If on some Friday nights, upon coming home to an empty home, you find yourself struggling to make sense of your job, then you’re not alone. A recent study found some workers are actually thinking the same way, but with varied reasons.

In sociologist Simon Walo’s study, published in the journal Work, Employment and Society, 19% or about 1 in 5 of the 1,811 respondents, said they rarely, if at all, felt their jobs were “making a positive impact on community and society” or that they were “doing useful work.”

The findings also showed workers in the realm of finance and sales, particularly office assistants and managers, were more inclined to think their jobs were “socially useless.”

Read More: The quest for meaningful work: More Singaporeans seek purpose-driven careers

Why employees think work is pointless

The first and most common theory, often called the “bullshit jobs theory” by US anthropologist David Graeber, posits some jobs are objectively useless. They do not produce any goods or services that are actually needed or wanted by society. Researchers found people who work in these types of jobs are more likely to report feeling socially useless.

The second theory is that people feel alienated from their jobs, which makes them seem useless. People do not feel connected to the work they do, or they do not feel like their work is meaningful. Researchers found people who feel alienated from their jobs are also more likely to report feeling socially useless.

The study found Graeber’s theory was more strongly supported by the data. However, the researchers also acknowledged other factors, such as alienation, can influence how people view their jobs. This suggests the nature of work itself can play a role in how people feel about their jobs.

Read More: Southeast Asians on a quest for meaningful work

What can be done to help people feel connected to their work

Despite such findings, there are ways to help people feel more connected to their work. For example, employers can create jobs that are meaningful and challenging, and they can provide opportunities for employees to connect with their colleagues and customers.

Here are some starting points employers may want to consider:

• Create jobs that are meaningful and challenging
• Provide opportunities for employees to connect with their colleagues and customers
• Give employees a sense of ownership over their work
• Provide opportunities for employees to learn and grow
• Recognise and reward employees for their contributions

What purpose-driven work means for organisations

When employees feel like their work is meaningful, they are more likely to be productive and engaged. A study by Gallup found employees who feel connected to their company are seven times more likely to be productive and six times more likely to be engaged.

Moreover, when workers feel like their work is meaningful, they are less likely to leave their jobs. Research from the Society for Human Resource Management showed employees who feel connected to their company are 50% less likely to leave.

Workers are also more likely to provide excellent customer service if they find meaning in their job. The American Express Customer Service Index found companies with engaged employees have customer satisfaction ratings 12% higher than companies with disengaged employees.

In addition to the points above, there are a number of other reasons why employers should make an effort to help people feel more connected to their jobs.

When employees believe their work is meaningful, they are more likely to be happy, healthy, and successful. This can lead to a number of benefits for both employers and employees.

The takeaway? Fostering a sense of purpose at work isn’t just about individual well-being; it’s a strategic imperative for organisations aiming to thrive in an increasingly complex and competitive world.

By investing in creating a workplace where employees feel valued, heard, and empowered, companies can unlock a powerful source of motivation, innovation, and ultimately, sustained success.