Fortune magazine's annual list of the "Top 100 Companies to Work For" offers ample evidence that corporate America and its worker bees value more than fat checks and cushy corner offices. In fact, the top 30 companies showed numerous examples of employers who sought to enact policies and procedures that reward employees on a personally gratifying level.

Frank Russell, a pension-fund advisor headquartered in Tacoma, Washington, pays employees up to 80 hours per year to volunteer for their favorite causes. Last year's total: 30,000 volunteer hours.

Beck Group, an architecture, real estate, and construction services company in Dallas, includes assessment of workers' community involvement in performance reviews.

At MBNA, a bank and credit-card company, 95 percent of the employees say they feel good about the company's commitment to the community.

The number-one company on the list, Edward Jones, a St. Louis stockbroker that has been described as having "small-town values," earned praise because 97 percent of its employees say management is honest.

A reflective, satisfied employee can create a spiritual domino effect that benefits the bottom line. "Unmet want produces anger, and unmet need produces pain," Crupi says. Whether on the other end of the customer service line or in the cubicle across the shared divider, Holmes likes to point out that we've all happened upon workers whose festering unhappiness makes them miserable beasts.

But people can identify what they are uniquely qualified to do, learn to see patterns in their lives, and align themselves - and their jobs - with a greater purpose. Companies can learn to identify employees whose desire for personal satisfaction fits within their corporate culture. "If you increase employee satisfaction, you increase employee retention," Holmes says, "and that increases customer satisfaction, which increases profit and increases shareholder wealth."