The IPA has produced an important publication: Working Well – Perspectives on Good Work and why it matters, with contributions from a range of organisations including the CBI, CMI, CIPD, Unison, ACAS, TUC, and Deliveroo. Katie has written a short piece on meaningful work for the publication.
An article reporting the findings of the Purposeful Leadership study has been published online by the American Association for Physician Leadership
An article by Katie and Amanda Shantz, ‘How to be a better leader’ has been published in The Conversation.
Katie was cited in an article in People Management online on wasting time at work! (Thankfully not as an example).
HRZone published an article by Ian Lee-Emery of Head Light where he discusses the talent management implications of the ‘7 Deadly Sins’ of meaningless work. Ian makes a series of recommendations for Talent Professionals, including the creative use of performance and peer-level feedback, the design of performance management processes and avoiding unconscious bias.
Our new report on Purposeful Leadership is published on 14th June by the CIPD.
See the full report here
The Journal of Vocational Behavior is inviting submissions to a special issue on calling work, deadline 1st December 2017:
The closing date for submissions to the Journal of Management Studies special issue on meaningful work is 3rd March.
The article Managing the pitfalls of meaningful work was published in HR Zone on 22nd February.
The article Why is meaningful work important for leaders? appeared on the Griffinity website on 21st February.
Personnel Today published the article Why should we bother about meaningful work? on 2nd February.
Today (27th January), I’m talking about meaningful work in the online audio conference The Confident Mother, organised by Sherry Bevan. There is a fascinating line-up of speakers discussing all aspects of achieving a good work-life balance. Sherry wanted me to talk about why meaningful work might matter for working mothers and how individuals can go about finding a job that is meaningful to them.
There has been a lot of interest in ‘The Mismanaged Soul’ which was published in Human Resource Management Review a few weeks ago. The research has featured in the Financial Times on 23rd January. Lucy Kellaway asks ‘why are we unhappy when we have gyms and free fruit?’ She talks about the current ‘epidemic of disengagement’ caused, she believes, by the unrealistically high expectations we have of work. She cites our research as showing how bosses’ demands that we find meaning and purpose in our work makes people unhappier and more disenchanted than they were before. Forcing people to ‘be happy’ at work is likely to be counter-productive when employees can see that the real purpose is just to get them to work harder, rather than to create jobs that are authentically meaningful.
The research has also featured in The Sun on 24th January. In Hard Day’s Work, Dan Sales talks about the dangers of people feeling they are being manipulated by their boss, leading to exhaustion, burnout and wanting to quit.
The article Employee engagement: Do practitioners care what academics have to say – and should they? has just been published in the journal Human Resource Management Review. In the article, Katie talks about the divide that has emerged between academic and practitioner interests in employee engagement, with the two sides failing to communicate effectively. The consequence is that practitioners are often unaware of how research conducted in universities might help them in their work, and that academics can be out of touch with business concerns. In the article, some practical suggestions for how to bridge the divide are put forward.
An article that Katie has written together with Adrian Madden and Amanda Shantz (University of Greenwich), Kerstin Alfes (ESCP) and Emma Soane (LSE) has just been published on line by Human Resource Management Review: ‘The mis-managed soul: existential labor and the erosion of meaningful work’. In the article, we explore how employees might respond if they believe they are being ‘told’ what to find meaningful about their work, rather than being given the opportunity to find out for themselves. We show that people may have the tendency to act ‘as if’ their work were meaningful even if they do not find it so, and this gives rise to negative outcomes for the individual concerned, and for their employer.