After many years of research into workplace well-being, the conclusion remains the same: Purpose consistently tops the list when it comes to what drives motivation and engagement at work. In the Job Satisfaction Index, which maps motivation and well-being, the factor purpose has, year after year, ranked as the number one element influencing job satisfaction.
At GAIS, we are in daily contact with a wide range of companies – large and small, across industries like manufacturing, services, and knowledge work, from family-owned businesses to listed corporations. Among our clients, we also see a clear trend: Purpose is frequently rated as one of the most important factors for employee well-being often alongside balance and mastery.
Understanding the four dimensions of Purpose
But what exactly is purpose at work? The concept can be somewhat intangible at first. In the GAIS model, and elaborated in the Purpose factor survey, we explore four dimensions that together capture different aspects of purpose:
- Inner Purpose: This is about the feeling that your work gives you something on a personal level. It aligns with who you are, what you’re capable of, and what you want from your working life.
- Greater Purpose: This reflects the sense that your work contributes to something larger than yourself – that it serves a greater good, whether for people or society at large.
- Collegial Purpose: This dimension is about how we make each other better at work – how collaboration and social bonds within the team enhance us both personally and professionally.
- Organizational Purpose: This relates to whether decisions and changes within the organization make sense to you as an employee – whether they feel purposeful and relevant.
About the Purpose factor survey
Just like the GAIS survey maps the key factors for workplace motivation, the factor survey dives deeper into a single factor, in this case, purpose, exploring the dimensions that comprise it.
The Purpose factor survey works similarly to a standard GAIS survey. In addition to an overall report, each employee receives their own personal purpose report. As with the broader GAIS survey, the results are accompanied by tailored tools, articles, and guides selected based on the specific findings.
When organizational purpose is lacking
Among our clients, we often see that Organizational Purpose can be particularly challenging. Many employees struggle to find meaning in the decisions made at their workplace. This can impact both their overall sense of purpose and their well-being.
Research supports this observation: Employees who do not see purpose in daily decisions score an average of just 50 out of 100 in job satisfaction. In contrast, those who strongly or very strongly experience purpose in decision-making score an average of 86.
This highlights the importance of careful and consistent communication about decisions and changes – making sure they come across as meaningful to each individual.
Young employees want to make a difference…
While purpose matters to all generations, it’s especially critical for younger employees just entering the workforce. This is confirmed by a major study on stereotypes and facts about the workforce of the future, conducted by the Job Satisfaction Knowledge Centre.
When asked to choose the three most important job factors, nearly half of young respondents selected “having a job where what I do feels meaningful,” placing purpose at the very top.
When asked what feels meaningful to them, young people overwhelmingly point to making a difference. 78% find it important to make a difference in the workplace, and 58% want to make a difference in society. This paints a picture of a generation driven by the desire to leave a positive mark – challenging the stereotype of youth as overly individualistic.
…and that happens through professional growth
Professional development is the top driver of motivation for young employees – more than four in five consider it important. While younger employees are focused on their own personal growth, it’s important not to overlook that a majority are also highly motivated by making a difference at work and in society.
When young people feel they are making a difference through their work, it is experienced as a personal triumph, boosting both engagement and their sense of purpose.
Good advice for companies
Communicate individual contributions: Motivation grows when it is communicated openly and clearly how each employee contributes and what difference it makes, both to the workplace and to society. This is not always self-evident – especially not for young new hires. Even the smallest tasks have value in the bigger picture – make that clear.
Communicate purpose in decisions: As a manager, you may find yourself in a middle position between top management decisions, which you must remain loyal to, and employees’ dissatisfaction with those decisions. Try to formulate a clear and honest rationale for the changes taking place in the organization, so employees understand the context and logic. Break down complex information into smaller, relevant pieces using language that resonates with employees’ specific tasks. Listen to employees’ insights and reflections on the decisions and pass them on to leadership.
Listen and involve: If you encounter impatience or a lack of humility, especially among younger employees, remember that this is often a sign that they want to contribute, be involved, and grow, so they can help make a difference.
*About the study:
Spoiled youth? -Stereotypes and realities of tomorrow's workforce
The study is based on a mixed-methods design, combining quantitative and qualitative data sources. The Job Satisfaction Knowledge Centre and Studenterhus Aarhus conducted qualitative group interviews with both established employees and young graduates either in their first job or about to enter the labor market.
Based on these insights, Epinion carried out two separate quantitative surveys among young and established employees. Finally, findings were deepened through a qualitative mobile ethnographic analysis of the younger target group.
