In recent years, the labor market appears to have been plagued by high turnover rates. According to Arnoux-Nicolas et al. (2016), the most common reason for poor job satisfaction is a lack of subjectively perceived meaningfulness. In this context, “meaningful work” implies a type of work that involves more than simply earning money (Pratt & Ashforth, 2003). It indicates that what workers do resonates with their beliefs, piques their curiosity, and activates their ethical compass (May et al., 2004).
In other words, it defines a field of work for many people where they feel happy and vital – where their daily routine is valued and related to a greater purpose apart from their interests. As scholars of various fields try to grasp and generalize the idea of perceived meaningfulness in terms of personal and professional development, the topic receives substantial scientific attention. For instance, a study by Lysova et al. (2019) connects the available knowledge about meaningful work to develop a reliable framework of factors contributing to the perceived meaningfulness of work.
According to the authors, a broad range of individual and organizational variables constitute overall work satisfaction (Lysova et al., 2019). The former variables are represented by fundamental and unchangeable principles, adaptive capabilities, and subjective wisdom (McAdams & Pals, 2006). Individuals tend to seek occupations based on their internal value system, reinforced by accumulated personal experience (Bailey & Madden, 2017; Frieder et al., 2018). Once they find a sufficiently appropriate place, they enter a state of constant bargaining with its imperfections based on their ability to adapt to them.
In turn, organizational variables represent external factors that influence perceived job meaningfulness. They include job-related issues, such as design, duties, and quality, as well as socially oriented ones, such as leadership type and workplace culture, policies, and practices (Duffy et al., 2017; Schein, 2010). These factors can encourage and discourage workers, depending on whether they align with their worldviews or take a toll on their adaptive capability.
We can significantly improve job retention rates by devoting sufficient time to understanding these factors. According to Rosso et al. (2010), the extent to which the work appears meaningful to workers is directly related to their effort and devotion. This is why the idea of meaningful work proves vital in the contemporary business field.
References
Arnoux-Nicolas, C., Sovet, L., Lhotellier, L., Di Fabio, A., & Bernaud, J. L. (2016). Perceived work conditions and turnover intentions: The mediating role of meaning of life and meaning of work. Frontiers in Psychology, 7, 704. Web.
Bailey, C., & Madden, A. (2017). Time reclaimed: Temporality and the experience of meaningful work. Work, Employment and Society, 31(1), 3–18. Web.
Duffy, R. D., Allan, B. A., England, J. W., Blustein, D. L., Autin, K. L., Douglass, R. P., Santos, E. J. (2017). The development and initial validation of the decent work scale. Journal of Counseling Psychology, 64, 206–221. Web.
Frieder, R. E., Wang, G., & Oh, I. S. (2018). Linking job-relevant personality traits, transformational leadership, and job performance via perceived meaningfulness at work: A moderated mediation model. Journal of Applied Psychology, 103(3), 324–333. 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.
May, D. R., Gilson, L., & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology, 77, 11–37. Web.
McAdams, D. P., & Pals, J. L. (2006). A new big five: Fundamental principles for an integrative science of personality. American Psychologist, 61, 204–217. Web.
Pratt, M. G., & Ashforth, B. E. (2003). Fostering meaningfulness in working and at work. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizationalscholarship (pp. 309–327). Berrett-Koehler Publishers.
Rosso, B. D., Dekas, K. H., & Wrzesniewski, A. (2010). On the meaning of work: A theoretical integration and review. Research in organizational behavior, 30, 91-127. Web.
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.