Work Meaning in Self and World Perspective: A New Outlook on the WAMI Scale

Abstract

Recent research demonstrates that finding the meaning of work (MW) is a growing need among employees. It thus seems vital to examine the predictors and outcomes of meaningful work with the aim of identifying practical implications for employees and organizations in this area. However, there are several different concepts of MW and only a handful of published measures. Using the framework of the big two we proposed and developed a two-dimensional model of MW: agentic work meaning (the self-perspective) and communal work meaning (the world perspective). The aim of our research was to adapt the Work and Meaning Inventory (WAMI; Steger, Dik, & Duffy, 2012) into Polish and to verify the hypothesis of a two-dimensional model of MW, which is a new perspective on this scale. The three studies conducted amongst employees in Poland (N = 403) supported our ideas. First, confirmatory factor analysis provided support for the two-dimensional model of MW in WAMI-PL, i.e., meaning in the self and in world perspectives. In line with previous studies on MW, these two factors correlated positively with meaning in life, work well-being (work engagement, organizational commitment) and positive work behaviors (in-role and extra-role behaviors, job crafting). Moreover, we demonstrated a relationship between MW and the eudemonic indicators of well-being in the workplace, such as fit and personal development, positive relationships at work, and contribution to the organization. We discuss the theoretical and practical implications of this research.

ME-Work: Development and Validation of a Modular Meaning in Work Inventory

“…The proposed three-factor structure could not be replicated in the German translation of the scale (Harzer and Steger, 2012). Data from other translations also deviated from the suggested factor structure (Puchalska-Kamińska et al, 2019).…”

Positive Emotions at Work and Job Crafting: Results From Two Prospective Studies

“…Job crafting is beneficial for both employees and organizations. Empirical studies have shown that job crafting behaviors are positively linked to employee well-being (conceptualized as high work engagement and job satisfaction, and low job burnout) (Tims et al, 2013), work meaning (Puchalska-Kamińska et al, 2019), person-job fit (Tims et al, 2016), and negatively linked to job boredom (Harju et al, 2016). Moreover, job crafting is related to higher work performance, and lower absenteeism (Ghitulescu, 2006) and turnover intentions (Rudolph et al, 2017).…”

I believe I can craft! introducing Job Crafting Self-Efficacy Scale (JCSES)

“…Individuals benefit from job crafting. Those who more frequently initiate changes in their jobs experience higher job satisfaction and work engagement [ 12 ], stronger person-job fit [ 13 ], increased work meaning [ 14 ], and better health [ 15 ]. Although the primary aims of job crafting are self-serving, organizations benefit from individual job crafting acts as well.…”