Work has evolved drastically over the past two years. Many aspects of working life have been reconsidered—from work location, to hours worked, to why someone is motivated to take a job in the first place.
More shifts have occurred as organizations “return to normal” after instituting COVID-19-related policies. Some workers experienced higher expectations and discontent, which facilitated the “Great Resignation” and “quiet quitting.” These trends showed that workers were struggling to reclaim their boundaries—specifically, how much they are willing to put up with, and for what kind of incentives.
Dissatisfied workers might experience a tension between themselves and their employer, preventing them from experiencing a major source of motivation at their job—that of purpose. Workers who can’t invoke purpose at work are missing out on a slew of opportunities: constructive reasons to push their skills, the experience of autonomy, and the ability to generate value with work-related tasks. The inherent appeal of purpose is so compelling that some workers say they would trade a portion of their salary for more meaningful work1.
Among the different types of purpose that could be pursued, personally meaningful goals are especially motivating. Pursuing these goals at work allows workers to rehearse some important ideas: Concrete goals prompt concrete actions, which help people take small steps toward their overarching goals2. This sense of progress allows workers to feel pride over their accomplishments—creating a positive cycle that can buffer against stress and help workers stay motivated.
To kick start this cycle, organizations can reduce the logistical and cultural barriers faced by their purpose-driven workers. That is, the compensation and distribution of work should be fair, and workers should have the resources they need to complete their tasks. With that in place, workers might be more receptive to leaders reinforcing purpose at their organization.
The past few years have made it clear that some things are out of a worker’s (and leader’s) control, but purpose is one way that both parties can focus on fulfilling essential needs such as competency and autonomy3. This shift in focus from something negative to positive can help them make better use of their cognitive and creative resources4.
To realize these benefits, leaders are responsible for clarifying how each employee, at every level of the organization, can conduct themselves to be purposeful and impactful. This perspective can shed light on how all roles are connected to the organization’s purpose, even for workers who may not be in a position to see it.
