Introduction
The last two decades has seen an upsurge in the employee unethical practices in global organisations leading to the collapse of these organisations (Pearce et al., 2013; Schwartz, 2013; Stevens & Rago, 2013). Media and news reports have highlighted numerous cases of employee ethical misconduct such as dishonesty, bribery, and cheating (Chapman & Lindner, 2016; Schwartz et al., 2005) that have undermined organisational sustainability. This high level of ethical misconduct questions the efficacy of existing ethical programs. It emphasises the importance of organisational sustainability and its social and economic impact on organisations (Lange et al., 2012; Pearce et al., 2013; Soltani, 2014). Since the last decade, organisational sustainability has emerged as a discipline, and debate on its indicators and measures has attracted the attention of researchers (Özlem & Besler, 2014). Globally, a significant number of big companies such as Enron Corporation, WorldCom, Arthur & Anderson collapsed mainly due to the lack of ethical practices among their employees (Chernov & Sornette, 2016; Stevens, 2013). These organisations suffered from low efficiency, revenue losses and bankruptcy (Arshad, 2017; Nielsen, 2010). Thus, it can be argued that the ethical lapse of a single employee may result in financial and moral damage to the entire organisation though most of the large organisations have formal codes of ethics (Weber & Wasieleski, 2013). Moreover, they also offer ethical training to their employees. Nevertheless, these programs have proven largely ineffective with unethical employee practices remaining prevalent in the organisations. This is a serious concern for organisational sustainability. In addition, employees are spiritually weak and require spiritual training to increase their awareness concerning right and wrong actions.
