In recent times, spiritual intelligence (SI) is gaining great interest of scholars and practitioners (Mamman and Zakaria, 2016; Munawar and Tariq, 2017). The growing importance of SI has changed the meaning of success in organizations (Karakas, 2010). SI emerged beyond the rational and emotional abilities like intelligence quotient (IQ) and emotional quotient (Mahmood et al., 2016; Zohar, 2012). SI has the aptitude to re-contextualize the problems faced by organizations and employees, as it would strenghten the prior patterns and thinking being implemented in human resource development (HRD) models, Ahmed et al. (2016a) noted. It also helps employees dissolve the old and previous motivation and replace them with higher and zealous ones (Amram, 2007). Hence, SI provides the basis for meta-strategic thinking (King, 2008). SI is significantly relevant in obtaining positive organizational outcomes such as organizational performance (Mahmood et al., 2015; Marques, 2008), organizational citizenship behavior (Hunsaker, 2016; Ryan, 2002), sustainability (Akhtar et al., 2015; Collins, 2010; Stead and Stead, 2016) organizational learning (Hawkins, 1991; Howard, 2002; Pluta and Rudawska, 2016) job satisfaction (Roof et al., 2017) and organizational commitment (Markow and Klenke, 2005; Rego and Pina e Cunha, 2008). SI associated to a set of learned abilities that are much needed for human resources. According to Zohar (2012), SI is ultimate intelligence that is non-cogitative and non-logical. The role of SI is to improve employee performance and develop themselves for organizational development (George, 2006). Such characteristics of SI have established an impressive consideration for researchers and practitioners in the field of HRD. HRD has been defined and conceptualized in various contexts or ways; in the context of present research, HRD could be defined as a process of developing and/or unleashing human expertise through organizational development and personnel training and development for the purpose of improving performance (Swanson, 1995). HRD plays a key role in the development of organizations in an era of rapid and continuous change (Jacobs, 1990). HRD recognizes that organizations merely depend on their employees and consider them as prime assets of the organization (Wilson, 2014). As a discipline, HRD is significantly related with creating a conducive workplace that foster employee selfawareness, sincerity, trust and engagement at work to improved performance (Garah et al., 2012). Such workplace environment need spiritually intelligent individuals “who are able to behave with values and compassion, while maintaining inner and outer peace, regardless of the situation, and are able to successfully cope with the demands of daily life” (Wigglesworth, 2006). Therefore, there is an immediate need for investing in human resources through wellframed SI interventions. Nevertheless, the relevance of SI has established in the body of knowledge with relation to the discipline of HRD. The aim of this article is to offer a thematic review and synthesize the findings of main stream literature of SI and HRD.