Research: 8 in 10 workers experience their job as meaningful
Senior roles experience more meaning in their work. Education sector scores highest: around 90% finds own work meaningful. Only 28% of the respondents can fully utilise their potential. Clear link between technostress and meaningful work.
Work isn’t only about earning money - it offers structure, social contacts and a sense of fulfillment. But what makes work truly meaningful? In a world where technology evolves rapidly and work floor expectations are constantly changing, it is more important than ever to understand what drives and connects people in their jobs, and what role technology plays in that. That’s why IDEWE, Tilburg University and KU Leuven surveyed employees and self-employed workers in Belgium [1] on technostressors and sources of meaning at work.
Among other things, the study inquired into sources from which we derive meaning such as personal growth, connectedness with others, utilising one's full potential and being able to mean something for others at work. "When people experience these things in a job, the chance is higher that they experience their work as meaningful," says Tinne Vander Elst, researcher at IDEWE and Assistant Professor at Tilburg University.
Higher-level positions equal more meaning
Respondents in higher-level positions experience more meaning in their work: among executives and directors this is 93%, among higher employees 84%, and among executive or administrative employees 75%. "That can possibly be explained by the fact that they generally have more autonomy, responsibility and strategic involvement, and get more space to develop personal values and talents," says Vander Elst.
The education sector scores the highest: 90% find their work meaningful, followed by healthcare with 88%, government with 80%, office work with 77%, and industry & cleaning sector with 73%.
Better alignment with strengths and ambitions of employees
68% of the respondents often or always experience personal growth in the work. Employees with higher-level positions experience somewhat more personal growth than people in lower ones. Executives or directors (73%) and higher employees or professionals (70%) report personal growth more often than executive employees (63%) and highly educated workers or technicians (60%).
59% often experience connectedness with others at work, in other words the feeling of being part of a close group of colleagues in which collaboration and shared values are central. Higher-level positions experience this more often -- with 73% of executives or directors, 59% of higher employees and, 53% of administrative employees.
58% often or always experience that they mean something for others. They have the feeling that their work makes a difference, by helping others or having a positive impact on society. Workers in higher-level positions have this feeling more often: 66% of executives or directors experience this feeling often or always. "Probably because these roles carry more responsibility, stand closer to decision-making or experience more direct impact on colleagues, customers or the organisation as a whole," says Vander Elst. In addition, respondents in education (67%) and healthcare (66%) more often have the feeling that their work has a positive impact on others and society than people in an office environment (47%) or industry and cleaning sector (44%).
Only 28% of the respondents say they are able to utilise their full potential. "We therefore still see a clear margin for employers to better align work on the strengths and ambitions of the employees," says Vander Elst.
Link between technostress and meaningful work
"Our research shows that the more technostressors someone experiences, the less that person experiences the work as meaningful or purposeful," says Ruud Lathouwers, PhD student at Tilburg University. Thus 84% of the respondents who experience low to moderate techno-insecurity1 indicate that they consider their work as meaningful, versus only 52% among those who experience a lot of techno-insecurity [1]. Respondents with more technostressors also score lower on the sources of meaningful work. Among employees who experience low to moderate techno-overload2, 72% indicate that they can often or always grow personally in their work. Among employees with high techno-overload [2] this percentage drops significantly to 44%.
"We see especially that the more techno-stressors people feel, the less personal growth they see," says Lathouwers. "With exception of techno-challenge [3]: Employees who see technological tools and aids as stimulating and challenging, report more personal growth, connectedness with others, chances to utilise their own potential and possibilities to mean something for others."
"Technology can make work more qualitative, efficient and pleasant. It is, however, important to avoid that this progress is undone by potential negative effects, such as social isolation through reduced human interaction and impersonal work environments, and a feeling of limited growth potential. So make sure to weigh the benefits and drawbacks of new technology well before you implement it," adds Vander Elst. "And if the balance is positive, then take the necessary measures within a solid change management approach to limit potential negative effects: involve the relevant employees in technology-related decisions , and ensure clear communication, training and support.
[1] The fear that the job is threatened by new technology or by colleagues who can handle it better.
[2] Feeling forced by technology to work much faster and to do more work than one can handle.
[3] Being able to do a lot of work with technology, work quickly with it and multitask with it, learn new technological skills and competencies, solve complex problems with technology.