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The concept of “Workplace Spirituality (WPS)” in the field of management has gained great interest in the last decade, especially due to its connection with profitability. There has been a rapid increase in research related to the topic. It is assumed that employees who spend a significant part of their time at work are willing to satisfy their spiritual needs at the workplace. Such unprecedented challenges as the COVID-19 pandemic have posed many difficulties for organizations to remain agile, develop and grow, and innovate to survive. At this very moment, the importance and meaning of WPS for managers appear to have increased even more. Workplace spirituality is related to motivation, belongingness, and loyalty, and the pandemic seems to have created significant issues concerning these topics with employees. Employees have been forced to work from home due to prolonged restrictions and have faced difficulties in returning to work post-pandemic. Workplace spirituality has the potential to help employees stay motivated in their work, increase their job performance, enhance job satisfaction, and improve their mental health during this difficult period. Organizations can support their employees by implementing different practices to develop workplace spirituality. In this article, approaches to satisfy the spiritual needs of employees post-pandemic, and the efforts of workplaces to meet these needs, are examined with insights from theoretical and practical life.

The aim of the chapter is to compare Public–Private Partnership (PPP) healthcare investments in developed countries with those in emerging economies, analysing the sustainability issues of health-led growth. Healthcare PPP best practices in developed nations represent a template that catching-up economies may follow with local adaptations. A comparison starts from the UK case and then examines the Turkish experience as an ideal bridge between advanced and developing countries. Healthcare investments are a primary social infrastructure, with a deep impact on poverty alleviation. Demand for the infrastructure necessary to provide healthcare services has increased substantially in developing and emerging economies due to rapid economic growth, industrialization and urbanization, while public supply is limited by budget constraints. PPP best practices provide a global benchmark (World bank, 2015b). Integrated supply and value chains and management of viability milestone improve healthcare PPP sustainability and bankability. Different legal frameworks and funding issues are not thoroughly investigated. Careful customization and local fine-tuning of best practices require further scrutiny. Homogenization of best practices improves comparison of different projects, fostering competition and easing cross-border investments, accompanied by knowledge transfer, sharing and consequent value co-creation. Best practices improve value for money, bankability and resilience of PPP investments, with potential benefits for healthcare services and quality of life. This chapter makes an innovative and comprehensive comparison of healthcare PPP projects worldwide, looking for a common denominator of value-enhancing rules and resilient pro-growth strategies.