The mismanaged soul: Existential labor and the erosion of meaningful work |
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| Institution: | 1. Department of Business & Management, University of Sussex, Falmer, Brighton BN1 9RF, United Kingdom;2. Department of Human Resources and Organisational Behaviour, University of Greenwich Business School, Old Royal Naval College, Park Row, Greenwich, London, SE10 9LS;3. ESCP Europe Wirtschaftshochschule Berlin, Heubnerweg 8-10, 14059 Berlin, Germany;4. Department of Management, London School of Economics and Political Science, Houghton Street, London WC2A 2AE, United Kingdom;1. Pamplin College of Business, Virginia Tech, 880 West Campus Dr, Blacksburg 24060, VA, USA;2. Darla Moore School of Business, University of South Carolina, 1014 Greene St, Columbia 29208, SC, USA;1. King''s Business School, King''s College London, United Kingdom of Great Britain and Northern Ireland;2. Royal Holloway, University of London, United Kingdom of Great Britain and Northern Ireland |
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| Abstract: | Meaningful work has been defined as work that is personally enriching and that makes a positive contribution. There is increasing interest in how organizations can harness the meaningfulness of work to enhance productivity and performance. We explain how organizations seek to manage the meaningfulness employees experience through strategies focused on job design, leadership, HRM and culture. Employees can respond positively to employers' strategies aimed at raising their level of experienced meaningfulness when they are felt to be authentic. However, when meaningfulness is lacking, or employees perceive that the employer is seeking to manipulate their meaningfulness for performative intent, then the response of employees can be to engage in “existential labor” strategies with the potential for harmful consequences for individuals and organizations. We develop a Model of Existential Labor, drawing out a set of propositions for future research endeavors, and outline the implications for HRM practitioners. |
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