| Abstract [eng] |
In the modern labor market, employees have to work hard, experience great stress, emotional exhaustion, and physical fatigue, so it is not only important for them to be financially rewarded for their great contribution to work, but they want to do meaningful work. The COVID-19 pandemic has brought a lot of changes to the labor market, increasing the workload of employees, placing additional demands on them, increasing working hours, and all of this has contributed to the loss of a meaningful sense of work. Organizations recognize that promoting meaningful work is critical to engaging employees, so meaningful work is currently a promising way to retain employees in an organization, as it has many positive outcomes for employees and organizations themselves (Chaolertseree, Taephant, 2020). When employees believe that their work is meaningful and see the benefits of work, they tend to work harder to achieve better work results. Scholars in various fields have devoted considerable effort to examining how individual, work, organizational, and societal factors contribute to meaningful work, but there is no consistent understanding of how these factors relate to each other and what organizations must do to make employees' work meaningful (Lysova et al., 2020). |
