Definition and main principles of Human Sustainability (HS) - The principle of meaningful work

“Human sustainability is when organisations respect human beings as free, rational and responsible, include them in policy formulation and decision-making and encourage them to build mutual respect with all persons within and beyond their organisations” (Meleti, 2020, p. 36).  The main principles of human sustainability are the following: information, participation in decision-making, meaningful work, fair promotion, selection and evaluation, and respect (Meleti, 2020). This blog aims to briefly explain the principle of meaningful work in the organization (Meleti, 2020).

The type of meaningful work or even its existence in an organization indicates the existence of human sustainability. In a respectful organizational environment employees are provided with meaningful work, which is a "moral requirement" (Bowie, 1998b). Meaningful work should have the following traits: an individual is entered without constraint; the worker is permitted to enact their "autonomy" and self-governance; the worker is permitted to evolve their potential; a salary is given adequate for physical well-being; the moral growth of the members of staff is reinforced; and, it is not "paternalistic," meaning that it does not dictate to members of workforce of how they ought to act in order to be happy and successful (Bowie, 1998b). The strengthening of the "rational capacities" of employees, is also fundamental for meaningful work (Hill, 1992).

My analysis of the interview material indicates that meaningful work is limited in the University. The analysis examines the following themes that indicate the type of meaningful work in the University: autonomy, job control and flexibility, workload, tasks and responsibilities, job security, salaries and human development (Meleti, 2020). Research shows that there are differences in job control that are related to the "job rank". Thus, British employees at higher ranks had greater control in their jobs and higher autonomy (Pfeffer, 2018). Most participants in my research both academics and administrators perceived their managers to have greater control and autonomy than themselves in the job who primarily had autonomy regarding practical (i.e., plan a lecture, do a spreadsheet) rather than strategic matters (i.e., regarding organizational policies). Research shows that work is important and fundamental but a high workload is not positively related to meaningful work because the work becomes "unmanageable" (Kinman & Jones, 2004). The analysis also suggests an infrequent and inadequate training in the University which discourages meaningful work (Meleti, 2020) and consequently human sustainability (Meleti, 2025). Task variety is also important for meaningful work (Pratt & Ashforth, 2003) according to research but this is also getting more limited in the University, especially for administrators who primarily have to "tick the various boxes" regarding the ever growing specialised tasks (i.e., instead of dealing with different issues in the department now they work in hubs where each administrator is doing a specific task) (Meleti, 2020). Job security is also another component of meaningful work according to research (Pfeffer, 1994) and although academics still feel that their jobs are secure the administrators do not feel that way, especially after restructuring where various colleagues lost their jobs (Meleti, 2020). Research shows that job insecurity can result in "lowered commitment, morale and motivation" (Tytherleigh et al., 2005, p. 57). Last but not least, salaries are significant for meaninful work and research shows that high salaries are part of a respectful organization that is interested on its people, and aim to enhance their independence and self-respect because a "living wage" is not enough (Bowie, 1998a). Reseach in higher education shows that academic salaries have fallen" (Taberner, 2018). My analysis also suggests that the salaries of both academics and administrators are lower in the recent years and even lower to other universities in the United Kindgom (Meleti, 2020).

In conclusion, in this blog I briefly explained the principle of human sustainability named "meaningful work." Thus, if there is provision of meaningful work (i.e., work that provides autonomy, job control and flexibility, workload, tasks and responsibilities, job security, high salaries, and good training/human development) to employees in the organization it is more likely to enhance human sustainability in the organization and if there is not provision of such type of meaningful work it is more likely to discourage human sustainability in the organization (Meleti, 2020).

Key take away for managers: Managers who want to enhance human sustainability in their organizations should encourage the provision of meaningful work to its employees. For example, they should care about providing them with work they can have a certain amount of job control and autonomy, work that includes training for their tasks but also for their overal development, flexibility of working hours, a manageable workload, a good degree of job security and high salaries. An organizational environment with provision of meaningful work to its employees is more likely to enhance human sustainability, whereas an organizational environment with a limited or non-existent provision of meaninful work to its employees is more likely to discourage human sustainability in the organization.