70-80% of employees typically report disengaged from their work or their workplaces.
What can we do to redesign work to create meaning and purpose for employees?
What could the side-effects of excessive pursuit of meaning at work? Can it lead to negative emotions such as envy?
Is meaningfulness at work contagious? Does it transfer from leaders to their employees?
My talk at World Knowledge Forum in S. Korea
- Zhu S., Tzini, K. & Jain, K. The role of subordinate's meaningfulness in leader trust and territorial behavior.
- Zhu S. & Jain, K. Spillover effect: From leader's meaningfulness to subordinate outcomes.
- Zhu S. & Jain, K. Too much meaning: Effects on envy and organizational learning.