A two-case exploratory analysis of the emergence and cultivation of meaningful work through four calling-related work orientations

The majority of todays workforce demands work to be meaningful and not solely a paycheck. Realizing this demand may be the key to positive and lasting outcomes including higher motivation, improved performance, and lower absenteeism. These outcomes surpass those of common extrinsic incentives. However, unanswered questions remain about the emergence and cultivation of meaningful work. Prior studies have primarily relied on one-dimensional models to explain the emergence of meaningful work. In addition, only sparse research has explored practices that foster meaningful work. My dissertation addresses these shortcomings by applying Lepisto et al.s (2017) work orientation construct to explore the relevance of four calling-related work orientations, the differences between them, and practices that cultivate meaningful work. I conducted a quantitative and a qualitative exploratory study in an interdisciplinary research consortium and two organizations. In the quantitative study (N = 599), I validated the relevance of four calling-related work orientations and thus extend current understanding of the emergence of meaningful work. Moreover, I provide new insight into individual work orientations by showing significant differences between organizations, departments, genders, and generations. The expressive-passion orientation exhibited the highest relevance for the emergence of meaningful work among all groups, followed by the craftsmanship orientation. Significant differences suggest that the expressive-passion orientation is hampered in traditional organizations, whereas it is favored in network marketing organizations. The kinship and service orientations exhibited a lower relevance, although the importance of belongingness was exemplified by salespeople in network marketing organizations, in particular from Generation Z, and especially women placed a high priority on prosocial impact. In the qualitative study, I identified nine practices that foster meaningful work, four of which expand extant knowledge. Employee-oriented leadership was beneficial to an expressive-passion orientation through a primary focus on employees self-realization. Positive image development also favored an expressive-passion orientation and strong identity development had a positive influence on a craftsmanship orientation. Lastly, impact-based reward management was conducive to a service orientation through an emphasis on the prosocial impact of work. These four practices provide scholars with new research directions and managers with modern approaches to cultivating meaningful work.