refined to meet the evolving needs of their workforce. This data-driven approach will provide the setting for IT companies to optimize the positive impact of their SI programs, ensuring that the latter contribute to higher JS, improved retention rates, and enhanced organizational performance.

Finally, the broader economic implications of integrating SI into Sri Lanka’s IT industry should also be considered. The IT sector is a key driver of economic growth in Sri Lanka, contributing significantly to the country’s Gross Domestic Product (GDP) and international trade. By investing in employee well-being through SI initiatives, Sri Lankan IT companies can improve overall productivity and sustainability, ensuring that the industry remains competitive on the global stage. Furthermore, promoting SI aligns well with Sri Lanka’s cultural values of mindfulness and spiritual well-being, making it a natural fit for the country’s organizational culture. How SI is embraced will determine the extent to which SI is a seamless fit within the IT industry in the local context.

7. Limitations and future research

Although the present study offers valuable insights into the impact of SI on JS, several limitations must be acknowledged. Firstly, the generalizability of the findings is limited by the sample’s demographic composition, as the data primarily represents young workers, making it less applicable to senior-level employees. Secondly, using the snowball sampling technique restricted the researchers’ ability to control for gender distribution. They relied on referrals provided by survey participants, thus resulting in a lower proportion of female respondents. This might have contributed to the non-significant result in the gender moderation analysis. Moreover, this sampling method may have introduced further potential biases that could have affected sample representativeness. This method has a propensity for the considered sample to be less diverse and skewed towards certain demographics or professional groups, potentially over-representing individuals with similar experiences or backgrounds in the IT industry. Thirdly, the quantitative survey method used constrained the ability to gather qualitative information, limiting the depth of the investigation. Moreover, the cross-sectional design of the study restricted the observation of changes over time.

Accordingly, by addressing these limitations, future researchers could capitalize on this to progress further studies. The study population could be expanded to include a broader demographic representation covering multiple age tiers. Moreover, to control gender distribution biases, future research should aim to incorporate a more balanced sample by using alternative sampling methods, or by examining sectors where gender disparities in JS are more pronounced. Additionally, conducting similar studies in other sectors such as healthcare, tourism, telecommunications, and education can improve the generalizability of the finding’s understanding of the context in focus. Future studies would further benefit from using a mixed-method approach, integrating qualitative data alongside quantitative data, to achieve a more comprehensive understanding of the context. Moreover, future researchers could explore the modalities of SI and its interplay with elements related to other critical organizational behavior outcomes such as work performance, employee loyalty, commitment, and citizenship behavior. By addressing these limitations and exploring new directions, future research can build on the current findings to provide more robust and generalizable insights into the relationship between SI and crucial organizational behavioral outcomes.

8. Conclusions

This study provides compelling evidence of the crucial role that SI plays in enhancing JS among Sri Lankan IT professionals. The strong positive relationship between SI and JS demonstrates that fostering spiritual growth within the workplace is not just advantageous but necessary for cultivating a satisfied and productive workforce in the demanding IT sector. The finding that gender does not influence this relationship further supports the broad applicability of SI initiatives, enabling organizations to implement these programs universally across all demographic groups. By integrating SI into employee development strategies and embedding it into HR and organizational policies, Sri Lankan organizations can create a systemic framework to effectively address critical challenges such as employee burnout and turnover. These policies can further support a more resilient and high-performing workforce by institutionalizing practices that prioritize employee wellbeing. The practical insights from this research offer a strategic advantage for HR practitioners and leaders aiming to enhance organizational effectiveness through a holistic approach to employee well-being. Furthermore, the study emphasizes the potential for SI to inform broader tech industry policies and workforce infrastructure development, contributing to the sector’s sustainability and global competitiveness. Additionally, this study makes a case for investing in SI and lays the groundwork for future research to explore the broader impacts of SI on other key organizational outcomes, solidifying its importance in modern human resource management.

Author contributions: Conceptualization, TW, YP, KK and VS; methodology, JP, TW, RSW, GP, YP, KK and VS; software, TW, YP, KK and VS; validation, JP, RSW, GP and VR; formal analysis, TW, YP, KK and VS; investigation, JP, RSW and GP; resources, TW, YP, KK and VS; data curation, TW, YP, KK, VS, RSW, GP, VR and JP; writing—original draft preparation, TW, YP, KK, VS, JP, RSW, VR, GP and SE; writing—review and editing, JP, RSW, VR, GP and SE; visualization, TW, JP, RSW, VR, GP and SE; supervision, RSW, JP, VR and GP; project administration, RSW, JP, VR and GP; funding acquisition, RSW, JP, VR and GP. All authors have read and agreed to the published version of the manuscript.

Funding: This research project was financially supported (grant number-6802032) by Mahasarakham University, Thailand.

Acknowledgments: The authors would like to thank Ms. Gayendri Karunarathne for proofreading and editing this manuscript.

Data availability: The datasets used and/or analyzed during the current study are available from the corresponding author on reasonable request.

Ethics statement: The authors had the consent of the persons to collect the responses, complying with the ethical directives of SLIIT Business School and obtained approval from the undergraduate research evaluation panel. Participants gave their informed consent. Participants had the option to withdraw from the study at any time before their data were anonymized. No incentives were provided for any of the participants to take part in this study.

Conflict of interest: The authors declare no conflict of interest.

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