Meaningful work is something to which we aspire, but about which little is known. The authors undertook an interview-based study involving 135 people in 10 occupations that were very distinct to figure out which ruin it and which factors nurture meaningfulness in work. They found that meaningfulness is distinct from other work-related attitudes for example engagement, in that meaningfulness has a tendency to be individual and intensely personal.
What Makes Work Meaningful - Or Meaningless Case Study Solution
The writers also found that fell by distinct elements and meaningfulness seems to be driven up. Meaninglessness at work was generally a function of how people were treated by supervisors, whereas meaningfulness was something individuals tended to discover for themselves. Seven factors within the control of managers emerged as destroyers of meaningfulness: disconnecting people from their worth; taking workers for granted; giving individuals needless work to do; treating people unfairly; overriding individuals'better judgment; disconnecting people from supporting relationships; and placing people in danger of physical or psychological harm. The writers note that, given meaningfulness's private and intangible nature, organizations cannot effectively control or mandate meaningfulness, but rather should focus on creating an ecosystem that is conducive to meaningfulness on the job. They contend there are four components to a meaningfulness ecosystem that is holistic: interactional meaningfulness, and organizational, occupation, task. Experiencing work as significant can be a moving and uneasy encounter, but organizations that are successful in fostering holistic meaningfulness are more likely to create the sort of workplaces where human beings can flourish.
PUBLICATION DATE: July 01, 2016 PRODUCT #: SMR564-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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