Why We Don’t Talk About Meaning at Work

1. C. Bailey, R. Yeoman, A. Madden, et al., “A Review of the Empirical Literature on Meaningful Work: Progress and Research Agenda,” Human Resource Development Review 18, no. 1 (March 2019): 83-113.

2. C. Bulgarella, “Purpose-Driven Companies Evolve Faster Than Others,” Forbes, Sept. 21, 2018, www.forbes.com; and C. Bailey, A. Madden, K. Alfes, et al., “The Mismanaged Soul: Existential Labor and the Erosion of Meaningful Work,” Human Resource Management Review 27, no. 3 (September 2017): 416-430.

3. M. Lips-Wiersma and L. Morris, “The Map of Meaningful Work: A Practical Guide to Sustaining Our Humanity,” 2nd ed. (Abingdon, United Kingdom: Routledge, 2018).

4. A. Stephan, “Emotions, Existential Feelings, and Their Regulation,” Emotion Review 4, no. 2 (April 2012): 157-62.

5. A.J. DuBrin, “Impression Management in the Workplace: Research, Theory, and Practice,” 1st ed. (New York: Routledge, 2011).

6. Lips-Wiersma and Morris, “The Map of Meaningful Work.”

7. M. Lips-Wiersma and S. Wright, “Measuring the Meaning of Meaningful Work: Development and Validation of the Comprehensive Meaningful Work Scale (CMWS),” Group & Organization Management 37, no. 5 (October 2012): 655-685.

8. J.E. Crossman, “Being on the Outer: The Risks and Benefits of Spiritual Self-Disclosure in the Australian Workplace,” Journal of Management & Organization 21, no. 6 (March 2015): 772-785.

9. C. Rodriguez-Delgado, F. Kai-Hwa Wang, G. Hays, et al., “Schools Across the Country Are Struggling to Find Staff. Here’s Why,” PBS NewsHour, Nov. 23, 2021, www.pbs.org; and E. Yong, “Why Health-Care Workers Are Quitting in Droves,” The Atlantic, Nov. 16, 2021, www.theatlantic.com.

10. N. Lehmann-Willenbrock and S. Kauffeld, “The Downside of Communication: Complaining Cycles in Group Discussions,” in “The Handbook for Working With Difficult Groups: How They Are Difficult, Why They Are Difficult and What You Can Do About It,” ed. S. Schuman (San Francisco: Jossey-Bass, 2010), 33-54.

11. Ibid.

12. S. Frémeaux and B. Pavageau, “Meaningful Leadership: How Can Leaders Contribute to Meaningful Work?” Journal of Management Inquiry 31, no. 1 (January 2020): 54-66.

13. C. Bailey and A. Madden, “What Makes Work Meaningful — or Meaningless,” MIT Sloan Management Review 57, no. 4 (June 2016): 52-63; and T. Amabile and S. Kramer, “How Leaders Kill Meaning at Work,” McKinsey Quarterly, Jan. 1, 2012, www.mckinsey.com.

14. D. Tourish, “Leadership and Meaningful Work,” in “The Oxford Handbook of Meaningful Work,” eds. R. Yeoman, C. Bailey, A. Madden, et al. (New York: Oxford University Press, 2019), 327-346.

15. K. Grayson, “Cultivating Trust Is Critical — and Surprisingly Complex,” Kellogg Insight, March 7, 2016, www.insight.kellogg.northwestern.edu.

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