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During the coronavirus disease 2019 (COVID-19) pandemic, employers struggled to develop virtual onboarding (VO) experiences among new employees. Prior research has examined VO processes. This study, by contrast, compares online commentaries in relation to current research findings to determine a functional description of effective VO.

Using a qualitative, inductive thematic analysis, the researchers explored new employees' online, anonymous, public commentary about the employers' VO experiences. Through analyzing 83 posted communications, the researchers sought to not only categorize themes, but to also identify meaning within the employees' commentary. From the thematic analysis, meaningful themes were established and compared to existing literature to identify comprehensive trends in effective VO.

The analysis developed nine themes of discussion question (DQ) prompts and nine themes of discussion responses. The professionals' online discussion about VO in the workplace as well as attributes of each theme was compared to contemporary VO research. In combination with a review of established literature of effective VO and an examination of organizational socialization theory, the study confirms that some virtually onboarded employees are excelling with, and some are challenged by the communication deficiencies of the remote experience. Employee experiences are highlighted to develop a description of contemporary effective VO experiences to support future workplace efficiencies.

Data were gathered via Blind and each response shared on Blind is subject to the viewpoint of the participants. For future research, face-to-face interviews might offer context regarding new hires' VO experiences. Also the generalizability is impacted because not all participants of VO participate via Blind. Participant bias is possible given the perceived dissatisfaction or negative experiences. Future research can perform a national random study of employees. Finally, the data and participants in this study were USA based. Future research should consider other international contexts such as Europe.

The thematic findings of this study yield valuable practical recommendations. New hires that experience VO are seeking improved virtual communication channels between themselves and the managers and colleagues of the hires. As such, corporate managers/trainers can implement a virtual mentoring program to have senior employees prepare and guide new hires into employees' new remote working environment to reduce employees' uncertainty. To improve VO processes in a post-pandemic society, corporate managers/trainers can incorporate social media communication given that employees participate in social media to develop their careers. With social media work groups, new virtual hires can be better socialized through effective peer-to-peer informal internal communications where the hires can freely ask questions and build better work relationships.

In each onboarding experience and evident in each of the five themes, learning is an underlying concept. New employees are describing that it is challenging to development organizational shared values, skills, attitudes, knowledge, abilities, behaviors and relationships in a VO process. As organizational leaders continue to develop VO experiences, a focus on learning as dependent on the virtual learning process and content can be significant in terms of creating a positive employee VO learning experience.

The findings are unique in exploring new hires' self-reported VO experiences. This study offers insight into effective VO practices such as developing virtual trainings that are well planned, engaging and supporting of relationships, collaborations and career goals.

The aim of this paper was to examine the interrelationships between Maslow’s motivated needs in relation to employees’ personal and workplace spirituality experiences.

Regression analysis using a cross-sectional, convenience sampling approach of 158 US employees responding to survey questions using a Qualtrics survey related to their demographics, motivated needs, daily spirituality experiences, workplace spirituality, work spirituality experiences and work-related flow.

Correlation analyses provided support for Maslow’s hierarchy of needs in relation to employees’ daily spiritual experiences, workplace spirituality, work spirituality experiences and work-related flow. Regression analyses also identified the specific Maslow needs that served as predictive factors in relation to employees’ personal and workplace spirituality. Findings and conclusions are also discussed in relation to employees and organizations.

Currently, there are no correlation studies that have examined workplace spirituality as an ethical behavior in the workplace and Maslow’s hierarchy of needs. This correlation gap is notable because further examination of Maslow’s hierarchy of needs as a theoretical framework in relation to employees’ spirituality can be particularly valuable for contemporary work settings. Consider that today’s work environment is faced with dynamic and unique factors, and each of these factors not only changes the work environment but also they significantly drive or minimize employee motivation. Three such factors include new generations of employees with unique values entering the workforce and the great resignation and quiet quitting.

The study identifies that Maslow’s belonging, esteem and self-transcendence are related positively to employees’ spiritual experiences in the workplace. When these needs are fulfilled in the work environment, employees may be more likely to engage in spiritual practices at work, such as participating in yoga, prayer and meditation and in fulfilling one’s motivated needs and spirituality, employees are able to pursue their true purpose in the workplace.

This study extends the literature regarding understanding the value of workplace spirituality as a positive outcome for the employees and organizations.