Making Meaning at Work: The Cultural Environment and Employee Experience
We all seek meaning. You can even say we are wired for it. ¹ Results from a landmark study, conducted by psychologists Fritz Heider and Marianne Simmel, revealed that the human brain has a natural inclination to seek and attach meaning to life. Think about it, from the time we were toddlers, there was always a curiosity to know and ask, "Why?"
"Why" wasn't just a question that unlocked understanding, it influenced our interest and motivation. The content of the caregiver's answer could either draw us to engage and learn more or divert our attention to something of greater interest. Back then, it was the why that influenced our motivation and our decision to engage and act, and it's the same now.
The engagement concept, developed by William Kahn, is based on the premise that like actors, people make choices on how much of their real and whole selves they will bring into and use in their roles and performance. They can choose whether they will or will not bring their best selves to work, and those choices have levels in which engagement can vary. For example, if one feels that they have a clear direction, are valued and supported, have been given the proper resources to do their job, and derive a sense of purpose in their work, they will be more likely to engage at a higher level rather than someone who has little direction, support, or the appropriate resources to do their job well. The work, the environment, and the leadership all need to be worthy of their engagement.
People will only express themselves and engage in their work to the extent that it matters to them and the environment is cultivated for them to do so. Yes, motivation plays a factor in engagement. However, people engage in what matters most to them, and much of that is determined by purpose. ²According to Kahn and Fellows, personal purpose is the broader context that grounds and girds our understanding of engagement and meaningful work.
For engagement to serve as an indicator or hallmark of one's performance, they state that there must be a connection to a person's work and the greater purpose, values, and meaning they subscribe to. However, it's imperative to note that while personal purpose and this sense of connection are critical, it's not sufficient enough to solely sustain engagement. While a person shares partial responsibility for the actions and behaviors that denote their engagement, it's up to the organization to create the cultural conditions that inspire, motivate, and immerse people in deeply meaningful work. Kahn and Fellows noted three such conditions: meaningfulness, safety, and availability.
While people need to be mentally and cognitively available to engage and safe to do so, they must have the desire as well, and that desire is based on what matters most, what is meaningful to them. Meaning, in particular, is the driver of engagement. That is why it's important that leaders and managers understand the factors that are at play at work that give people a sense of meaning. Based on Kahn and Fellow's research, there are two types of sources that contribute to that meaning: 1) foundation and 2) relational. Foundational sources are sources that focus on the nature of the work role itself as well as its implications, while relational sources focus on the relationships and community that employees build with others at work.
Foundational Sources
Foundational sources include attractive work identities, challenging work, clear roles, and meaningful rewards. People value work environments where they can create identities that matter to them and challenge them to develop and deepen their skills and knowledge. These environments enable them to thrive at work, growing into their fullest potential. However, in order for them to thrive, there must be clarity in both their roles and expectations. Lack of clarity dilutes meaning. When people are unsure of the steps they need to take to be successful in their role or the level of authority or autonomy they have to make decisions, there is less of a desire to engage in the work. For people to have a sense of meaning, there must be clear guidance and direction; if not, they will be unwilling to waste their energy and effort.
Lastly, people must feel that the rewards they are given are meaningful. Yes, extrinsic rewards such as promotions, money, status, and visibility are important, but so are intrinsic rewards such as feeling valued and understanding the impact of your work. These rewards are important, as well as clearly outlining the expectations and measurements from which these rewards are evaluated. Without these foundational sources, it's more challenging for people to find meaning in what they do.
Relational Sources
Relational sources are marked by competent leadership and ensure that employees' voices are heard, and create opportunities to nurture important work relationships. When people believe their voice is heard, it increases their sense of efficacy or confidence in their ability to perform their job well. They offer ideas and are eager to contribute to the work at hand. Much of their willingness to use their voice is also determined by the quality of their leadership and other important work relationships. People find meaning in the connections and support they receive at work and when they can trust that their leadership is competent.
An employee will choose how deeply they will engage based on the extent to which these sources are present. Kahn and Fellows note that every time the environment shifts based on these sources and factors, an employee asks themself, "Is this worthwhile or beneficial for me to engage at this moment?" Their answer will determine the level and degree to which they are willing to bring their whole selves to work as well as the energy they are willing to invest in their role and tasks.
Have you created a meaningful cultural environment and experience for your employees? At The Purpose & Work Institute, we offer customized solutions to help you create the cultural environment and employee experience conditions that enable and empower your people to engage and excel in meaningful work. Book a complimentary consultation to learn more about how we can partner together to create a purposeful, meaningful, and engaging work environment.
¹ Heider, F., & Simmel, M. (1944). An experimental study of apparent behavior. The American Journal of Psychology, 57(2), 243-259. https://doi.org/10.2307/1416950
² Khan, W.A., & Fellows, K. (2013). Employee engagement and meaningful work. In B.J. Dik, Z.S. Bryne, & M.F. Steger (Eds.), Purpose and meaning in the workplace (pp. 105-126). American Psychological Association. HTTP://dx.doi.org/10.1037/14183-006
