Values-driven employee engagement: Integrating workplace spirituality, HR practices, and organisational performance in contemporary workplace

Background Employee engagement remains a central pillar of organizational effectiveness, yet contemporary work environments especially in hybrid and post-pandemic contexts demand frameworks rooted in deeper human values. Increasingly, concepts such as purpose, empathy, inclusivity, and flexibility are reshaping what meaningful engagement looks like. In this evolving landscape, workplace spirituality, authentic leadership, and corporate social responsibility (CSR) have emerged as critical drivers of sustainable employee commitment and performance. Objective This study aims to explore how values-based engagement approaches are being operationalized in recent models. Specifically, it investigates the intersection of spiritual and ethical leadership dimensions with employee engagement strategies, offering insight into how organizations can align purpose-driven culture with performance outcomes. Methods A systematic review was conducted, analyzing 15 conceptual and empirical models of employee engagement and workplace spirituality published between 2020 and 2025. Each model was assessed across key parameters: context, independent and dependent variables, mediators, and moderators. The review prioritized studies with relevance to hybrid, digital, or post-pandemic organizational settings. Results The analysis revealed that recognition, managerial support, work-life balance, and a sense of purpose consistently emerged as primary engagement drivers. Integrating spirituality into the workplace particularly through compassion, ethical alignment, and meaningful work was shown to enhance employee well-being, creativity, and retention. Sector-specific variations also underscored the importance of leadership fairness, empathy, and organizational behavior in shaping engagement outcomes. Conclusion Drawing from these insights, the study proposes a values-based conceptual framework that positions employee engagement as a dynamic bridge between individual fulfillment and organizational success. The framework incorporates the PRISM model Purpose, Relationships, Involvement, Support, and Motivation and aligns with Environmental, Social and Governance (ESG)-driven HR practices. This contribution offers both theoretical and practical direction for organizations seeking to adopt ethically and spiritually grounded engagement strategies, while also setting the stage for future research in digitally enabled and hybrid work ecosystems.