Meaningful work is one of the most crucial components of a happy life. However, according to the State of the Global Workplace 2022 Report released by Gallup, a global analytics and advice firm, only 21% of employees are engaged at work, and just 33% report a sense of overall well-being. This indicates that the majority of individuals do not find their work to be meaningful, do not perceive their lives as being on a positive trajectory, and lack optimism about their future.
This article aims to explore the conceptualization of the meaningfulness of work in philosophical studies, with the intention of providing insights for employers seeking to create more meaningful work environments for their employees, as well as for individuals making work-related decisions.
I. The Job Characteristics Model
The Job Characteristics Model (JCM) is a theory developed by Richard Hackman and Greg Oldham in the 1970s to explain how job design affects employee motivation, satisfaction, and performance. The model suggests that jobs can be described in terms of five core job characteristics:
- Skill variety: the degree to which a job requires a variety of skills and abilities to perform.
- Task identity: the degree to which a job involves completing a whole and identifiable piece of work, from beginning to end.
- Autonomy: the degree to which a job allows an individual to have control and discretion over their work.
- Task significance: the degree to which a job has a substantial impact on others or society at large.
- Feedback: the degree to which a job provides clear and direct information about performance.
According to the JCM, these job characteristics can influence three critical psychological states: meaningfulness of work, responsibility for work outcomes, and knowledge of results, which can then lead to positive outcomes such as increased motivation, job satisfaction, and performance.
In practice, organizations can use the JCM to design jobs that are more motivating and satisfying for employees. By increasing the degree of skill variety, task identity, and task significance in a job, employees are likely to feel a greater sense of purpose and accomplishment. Additionally, by providing more autonomy and feedback, employees may feel more in control of their work and better able to improve their performance.
II. The Lips-Wiersma and Morris View on Meaningful Work
Lips-Wiersma and Morris are two scholars who have made significant contributions to the study of meaningful work. In their 2019 paper titled “Discriminating Between ‘Meaningful Work’ and the ‘Management of Meaning’,” they proposed that meaningful work is a multidimensional construct that comprises four key dimensions:
- Developing and becoming self: This refers to the idea that meaningful work helps individuals grow and develop as individuals. This could involve learning new skills, developing a sense of purpose, and feeling a sense of personal growth and achievement.
- Unity with others: This refers to the sense of connectedness and belonging that individuals can experience through their work. Meaningful work can create a sense of community and camaraderie among colleagues, and can provide opportunities for individuals to build relationships and create a sense of shared purpose.
- Serving others: This refers to the idea that meaningful work involves making a positive difference in the lives of others. This could involve providing a service or product that improves people’s lives, or engaging in work that contributes to a larger social or environmental mission.
- Expressing full potential: This involves expressing one’s full potential through creating, achieving, and influencing. Creating brings rewards by combining or generating new things or insights. Achieving holds inherent meaning in mastering something and experiencing the satisfaction of producing something good. Influencing is meaningful by having the power to change viewpoints or situations, leading to positive outcomes and resolving issues.
Taken together, Lips-Wiersma and Morris suggest that individuals find meaning in work when they are able to grow and develop as individuals, connect with others and create a sense of community, make a positive impact on the world around them, and express themselves and their values through their work.
III. Veltman’s View on Meaningful Work
Andrea Veltman is a philosopher who has written about the concept of meaningful work in her work. In her book, ‘Meaningful Work,’ she argues that meaningful work is important not only for the individual but also for society as a whole.
Veltman also acknowledges that the concept of meaningful work is complex and can vary from person to person. She suggests that individuals should reflect on their values, skills, and interests to find work that is personally fulfilling and aligns with their sense of purpose. Additionally, she argues that employers have a responsibility to provide meaningful work opportunities to their employees and to create a work environment that fosters engagement and fulfillment.
Overall, Veltman’s view on meaningful work emphasizes the importance of work that is both personally fulfilling and socially valuable. She believes that individuals and employers have a responsibility to work towards creating a more meaningful and fulfilling work experience for themselves and others.
References:
Lips-Wiersma, M., & Morris, L. (2009). Discriminating between ‘meaningful work’ and the ‘management of meaning.’ Journal of Business Ethics, 88(3), 491–511.
Veltman, A. (2016). Meaningful work. Oxford University Press.
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