Introduction
Human resource development plays a key role in any organization since the main driving force of the business is employees. In key areas of human resource development, including organizational commitment, enthusiasm, and personal growth, meaningful work is a crucial subject (Bailey et al., 2019). According to the Job Characteristics Theory, meaningful work is a critical factor that promotes greater employee satisfaction, increased work output, and decreased turnover rates (Allan et al., 2019). Such frameworks allow businesses to understand what contributes to the meaningfulness of their employeesâ positions and how they can make staff experiences more valuable.
As for my personal experience, I work for a reputable business that offers marketing and business services to fast-moving consumer goods companies throughout the world. In my company, I hold the position of Director of People & Culture. However, in my opinion, the position of a merchandiser within the firm is one that I find meaningless. From the time a product is brought to the store until a customer takes it off the shelf, merchandisers are in charge of any activity that happens to it. They make follow-ups on product availability and presentation at various retailers within the specified geographical area. Still, lack of value, worthy experiences, and personal as well as career growth within the firm of merchandizer contribute to the meaninglessness of the position.
Factors that Contribute to the Meaninglessness of the Position
To start with, the concept of meaningful position and work is usually analyzed through uni- and multidimensional models. Initial ideas of meaningful work were described through unidimensional models and reflected employees’ views of the value, importance, and worth of their profession (Allan et al., 2019). While some academics have continued to use this characterization, others have generated more comprehensive, multifaceted conceptual frameworks that combine parts of being self- and other-oriented with features of self-actualization and self-development, for instance (Allan et al., 2019). In this sense, these factors are the initial factors of why the merchandiser position can be considered meaningless. These multidimensional frameworks describe meaningful experiences: for instance, realizing one’s potential and giving back to others are fundamentally valuable experiences (Allan et al., 2019). As mentioned earlier, merchandisers deal with products, aiding in the process of taking products off the shelves or overseeing the process of their introduction to the market. In this situation, there are fewer meaningful activities and experiences since the opportunities to realize oneâs potential are minor due to a limited number of position activities.
However, having fulfilling employment does not represent a constant psychological condition. Workers instead have several important or meaningless transient workplace experiences that they incorporate into a belief structure about the importance of their employment. Researchers claim that activities individuals do to uphold ideals that are pertinent to their lives and provide justification for why their jobs are worthwhile are meaningful activities (Allan et al., 2019). Therefore, without the proper professional engagement of merchandizers or involvement in creative activities, many employees can consider the given position meaningless.
In conclusion, multidimensional frameworks of meaningful work define the elements or activities most likely to result in valuable experiences and lead to the perception of employment as meaningful. In this sense, the merchandiser position can be perceived as meaningless due to a lack of creative and professional involvement and a lack of opportunities to realize oneâs potential due to the limits within the position, which influences personal and career growth.
Recommendations
When it comes to recommendations, the first step is to focus on symbolic actions that imply changes within the company. Managers may try to steer their firms in novel organizational strategies to adjust to outside possibilities and dangers in addition to enhancing overall organizational viability (Hambrick & Lovelace, 2018). Rarely do these alleged modifications result in a complete reorganization of organizational objectives and activities (Hambrick & Lovelace, 2018). Most frequently, leaders try to implement several new key dimensions or important new targets that demand considerable behavioral adjustments from people in various organizational sections. A new strategic theme generally necessitates a wide range of adjustments from people in the organization, encompassing new priorities, positions, and connections as well as attitudes.
Then, it is vital to incorporate several symbolic approaches that will change the belief system of the staff and department, contributing to the meaningfulness of their position. Firstly, workplace spirituality emphasizes the significance of addressing the real self and mind at the workplace as a vital element of meaningfulness (Bailey et al., 2019). This viewpoint contends that the company must provide a workplace atmosphere that encourages a feeling of community, meaning, and belonging. In this sense, the management will have to focus on activities that will help merchandisers feel more valuable within the company, such as celebrating the achievements of the employees and setting further goals.
Another area of human resource management focuses on how learning and advancement initiatives can improve a worker’s sense of purpose. For instance, research has shown that emotional intelligence training can foster a greater sense of purpose by facilitating information and insight into one’s own and other people’s emotions (Bailey et al., 2019). Therefore, it would be helpful to create training programs for merchandisers that will educate them on emotional intelligence (Lysova et al., 2019). Third, via the concept of the work-life system, meaningfulness connects with work-life balance, whereas other research has demonstrated that meaningfulness is important for comprehending people’s professional behavior. In a sense, meaningfulness is a topic of discussion when it comes to working style. Work design components that promote a sense of meaning can increase job satisfaction, engagement, and productivity, as well as lower absenteeism and turnover rates (Martela & Pessi, 2018). Thus, it is necessary to promote work-life balance and have clear objectives for the employees.
Conclusion
Hence, the position’s lack of value, worthwhile experiences, and fewer opportunities for personal and professional advancement inside the company of the merchandiser all contribute to its meaninglessness. The major factors that contribute to this are the lack of options for creative and professional engagement, the limitations of the role, and the opportunity for personal and professional advancement. When it comes to recommendations, the first stage is to concentrate on symbolic actions that suggest organizational improvements. Then, it is crucial to include several symbolic strategies that will alter the department’s and staff’s beliefs, adding to the significance of their jobs. Workplace spirituality highlights how important it is to address one’s true self and mind at work as a crucial component of meaning. The impact of training and career progression programs on an employee’s sense of purpose is the subject of another field of human resource management. It is indeed important to encourage work-life balance and set clear goals for the staff.
References
Allan, B. A., Batz-Barbarich, C., Sterling, H. M., & Tay, L. (2019). Outcomes of meaningful work: A metaâanalysis. Journal of Management Studies, 56(3), 500-528. Web.
Bailey, C., Yeoman, R., Madden, A., Thompson, M., & Kerridge, G. (2019). A review of the empirical literature on meaningful work: Progress and research agenda. Human Resource Development Review, 18(1), 83-113. Web.
Hambrick, D. C., & Lovelace, J. B. (2018). The role of executive symbolism in advancing new strategic themes in organizations: A social influence perspective. Academy of Management Review, 43(1), 110-131. Web.
Lysova, E. I., Allan, B. A., Dik, B. J., Duffy, R. D., & Steger, M. F. (2019). Fostering meaningful work in organizations: A multi-level review and integration. Journal of Vocational Behavior, 110, 374-389. Web.
Martela, F., & Pessi, A. B. (2018). Significant work is about self-realization and broader purpose: Defining the key dimensions of meaningful work. Frontiers in Psychology, 9, 1-15. Web.