Knoxville, TN (PRWEB) September 11, 2006 – After the September 11th terrorist attacks on America, the economy slowed down for businesses and public organizations. Employees were losing jobs and forced to change their lifestyles.

However, America regained its composure, refocused itself, and went back to normalcy. Yet the aftermath of such tragedies have produced a spiritual void in America’s workplace. Essentially, 9/11 exposed this emerging trend of workers seeking more meaning in the workplace. However, today’s leaders are not prepared for this cultural change.

Today’s employees are undergoing some unparalleled changes, such as outsourcing and restructuring. These work and cultural pressures have sparked a demand for a more meaningful work existence. This revelation may cause managers to take notice as workers start leaving in hoping of something more.

Why are American employees in general desiring something different from their jobs? Some employees note the lack of concern by organizations for their individuality. Historically, organizations have had no room for spirituality of any kind. The underpinning assumption is that well-run organizations are impersonal.

The current workforce is therefore expecting more quality-of-living improvements in organizations. Ashar and Lane-Maher, authors of Success and Spirituality in the New Business Paradigm, maintain that the workplace has an aspiration for something more than employment.

Some experts call this need spirituality, which is characterized by individuals feeling good about themselves and carrying a sense of godliness in their living. However, this concept is not about organized religion but recognizing the reality that people want to meet an inner desire by having meaningful work.

Daryl and Estraletta Green, authors of More than a Conqueror: Achieving Personal Fulfillment in Government Service, have been studying these cultural changes for many years. They have over 20 years of management experience. They explain that most organizations have completely ignored this emerging employee need.

Daryl clarifies, “Managers want an impersonal workforce while employees want an intimate relationship. They want to be valued and to know their efforts are valued by management. This is obvious to us in the federal workforce.”

The Greens offer suggestions for employees desiring a more, purpose-driven life in the workplace:

1. Vision. Develop an overall purpose for your life.

2. Priority. Identify your top five priorities.

3. Purposeful Living. Find a worthy cause.

4. Ideal Job. Discover your ideal job, consisting of your interest, talents/skills, and personal values.

Fortunately, some employers are taking this spiritual void seriously. However, some executives still appear indifferent about these cultural shifts in the workplace.

Green argues, “With the impending retirement of the baby boomer generation drawing near, organizations that neglect the needs of their employees will find themselves in an unfavorable position for future hiring.”

Some workers are taking personal responsibility for their lives in order to gain a more fulfilled life. Therefore, future managers will need to understand how to deal this new trend of spirituality.