Citation
Bajer, J. (2016), "Editorial", Strategic HR Review, Vol. 15 No. 1. https://doi.org/10.1108/SHR-12-2015-0095
Publisher
:Emerald Group Publishing Limited
Editorial
Article Type: Editorial From: Strategic HR Review, Volume 15, Issue 1
Finding purpose at work is one of the biggest challenges we face today. Without a strong sense of purpose, performance struggles. The few organisations that manage to find a convincing purpose, consistently produce better and more sustainable results. However, the majority are still looking for ways that could give meaning to what they do. In the meantime, their employees are busy fighting a work–life balance, evidence that they do not feel fully alive at work and therefore are not properly engaged in what they come to do every day.
In this new issue of Strategic HR Review, we gather very different perspectives on the theme of purpose and meaning at work, with the intention of inspiring you to approach this subject within your organisation.
In “How HR Can Have an Impact in Non-Traditional Areas”, Jack J. Phillips and Patti P. Phillips explore how HR influences organisational purpose in the areas of environment, innovation, the use of technology and globalisation.
In “Feel Good Management as a Valuable Tool to Shape Workplace Culture and Drive Employee Happiness”, Stefanie Frenking looks at the impact that a Feel Good Management approach has had on employee engagement and organisational purpose at online apparel retailer Spreadshirt.
In “Appreciation at Work Training and the Motivating By Appreciation Inventory: Development & Validity”, Dr Paul White discusses an approach to instilling a sense of appreciation and value among employees that results in higher morale and more purposeful work.
In “What’s the Point?”, I explore the insatiable but often futile search for meaning for work, both in individuals and in organisations, proposing an alternative to the traditional attempts at solving this very strategic challenge.
As you read the various articles, I suggest you dare to challenge what your organisation is already doing in finding purpose and adjusting your interventions as you see appropriate. Having a sense of purpose is the cornerstone for building sustainable engagement, collaboration and innovation – three essential elements for any competitive workforce.
I believe this is a great opportunity for an HR Strategist and, of course, I hope you take it!
Warm regards,
Javier Bajer - Editor-in-Chief