A Korean telenovela that left a lasting impression on me is Misaeng: Incomplete Life. I was drawn to the character of Jang Geu-rae (played by Yim Si-wan), a young man who struggled to find a stable job in the corporate world after his career as a professional baduk (Go) player ended abruptly. Landing an internship at One International despite his lack of formal education, Geu-rae quickly faced the harsh realities of corporate life. He had to deal not only with the rigid, hierarchical corporate culture but also with the demanding expectations of his bosses and colleagues.
Eager to prove himself, Geu-rae worked hard and used the natural intelligence he honed as a baduk player to overcome the challenges that came his way. Gue-rae slowly adapted and learned from the people around him, including his mentor Oh Sang-sik (played by Lee Sung-min), a tough yet caring department head who brought out the best out in the young intern.
In one scene, Geu-rae expressed his frustration. He felt like he is falling short of expectations and is unable to achieve his full potential. In response, Sang-sik reminded Geu-rae of the baduk terms “misaeng” (incomplete life) and “wanseng” (complete life). “We are all still incomplete lives,” he said.
This dialogue captures a central theme of Misaeng that work, life, and identity are in a state of flux – full of struggles and unfulfilled desires. Given our imperfections, though, these struggles allow us to grow, learn, and ultimately find meaning in the work that we do and in the lives that we live. I think that this idea of “misaeng” is what motivates us to embark on a life-long journey of self-fulfillment.
How does meaningful work contribute to self-actualization?
This brings us to the question that some business scholars have attempted to answer: Is work a means for achieving self-actualization? In other words, “does work complete us?”
Edward Deci and Richard Ryan, the proponents of Self-Determination Theory (SDT), argued that humans have three basic psychological needs: (a) autonomy or feeling in control of one’s actions; (b) competence or feeling effective and capable; and (c) relatedness or feeling connected to others. When these needs are satisfied through work, individuals are more likely to experience positive outcomes such as engagement, satisfaction, and well-being, all of which could contribute to feeling fulfilled in meaningful way.
In what specific ways do meaningful work contribute to the process of realizing and fulfilling one’s potential?
Aligning work with personal values. When work reflects what we care about deeply, such as helping others or creating something innovative, it fosters a sense of fulfillment that contributes to a complete sense of self.
Fostering a sense of purpose. Knowing and feeling that one’s efforts are contributing to something larger than oneself can drive individuals to persevere and to pursue their potential, even in the face of challenges.
When work reflects what we care about deeply, such as helping others or creating something innovative, it fosters a sense of fulfillment that contributes to a complete sense of self.
Encouraging learning, mastery, and growth. Tasks that require skill development and problem-solving push individuals to grow professionally and personally, enhancing their sense of competence and self-worth.
Building stronger connections with others. When individuals feel that their work is making a difference, they often develop a sense of community, which contributes to a broader sense of belonging.
Promoting autonomy and control. Having control over one’s work, pursuing ideas freely, and making important decisions are all linked to a sense of empowerment and personal development.
Creating a lasting impact and legacy. Meaningful work often provides individuals with the opportunity to contribute to something that outlasts their career. Contributing to something greater fosters self-actualization.
Lessons for managers
The points above offer several important lessons for business owners and human resource managers. Some concrete actions that they can take are as follows:
1. Ensure that employees’ roles align with their personal values and broader life purposes. Facilitate open conversations with employees about their individual goals and passions and create roles or projects that allow employees to integrate their values with their work.
2. Regularly assess employees’ career aspirations and skills gaps and offer learning and development opportunities that will help them reach their full potential.
3. Create a work culture that allows employees to express their authentic selves. Allow employees to take ownership of their work and find ways to leverage their strengths.
4. Promote autonomy and empowerment by involving employees in goal-setting and problem-solving. Give them opportunities to take ownership of projects and tasks, and implement flexible work arrangements (e.g., remote work or flexible hours).
5. Provide employees with opportunities to contribute to broader company goals. Let them know how their work is making a difference not only to the company but also to the larger community.
Raymund B. Habaradas is Full Professor at the Department of Management and Organization of the Ramon V. del Rosario College of Business of De La Salle University (DLSU). He is also the holder of the Ramon V. del Rosario Academic Chair in Entrepreneurship. He can be reached at rbhabaradas@yahoo.com.
The views expressed above are the author’s and do not necessarily reflect the official position of DLSU, its faculty, and its administrators.
