The Complex Nature of Finding Meaning in Work (2025)

Self-Employment in the Pre-Industrial World  

Before the Industrial Revolution (roughly 1760–1840), self-employment was the dominant form of work. Most people worked for themselves as blacksmiths, carpenters, and fishermen, or ran small family businesses. In pre-industrial societies, it is estimated that around 80–90% of the workforce was self-employed, with the majority engaged in agrarian or craft-based economies. In contrast, today, self-employment has significantly declined, especially in industrialized nations. According to recent statistics, only about 6.3% of the U.S. workforce was self-employed in 2023.  

The Evolution of Work and Its Meaning Over 250 Years  

The transition from predominantly self-employment before the Industrial Revolution to today's wage-based labor systems has profoundly impacted how individuals derive meaning from work. Over the last 250 years, the complexities of work have grown due to industrialization, technological advancements, and changing societal expectations.   

Before the Industrial Revolution, work was deeply tied to self-sufficiency and identity. Most people were self-employed as farmers, artisans, or merchants, and their work was directly connected to their survival and community. For example, a farmer's labor provided essential food for their family and local community. Artisans and craftsmen often took pride in their skills, which were passed down through generations. Work was not merely a means to earn a living; it was also a source of personal and social identity. However, this system came with challenges, such as limited economic mobility and vulnerability to external factors like poor harvests or local market disruptions.  

The Industrial Revolution (1760–1840) marked a dramatic shift as people moved from self-employment to wage labor in factories. This transformation introduced complexities that reshaped the meaning of work. Workers often performed repetitive tasks in factories, leading to a sense of disconnection from the final product and a loss of personal fulfillment. Karl Marx famously described this as "alienation" from one's labor. Instead of working for themselves, individuals became dependent on employers for wages, introducing new vulnerabilities, such as job insecurity and exploitation. While industrialization created opportunities for economic growth and urbanization, it also diminished the personal connection many people had to their work.  

The 20th century witnessed the rise of organized labor movements, improved working conditions, and the growth of the middle class. Work began to take on new meanings. For many, work became a source of financial stability, particularly with the emergence of long-term employment in large corporations. As economies diversified, individuals increasingly identified with their professions (e.g., "I am a teacher" or "I am an engineer") rather than their roles in family businesses or communities. However, this period also saw the rise of bureaucratic structures and the "9-to-5" work culture, which sometimes limited creativity and personal fulfillment.  

In the 21st century, the meaning of work has become more complex due to globalization, automation, and shifting societal values. Many workers, particularly younger generations, now seek jobs that align with their personal values and provide a sense of purpose. For example, the PwC Global Workforce Hopes and Fears Survey 2024 highlights that employees increasingly prioritize meaningful work and opportunities for personal growth. While self-employment rates remain lower than pre-industrial levels, the rise of the gig economy (e.g., freelancers, Uber drivers, etc) has reintroduced elements of autonomy and flexibility. However, this often comes with challenges such as financial instability and a lack of benefits. Advances in automation and artificial intelligence are reshaping the workforce, creating new opportunities while also displacing traditional jobs. This has led to concerns about job security and the pressing need for continuous skill development.  

When Reality Meets Idealism  

Over the last 250 years, the meaning of work has evolved from survival and identity to a more nuanced interplay of purpose, stability, and fulfillment. The quest for meaningful work has become increasingly central to professional satisfaction and personal fulfillment, extending beyond simple job satisfaction or financial compensation. This encompasses a complex interplay of personal, social, and organizational factors that contribute to our sense of purpose in professional life. However, in today's workplace, this pursuit often collides with the messy reality of office politics, power dynamics, and interpersonal tensions, where the human elements of workplace relationships can either enhance or significantly detract from our sense of meaning.   

The journey from self-employment to modern wage labor reflects a broader societal shift in how we perceive work. While industrialization and technological advancements have spurred economic growth and new opportunities, they have also introduced complexities that challenge our ability to find meaning in work. Today, the focus is increasingly on balancing purpose, autonomy, and stability in a rapidly changing world. Although the concept of meaningful work is deeply personal and subjective, there are shared complexities and key elements that shape this experience.   

The Crisis of Worker Engagement and Its Impact on Meaning at Work  

Recent data reveals a concerning decline in worker satisfaction, engagement, and commitment in the U.S. In 2024, only 31% of employees were engaged at work, a drop from 36% in 2020, while actively disengaged employees rose to 17% (The HR Digest). Over half of U.S. workers are seeking new job opportunities, with job satisfaction plummeting to just 18% (WSJ).  

Key factors driving this disengagement include unclear job expectations (only 46% of workers know what is expected of them) and limited career advancement opportunities (only 29% are satisfied with their growth prospects) (The HR Digest, Haiilo). Younger workers, particularly Gen Z and millennials, are increasingly detached, citing post-pandemic instability, rigid return-to-office policies, and mass layoffs as major contributors (NY Post).  

This crisis extends beyond morale—disengaged employees cost the global economy $8.8 trillion in lost productivity, equal to 9% of global GDP (Gallup). On an individual level, a disengaged employee costs their company approximately $2,246 per year (ActivTrak). However, companies prioritizing employee well-being and purpose-driven initiatives demonstrate that fostering a meaningful workplace can counteract these losses.  

The Foundation of Meaningful Work Meets Reality  

At its core, meaningful work provides individuals with the sense that their efforts contribute to something larger than themselves. Research in organizational psychology identifies three fundamental elements that define meaningful work: significance, purpose, and personal growth. Significance refers to the perceived impact of one's work on others. Purpose involves the alignment of personal values with professional activities. Personal growth encompasses opportunities for development and self-actualization.  

However, meaning is not a static concept; it is fluid and shaped by a complex interplay of internal and external factors, including life experiences and workplace culture. Importantly, the quest for meaning at work is not solely an individual responsibility. It is profoundly influenced by systemic forces such as leadership decisions, organizational policies, and power dynamics, which can either facilitate or hinder an employee's ability to engage deeply with their work.  

This idealistic view of meaningful work often encounters significant challenges in practice. For instance, a dedicated project leader may struggle to execute innovative strategies due to slow decision-making, which limits their impact. Similarly, an organization design specialist may find it difficult to restructure teams for better collaboration when functional silos are deeply entrenched, hindering their ability to create a more agile and responsive organization.   

These examples underscore the gap between our aspirations for meaningful contributions and the constraints imposed by organizational politics and rigid leadership mindsets, resulting in a profound sense of disconnection for many employees.  

Acknowledging Luck in the Search for Meaning  

Meaning in work is often perceived as the outcome of intentional effort, alignment with personal values, and supportive organizational structures. However, luck—defined as the chance events or circumstances that influence outcomes beyond one’s control—also plays a significant role in how meaning manifests in our professional lives. While luck is unpredictable and cannot be planned for, its presence can shape the opportunities, connections, and experiences that contribute to a sense of purpose and fulfillment in work.  

Acknowledging the influence of luck can help individuals and organizations adopt a more balanced perspective. It fosters an appreciation for the unpredictable factors that shape careers while emphasizing the importance of preparation and adaptability. Recognizing luck also cultivates empathy, as it highlights that not all successes or challenges are entirely within an individual’s control. In the broader context of how meaning emerges in work, luck serves as a reminder of the dynamic and often uncertain nature of professional life. While it cannot be controlled, its impact can be embraced and amplified through openness to new opportunities, resilience in the face of challenges, and a commitment to personal and professional growth.  

The Complexities of Meaning  

While these elements can contribute to meaningful work, they do not guarantee it. The quest for meaning is shaped by individual perspectives and circumstances, leading to various complexities. Here are some factors I have experienced personally, and I am sure there are many others I have yet to consider.  

Cultural and Generational Differences and Changing Life Priorities   

Employees from cultures that emphasize collaboration may find fulfillment in team-oriented environments focused on collective success. Conversely, younger employees who value flexibility and innovation may feel constrained by rigid processes. New parents often seek roles that offer remote work or flexible hours to balance career and family. Meanwhile, mid-career professionals craving new challenges may feel disengaged in positions lacking growth opportunities or involving repetitive tasks.   

Burnout, Overwork, and Work-Life Balance   

Challenging projects with proper support and recognition can foster achievement. However, consistently working overtime without breaks or acknowledgment can lead to burnout, making even fulfilling work feel exhausting. Organizations that promote work-life balance and time off enhance job satisfaction, while a culture that glorifies overwork, such as expecting employees to respond to emails and requests after hours frequently, can breed resentment and diminish the overall sense of meaning in work.   

Power Dynamics, Leadership Styles, and Workplace Relationships   

Leadership styles and workplace relationships significantly impact employee engagement. Over the last year or so, I've come to recognize the deep impact of poor leadership and power dynamics on meaningful work. Transparent leadership that values inclusivity and employee input fosters trust, motivation, and a sense of purpose. For example, a leader who regularly seeks feedback creates an environment where employees feel valued. In contrast, unilateral decision-making can alienate those who value collaboration. Implicit power dynamics, favoritism, and "swoop and poop" leadership behaviors (look it up if you are curious) create resentment, while unspoken biases and decision-making methods cajoling people towards a pre-determined outcome erode trust and belonging.   

Organizational Structure and Role Clarity   

The structure of an organization significantly impacts employee effectiveness and satisfaction. A well-structured environment with clear processes provides stability and enhances effectiveness. However, overly rigid policies can stifle creativity, while a lack of structure may leave employees feeling lost and unsupported. Clearly defined roles and expectations help employees understand their impact, fostering a sense of accomplishment. Conversely, uncertainty around responsibilities, the boundary lines of authority, or shifting goals can lead to disengagement, especially in organizations that frequently change objectives without clear communication.   

Recognition, Feedback, and Team Inclusivity   

Public acknowledgment of achievements and constructive feedback are essential for boosting morale and reinforcing the value of employees’ contributions. Open communication fosters a supportive environment where individuals feel heard and valued. Inclusive teams that amplify all voices enhance this dynamic, promoting creativity and a shared sense of purpose through initiatives like brainstorming sessions that encourage input from every member. In contrast, a lack of appreciation can leave employees feeling overlooked and disconnected, especially if they complete significant projects without acknowledgment, if their ideas are dismissed, or if others take credit for their work. Such behaviors can ultimately lead to disengagement, undermining the collaborative spirit that drives innovation.   

Professional Development and Growth   

Professional development opportunities, such as training and mentorship, empower employees and enhance their sense of fulfillment by encouraging personal growth and fostering a deeper connection to their roles. Conversely, the absence of these opportunities can lead to feelings of stagnation and dissatisfaction, as employees may feel their skills are underutilized. While it is essential to encourage employees to stretch and grow, constantly pushing them beyond their limits or in directions that do not interest them can detract from this sense of meaning, ultimately causing frustration and bitterness.   

Job Security, Stability, and Ethical Alignment   

A stable work environment fosters focus and commitment, enhancing job satisfaction. Employees are more likely to find meaning in their work when their organization’s values align with their own, such as promoting fairness or sustainability. Conversely, job insecurity and frequent organizational changes create anxiety, while ethical conflicts breed internal tension and erode trust.   

The search for meaning in work is a multifaceted and deeply personal journey, shaped by historical, cultural, and organizational contexts. From the self-sufficiency of pre-industrial self-employment to the complexities of modern wage labor, the evolution of work reflects humanity's changing priorities and aspirations. While meaningful work encompasses purpose, significance, and personal growth, it is also influenced by external factors such as workplace culture, leadership, and societal trends. Balancing idealism and reality is crucial, as challenges like burnout, misalignment, interpersonal conflicts, and power dynamics often hinder this search. Ultimately, finding meaning in work requires a dynamic interaction between individual values and the businesses and environments in which we operate.