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A 2023 Survey by Pew Research found that over 60% of current employees said they are or will start seeking new jobs within the next six months. Of those respondents, just 31% said they currently did meaningful work.  And, of those who plan to look for work, 72% said that they lack meaningful and satisfying work. 

It might seem obvious that staff who do work that is meaningful or gives a sense of purpose are more likely to stay in their current job.  So, it makes sense that an employer who wants to keep employees should simply assign work that is meaningful and gives employees a sense of purpose.  But that isn’t as simple as it sounds.

Why?  First, what each person considers “meaningful work” varies.  Second, an employer is usually just focused on hiring staff who have the skills and ability to do a job that the organization needs done and that the person will fit in with the rest of the team.  Assigning work that is also meaningful and provides a sense of purpose to the employee can feel like a heavy burden – perhaps even unrealistic or absurd concern — for an employer.  Instead, an employer must help employees find meaning and purpose in what they already do.

How is Meaningful Work Defined?

While the definition of meaningful work is different for everyone, there are some common qualities that people often associate with meaningful work.

1. The work aligns with the employee’s values and interests.  If the person feels like their work is aligned with their own values and interests, he is more likely to find it meaningful. For example, if someone is passionate about helping others, he might find work in a social service, healthcare or education profession. 
2. The person feels like he makes a difference in the world.  People often find meaning in work that makes a difference in the world, whether it is by helping others, solving problems, or creating something new. For example, a teacher might find meaning in helping students learn and grow.  A scientist might find meaning in making discoveries that can improve people’s lives.  A builder might find meaning in ensuring that people have a safe and comfortable place to live.
3. The work is challenging and demanding.  Some people find work is meaningful if it is challenging and demanding.  That’s because it requires them to use their skills and talents to the fullest. When challenged at work, employees are more likely to feel a sense of accomplishment and satisfaction.  For a data analyst, work might feel meaningful if they have to crunch a lot of data to find a way for a company to connect with key customers more effectively. 
4. The work provides a sense of autonomy and control.  When an employee has a sense of autonomy and control over his work, he is more likely to find it meaningful.  This includes having the freedom to make decisions, set goals, and learn new things.
5. The work is rewarding and fulfilling.  This means an employee feels good about what he does and that his work makes a positive impact on the lives of others.  For example, firefighters might feel that their work is rewarding and fulfilling because they save the lives of people facing dangerous situations.

Ultimately, whether or not an employee feels their own work is meaningful is subjective.  But one thing is certain.  Most people want their work to be meaningful and provide a sense of purpose.  Why? 

According to author Mitch Albom, “The way you get meaning in your life is to devote yourself to loving others, devote yourself to the community around you, and devote yourself to doing something that gives you purpose and meaning.”  Albom is right.  People need to do work that they find meaningful and purposeful for many reasons.  Meaningful work increases happiness and satisfaction. When people find meaning in their work, they are more likely to be happy and satisfied with their lives. This is because they feel like they are making a difference in the world and that their work is important.  Meaningful work also improves mental and physical health. People who do meaningful work are also more likely to have better mental and physical health because they are less stressed and have a stronger sense of purpose in their lives.  And, meaningful work increases productivity and performance. People who do meaningful work are more likely to be productive and perform well at their jobs. That’s because they are more motivated and engaged.  But that’s not all.  Meaningful work also produces greater resilience and coping skills because a sense of purpose helps people overcome challenges.  And, last but not least, meaningful work helps people build stronger relationships with family and friends.  People who do work that is meaningful are happier and more satisfied with their lives.  That makes them more pleasant to be around and thus more successful.

Finding Work that Has Meaning or a Sense of Purpose

Purposeful and meaningful work really matters.  So employees will consider many things when thinking about whether their work is actually meaningful or provides a sense of purpose.  They will ask themselves questions like: 

• Do I fit in with the company culture? Do the company’s values align with my own?
• Does the company offer me opportunities to learn and grow?  Can I make a difference in the company?
• Is the company supportive of a healthy work-life balance? Do I have the flexibility to balance my work and personal commitments?
• What do I value?  What am I passionate about? What do I want to achieve in my life?
• What am I good at? What do I enjoy doing? What am I willing to work hard at?
• If I find a job that I think is meaningful, will I be willing to go for it, even if it’s not what I’m used to doing?

Based on these questions, it would seem that highly-skilled employees would find more meaning and purpose in their work than those who do entry-level, boring, repetitive or mundane tasks.  So how would employees who do work that is not very stimulating find purpose and meaning in their jobs?  

Finding Meaning and Purpose in Even the Most Menial Jobs

It is not just scientists, doctors, and inventors who should have jobs with meaning and purpose.  Studies have found that it is possible to find meaning and purpose in even the most menial jobs.  One study, conducted by researchers at the University of Chicago, found that even people who work in low-wage jobs can find meaning and purpose in their work if they feel like they are making a difference in the world. The study found that people who worked in jobs that helped others – such as teaching or social work — were more likely to find meaning and purpose in their work than people who worked in jobs that did not help others.

But employees can find meaning in even the most menial jobs.   How?  By showing how those tasks are part of a bigger, meaningful picture.  People perceive tasks as being more valuable when they belong to a set. Most work tasks — even the most menial — belong to a broader set of tasks that achieve a singular purpose.   For example, for a dishwasher or server at a restaurant, polishing silver might feel like a waste of time, but combined with all of the other tasks that focus on ensuing that customers have a positive dining experience, it plays an important role in bringing good nutrition and connection to customers. Thus, thinking about how seemingly unimportant work belongs to a set of tasks contributing to a broader goal could help employees see its true value.

This is not just conjecture.  Industrial psychologists put this this idea to the test.  They asked employees to list two other tasks that build on their unimportant and meaningless tasks “like puzzle pieces that paint the big picture.”  They called it intervention superordinate framing.  They found that applying this framing to menial tasks imbued those tasks with a greater sense of purpose. For example, one employee’s “dreaded weekly meeting” was viewed in a better light when combined with “open chat rooms” and “reporting issues to management,” which enabled the larger goal of “improving communication between individuals who would not otherwise be able to solve a problem by themselves.”  Another employee recognized that “answering client calls” was an important step in “making sure customers were happy with the product.” When combined with “solving client issues” and “documenting the call”, the tasks were seen as delivering greater enjoyment and meaning.

Superordinate framing is a useful tool for employees to apply it to themselves.  They just have to think about how their unimportant tasks fit in with other tasks to achieve a common purpose. For example, a hospital administrator — whose job is to manage payroll and bookkeeping records — might not feel like that work carries out the mission of “helping people live healthier lives.” But thinking about how their work allows nurses and doctors to deliver better care to their patients might make that person feel more connected to the mission.

Leaders Can Help Employees Find More Meaning, Value, and Purpose in What They Do

Superordinate framing can also be an effective tool for managers. In one study, 900 online workers were hired in the U.S. to complete the same widget-building task. Some were told that they were creating widgets for an art project.  That would be considered just purpose framing.  But others were told that their widgets would be “woven together” with widgets made by either themselves or other workers to create this artwork.  That was superordinate framing.  Workers reported feeling more joy, meaning, and motivation when they were under the impression that their task belonged to a larger set. Moreover, superordinate framing was effective whether the larger context was collaborative or not.  Simply informing participants that their current widgets would be combined with widgets they would make later had a positive effect. Thus, if managers want to motivate employees while assigning seemingly menial yet necessary tasks, they need to highlight how it connects with other tasks carried out in the department or company. 

Managers should also determine what matters to their direct reports.  What are their values? What are they passionate about? What do they want to achieve in their lives? Once what matters to employees is understood, the manager can start to align their work with those personal values and goals.

Leaders should also aim to create a sense of purpose in the organization. What is the company’s mission? What is its impact on the world? When employees understand the purpose of the organization, they are more likely to feel like their work is meaningful.

Employers should also try to provide opportunities for employees to make a difference. When employees feel like they are making a difference in the world, they are more likely to find meaning in their work. This could mean giving them opportunities to volunteer, mentor, or work on projects that have a positive impact.

Last but not least, the leadership should create a positive and supportive work environment. When employees feel like they are part of a team and that they are supported by their colleagues and managers, they are more likely to find meaning in their work. This could mean creating opportunities for collaboration, providing resources and training, and fostering a positive work culture.

By taking these steps, employers can help employees find more meaning, value, and purpose in their work. This will lead to happier, more engaged, and productive employees; ones who stay at their jobs longer.

Quote of the Week

“Effort and courage is not enough without purpose and direction.”
John F. Kennedy

© 2023, Keren Peters-Atkinson. All rights reserved.