What’s the point? The search for purpose at work
| Date | 08 February 2016 |
| Published date | 08 February 2016 |
| Pages | 25-28 |
| DOI | https://doi.org/10.1108/SHR-12-2015-0094 |
| Author | Javier Bajer |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
What’s the point? The search for purpose
at work
Javier Bajer
Javier Bajer is Editor-in-
Chief, Strategic HR
Review and Founding
CEO at The Talent
Foundation.
Abstract
Purpose –This paper aims to provide an insight into the endless search for purpose at work,
questioning the validity of traditionally accepted practices and proposing an alternative, based on the
evidence provided by successful organisations today.
Design/methodology/approach –This was an ethnographic-based research of over 60
organisations, understanding the different cultures and the effect of various ways in which they create
a sense of purpose.
Findings –The way in which organisations try to create a sense of purpose is unsustainable and it is
taking them further away from truly finding it.
Originality/value –An exploration into the individual and organisational search for purpose,
challenging traditional approaches.
Keywords Performance, Culture, Change, Change management, Meaning, Purpose
Paper type Viewpoint
Have you ever asked yourself the “what’s the point” question? It is probably one of
the most frequently asked questions humans have about work these days,
especially on Monday mornings.
Humans need to have a sense of purpose for doing what they do. Engaging our brains for
more than a few hours requires that our heart gets also involved. When the purpose is not
sufficiently clear (or inspiring), people end up having a go at creating an alternative sense
of purpose that they can believe in.
Finding the right answer would provide the master key for ultimately unlocking the gates of
engagement and high performance in organisations, once and for all. However, most
organisations have not found a proper answer to the “what’s the point” question, yet.
Instead, they have been keeping rather busy, running after red herrings that often leave
them empty hearted and back in the search for a sense of purpose.
The problem is not that we are asking this question. The problem is that we are not coming
up with good enough answers for it. Senior executives and millennials alike are beginning
to itch for meaningful answers; answers that can help justify the time and energy spent on
endless meetings, worrying about survival and reputation, managing risks of all sorts and
being lectured on what the next big thing is going to be like.
The more organisations search for a sense of purpose at work, the further away they seem
to be from actually finding it.
Two different types of purpose
Consider the possibility that there might be two types of purpose at play. These are based
on very different drivers and produce equally different outcomes around engagement,
innovation, collaboration, quality and productivity.
DOI 10.1108/SHR-12-2015-0094 VOL. 15 NO. 1 2016, pp. 25-28, © Emerald Group Publishing Limited, ISSN 1475-4398 STRATEGIC HR REVIEW PAGE 25
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