Introduction: In the wake of profound geopolitical, social, and environmental changes, the structural and procedural dimensions of work are rapidly transforming, requiring organizations to continuously adapt. On the social side, the relationship between individuals, work, and organizations also appears to be shifting: work is often experienced as less central to personal identity than in the past. While this phenomenon is commonly attributed to younger professionals, evidence suggests that it also concerns more senior employees with high levels of responsibility and expertise.
Purpose: This study investigates, on one hand, the dynamics that currently shape how individuals construct meaningful work, considering both the organizational role they occupy and their generational background; on the other hand, how organizations contribute to this construction of meaningfulness.
Method: A qualitative-interpretative design was employed. Forty professionals from ten organizations participated, representing four organizational roles: CEOs, top managers, middle managers, and junior employees. These roles were selected to encompass the different generations. Data was collected through semi-structured interviews and focus groups, and analyzed using Reflexive Thematic Analysis, supported by NVivo software.
Results: Three transversal themes emerged as central to meaningful work across all groups: (1) perceiving the value of one's work contribution within the organizational context, (2) receiving recognition, and (3) experiencing flexibility. Alongside these elements, role- and generation-specific differences were observed regarding the impact of technology on work and relationships, management's awareness of emerging organizational challenges, and motivational drivers.
Conclusions: The reconfiguration of meaningful work includes both cross-cutting and role-specific elements. Organizations need to strengthen social and relational dimensions alongside technical ones to sustain meaningful work, with implications for leadership development, HR practices, and organizational sustainability.