More and more employees recognize the feeling: “What am I actually doing this for?” Although they work hard every day, something gnaws at them. Does my work have meaning? Does it contribute to anything? Or is it—as anthropologist David Graeber once sharply put it—actually a “bullsh*t job”?
That feeling of meaninglessness is no small matter. It directly affects people's dignity. After all, how can you speak proudly about your work when deep down you suspect that it doesn't really matter?
This question is central to our new research.
Why this research is necessary
Graeber's work resonated with many people. Receptionists who never receive visitors, quality assurance analysts who fill out checklists that no one looks at, professionals who are mainly busy justifying tasks that they themselves do not see the need for. Such examples raise one important question: how can work still be a source of dignity if you feel that it has no real meaning?
There are several quantitative studies on this subject, but they have to make do with limited, historical data. Furthermore, this data does not provide any insight into dignity and meaning. As a result, these studies are limited to more superficial explanations. They mainly look at job and organizational characteristics: autonomy, teamwork, sector, management quality. But meaningful work is about more than that. It is about personal meaning: Does my work contribute to something? Is my contribution recognized? Am I part of a bigger picture?
That is why new, in-depth research is needed.
What makes this research different
Our research uses Q methodology, a mixed-methods approach that is particularly suitable for themes such as work experience, dignity, and meaning. This method:
Zooms in on the real work of real employees
The focus is not on the job title, but on how someone experiences their own work.
Allows for all possible explanations
Not only organizational characteristics, but also existential, moral, and social factors.
Shows which causes carry the most weight
By asking participants to rank statements, it becomes clear which factors are truly decisive.
In practice, this means that participants are given statements about their work and their sense of meaning—for example, whether their contribution is visible, whether the work has a social impact, or whether promotion opportunities are fairly distributed. They then explain their ranking in a conversation. The result: a rich and nuanced picture of what makes work meaningful or meaningless.
What does the research deliver?
The end product will be a comprehensive research report that:
- provides insight into the different patterns of perceived meaninglessness at work
- summarizes the existing scientific literature
- offers concrete recommendations for companies
- provides direction for future research
The report helps organizations understand what makes work meaningful — and, above all, what employees need to regain their dignity and commitment.
Why this matters
Work is more than just an income. It is a place where people want to add value and experience value. A job that feels meaningless affects you as a person. By better understanding how that feeling arises and what underlies it, organizations and society can take steps toward work that is fulfilling and dignified.
That is what this research is for. And that makes it more relevant than ever.
- Related content
