Over the past century, work has gradually evolved from a mere means of economic survival into a fundamental component of our identity and overall well-being. When I was growing up in the 1980s, it often seemed to me that the adults around me spent their days doing meaningless jobs that had nothing to do with their personal cares or interests, and my parents’ attitudes toward career ambitions were generally dismissive of ideas about personal fulfillment. “Just find something that will make a steady living that you won’t mind doing day in and day out for 30 years,” was the advice my dad once gave to me.
You can imagine my parents’ quiet disappointment when I declared a major in Creative Writing. “But at least you’ll have a degree,” they said to me, “so you can always get a real job.” A real job, in the most common terms, was one that paid a steady check and conferred some level of social status. By and large, little else mattered. Fortunately for my parents, I ended up landing work in tech media at the dawn of the internet boom in the early ‘90s, and I started a full-time position as an editor at one of the world’s most prominent computer magazines before I even graduated. I felt that I had somehow defied the odds by finding a career that combined my felt calling with a real opportunity for professional growth, and the journey since that time has been continually challenging, constantly evolving, and deeply rewarding.
Most of us today long for a career that not only pays the bills but also nourishes our spirit, unlocks our creativity and passions, and aligns with our deepest values. We want to feel we’re making a difference in the world and perhaps even heeding a calling. When work is experienced as a calling rather than a routine job, we are more likely to enjoy a richer, more fulfilling life—a connection that research has repeatedly underscored (Ryan & Deci, 2000; Wrzesniewski, et al., 1997).
Mental Well-Being and Job Satisfaction
A wealth of evidence suggests that finding purpose in our work directly benefits our mental well-being. A study by Richard M. Ryan and Edward L. Deci (2000) on Self-Determination Theory shows that intrinsic motivation—engaging in work for its inherent satisfaction rather than for external rewards—is strongly associated with lower levels of stress and burnout. When our work aligns with our core values, it fosters feelings of autonomy, self-agency, and competence, helping us cope with daily challenges more effectively and reducing the likelihood of chronic stress. By contrast, when we feel we have little control over our livelihoods and have to sacrifice our values or ignore our own will to make a living, we suffer increased stress and anxiety, which can have serious effects on our mental and physical health, and those effects can even impact the other people in our lives.
Building on this foundation, Michael F. Steger, Bryan J. Dik, and Ryan D. Duffy (2012) developed a method called the Work and Meaning Inventory (WAMI) to measure how meaningful employees perceive their work to be. What they found was that people with high WAMI scores report significantly greater job satisfaction and lower burnout levels. In other words, when we see our work as a meaningful expression of who we are, the daily grind transforms into an opportunity for personal fulfillment and growth. Rather than viewing tasks as mundane obligations, employees who feel a strong sense of purpose approach their responsibilities with enthusiasm and resilience, turning each day into a chance to contribute to something larger than themselves.
In essence, these studies collectively indicate that when our daily work resonates with our personal values, we experience a notable boost in overall well-being. This alignment turns work into a medium for self-expression and accomplishment, enhancing both our job satisfaction and mental health.
Career Growth and Enhanced Performance
Meaningful work does more than just boost our day-to-day mood—it can also be a catalyst for career growth and improved performance. When we find that our work has purpose, we tend to dive into our tasks with greater passion and energy. This deep engagement means that we are not simply going through the motions; instead, we become fully invested in our work, which naturally leads to better results.
In my own career, I’ve continually found that my personal passion for the roles and projects I’ve taken on has served me well. Because most of the jobs I’ve taken on have been attached to personal interests that aligned with my values, I’ve been able to approach challenges with curiosity and drive, and that played a major role in the outcomes I’ve been able to achieve for my teams and, of course, for my career. Over the years, I’ve enjoyed opportunities to serve in leadership roles that I never could have imagined for myself when I landed that first writing job years ago.
I’m no anomaly, of course. Research by Adam M. Grant (2008) shows that people who see their work as significant are more engaged, and that heightened engagement is key to performing well. When you care about what you do, you’re more likely to put in the extra effort, take initiative, and find creative solutions to problems. It also makes you more resilient to challenges, so you persevere through adversity and setbacks to achieve a meaningful outcome. This kind of proactive attitude can open doors to advancement, whether through promotions, special projects, or new opportunities that help you grow professionally.
Meaningful connection to your own work is linked to better task performance and a greater willingness to contribute to the overall success of an organization (Christian, Garza & Slaughter, 2011). When you feel that your work matters, you’re more likely to go above and beyond in your daily tasks. This not only increases your own sense of achievement but also positions you as a valuable asset in your workplace, setting the stage for long-term career success.
In everyday terms, viewing your work as more than just a job can transform how you approach challenges. It encourages you to invest your time and skills in ways that are both fulfilling and impactful. Over time, this deep sense of engagement builds a track record of accomplishments, making it easier for you to advance in your career and reach your professional goals. As Timothy A. Judge and Remus Ilies (2002) found in a sweeping meta-analysis, the effects of intrinsic motivation at work often lead to more bonuses, raises, or other financial compensation over the long term.
Work-Life Balance, Relationships, and Personal Fulfillment
The benefits of meaningful work extend far beyond the office walls or your bank balance. When you find purpose in what you do, the positive energy and fulfillment you experience tend to spill over into your personal life. This often leads to a noticeable improvement in overall life satisfaction and a healthier work–life balance. For example, individuals who perceive their work as significant tend to experience fewer conflicts between work and home responsibilities. This harmonious balance allows them to invest more time and energy into personal relationships, hobbies, and self-care, contributing to a richer, more satisfying life.
People who view their work as meaningful report higher levels of overall satisfaction—not just with their jobs, but with their lives as a whole (Steger et al, 2012). The research suggests that when work resonates with your personal values, it creates a ripple effect that enhances many areas of your life. The enthusiasm and sense of accomplishment you gain at work make it easier to bring positivity into your personal relationships and leisure activities.
Similarly, Duffy and Dik (2013) found that seeing work as a calling is linked to more fulfilling personal relationships and a balanced lifestyle. When we see work as a calling, it isn’t just a series of tasks to complete—it becomes a source of inspiration and strength that influences how you interact with friends, family, and even your community. This alignment between professional fulfillment and personal well-being underscores that the quest for meaningful work is as much about enhancing life quality as it is about career success.
In practical terms, this means that nurturing a sense of purpose at work can help create a virtuous cycle: the more fulfilled you feel at work, the more likely you are to enjoy a positive and balanced life outside of it. That, in turn, reinforces your overall well-being and can even boost your productivity and engagement at work, creating a harmonious blend of professional and personal growth.
Discovering Your Calling
Discovering your calling is a personal journey that begins with honest self-reflection, and it never really ends. What calls to us at one stage of life may resonate less later on. Our perspectives evolve throughout life, and our sense of what fulfillment means changes with our personal growth. Not only that, but the world changes around us, transforming not only with technologies and cultural trends but also with new challenges that call for solutions that may be well-suited to our insights and abilities.
In my early career, I felt called by the radical technological transformation all around me, and felt a drive to help people make sense of the new challenges and opportunities of the internet. Over time, that role felt less impactful to me, and I wanted to play a more direct role in driving innovation in tech companies. Now, with a few decades of experience behind me and another wave of radical change emerging with AI, I feel called to help make these new technologies more beneficial to people and make the technology experience feel more human while also helping people find their own meaning and purpose amid all this unprecedented change. Each of these callings speaks to a similar drive within me, and yet each affords a different path to fulfillment than the ones that came before.
Take the time to understand what truly matters to you—your passions, values, and strengths—and use that insight as a guide to finding work that fulfills you on a deeper level. Think of it as tuning in to your inner compass. Ask yourself: What activities make me lose track of time? When do I feel most energized and engaged? What values am I unwilling to compromise on? Journaling your thoughts or even spending a few quiet moments in meditation can help reveal recurring themes about what brings you joy and fulfillment.
The process isn’t about following a strict formula; it’s about exploring what makes you feel alive and satisfied. Whether through reflective journaling, moments of quiet contemplation, or even using guided tools to assess your work values, discovering your calling is about uncovering those elements of work that feel like an extension of who you are. In the end, it’s a journey of self-discovery that can lead to a career—and a life—that truly reflects your innermost aspirations.
Aligning with Purposeful Employers
In tandem with self-reflection, researching potential employers is vital to aligning your work with your inner calling. Studies on person–organization fit (Kristof-Brown, Zimmerman & Johnson, 2005) have shown that when a person’s values align with their company’s culture, the result is often greater job satisfaction and a stronger sense of meaning. Seek out organizations that not only articulate a clear mission but also foster environments where ethical practices and employee growth are prioritized. The quality of leadership is equally important; transformational leaders who inspire and empower their teams create a workplace where purpose can truly thrive (Avolio & Bass, 1991; Judge & Piccolo, 2004).
It’s important to remember that interviewing for a job is a two-way conversation. Don’t pass up the opportunity to get a feel for the company’s mission and vision, what its shared values are, and to what extent leaders and employees actually live up to them. These days, almost every company has some kind of mission and values statement on its careers page, but the extent to which these hold up in daily life within the company can vary widely. I’ve made the mistake of overlooking this important validation step once in my career, and it’s a mistake I won’t repeat. The importance of authentic company culture and actual commitment to a vision and mission you really believe in can’t be overstated.
It’s worth remembering also that the role you play in your own contribution to company culture and values matters at least as much as the ambient culture. With mindful attention to your own mindset, vision, and commitment to making a positive difference each day, you can transform your work experience into something more positive and meaningful while elevating the experience for those around you.
Navigating Career Transitions
For those who find themselves in positions lacking in purpose, the search for a personal calling can be both challenging and transformative. Embracing the journey of exploration—experimenting with new roles, seeking diverse experiences, and engaging with mentors—can gradually reveal the path toward a career that feels authentic and fulfilling. Wrzesniewski and Dutton (2001) introduced the concept of “job crafting,” which encourages individuals to reshape their current roles to better align with their interests and strengths. This proactive approach not only improves your present work experience but also paves the way for clearer long-term career aspirations. Furthermore, when interviewing for new opportunities, asking thoughtful questions about growth opportunities, employee well-being, and the organization’s mission can help determine if a potential employer is the right fit for your pursuit of purpose (Kristof-Brown et al., 2005).
Even post-career (aka retirement), meaningful occupation still matters. Retirement is not simply the end of productive work—it’s an opportunity to reimagine your daily activities and continue engaging in pursuits that bring fulfillment and purpose. Research has shown that when retirees actively participate in activities that align with their passions and values—whether through volunteering, consulting, part-time roles, or even launching a second or third career—they tend to experience higher life satisfaction, better cognitive health, and improved emotional well-being (Morrow-Howell et al., 2003). Retirees who remain active in volunteer roles reported greater overall satisfaction and a stronger sense of purpose compared to those who disengaged from meaningful pursuits. Purposeful engagement during retirement can ease the transition out of full-time work by providing structure, social connections, and a renewed sense of identity (Wang & Shi, 2014). Whether it’s a paid job or volunteerism, retirees who occupy themselves with meaningful work that gives them a sense of purpose and fulfillment live longer, happier lives than those who spend their golden years more idly (Jenkinson et al., 2013).
What This All Means For You
The pursuit of purpose and meaning in work is not merely a professional ambition but a deeply personal journey toward a richer, more balanced life. Research makes it clear: when our work resonates with our intrinsic motivations, it transforms not only our careers but our entire lives (Ryan & Deci, 2000; Steger, Dik, & Duffy, 2012). As you reflect on your own career path, consider how you might infuse your work with greater meaning—whether through self-exploration, seeking the right organizational fit, or actively shaping your role to align with your values. This way, you pave the way not only for professional success but also for a life imbued with purpose.
References
Avolio, B. J., & Bass, B. M. (1991). The full range of leadership development: Basic and advanced manuals. Binghamton, NY: Bass, Avolio & Associates.
Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: A quantitative review and test of its relations with task and contextual performance. Personnel Psychology, 64(1), 89–136. https://doi.org/10.1111/j.1744-6570.2010.01203.x
Duffy, R. D., & Dik, B. J. (2013). Research on work as a calling: Implications for career counseling. Journal of Counseling Psychology, 60(3), 410–424. https://doi.org/10.1037/a0031102
Grant, A. M. (2008). The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions. Journal of Applied Psychology, 93(1), 108–124. https://doi.org/10.1037/0021-9010.93.1.108
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279. https://doi.org/10.1016/0030-5073(76)90016-7
Jenkinson, C. E., Dickens, A. P., Jones, K., Thompson-Coon, J., Taylor, R. S., Rogers, M., Bambra, C. L., Lang, I., & Richards, S. H. (2013). Is volunteering a public health intervention? A systematic review and meta-analysis of the health and survival of volunteers. BMC public health, 13, 773. https://doi.org/10.1186/1471-2458-13-773
Judge, T. A., & Ilies, R. (2002). Relationship of personality to performance motivation: A meta-analytic review. Journal of Applied Psychology, 87(4), 797–807. https://doi.org/10.1037/0021-9010.87.4.797
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768. https://doi.org/10.1037/0021-9010.89.5.755
Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals’ fit at work: A meta-analysis of person–job, person–organization, person–group, and person–supervisor fit. Personnel Psychology, 58(2), 281–342. https://doi.org/10.1111/j.1744-6570.2005.00608.x
Morrow-Howell, N., Hinterlong, J., Rozario, P. A., & Doyle, M. W. (2003). Effects of volunteering on the well-being of older adults. The Journals of Gerontology Series B: Psychological Sciences and Social Sciences, 58(3), S137–S145.
Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78. https://doi.org/10.1037/0003-066X.55.1.68
Steger, M. F., Dik, B. J., & Duffy, R. D. (2012). Measuring meaningful work: The Work and Meaning Inventory (WAMI). Journal of Career Assessment, 20(3), 322–337.
Wang, M., & Shi, J. (2014). Retirement adjustment: A review of research and future directions. The Gerontologist, 54(4), 501–514.
Wrzesniewski, A., McCauley, C., Rozin, P., & Schwartz, B. (1997). Jobs, careers, and callings: People’s relations to their work. Journal of Research in Personality, 31(1), 21–33. https://doi.org/10.1006/jrpe.1997.2162
Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179–201. https://doi.org/10.5465/amr.2001.4378011
