ENG 122 Module 5-2 Revised 1st Draft Critical Analysis (revised)
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Apr 3, 2024
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First Draft of the Critical Analysis Essay (Revised)
Joseph Gilstrap
Southern New Hampshire University
ENG 122-English Composition
Instructor Rachael Krajna
December 1, 2023
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First Draft of the Critical Analysis Essay (Revised)
In today’s world, finding fulfillment and meaning in the workplace is crucial. Barry Schwartz's article “Rethinking Work” challenges the conventional views of work primarily motivated by financial compensation. The author constructs a compelling case against the traditional mindset of work, and how it overlooks the human desire for meaningful engagement. Schwartz offers a critique of traditional views on employment while persuasively arguing for a shift toward prioritizing the significance of meaningful engagement in the workplace. By using evidence found in real-life instances, studies, and industry comparisons, Schwartz argues that prioritizing meaningful engagement and personal fulfillment in the workplace over financial compensation fosters happier, more productive employees.
People can feel dissatisfied with their jobs for a variety of reasons, one common reason is a lack of autonomy and control over their work. If employees are constantly micromanaged and not given the freedom to make decisions or contribute their ideas, it can lead to a sense of dissatisfaction and disengagement. In the article, the author references a Gallup poll that found nearly 90 percent of workers were not engaged or actively disengaged from their jobs (Schwartz,
2015). The lack of autonomy and opportunities for growth can significantly impact job satisfaction. Schwartz argues that the lack of these two factors can lead to decreased motivation, engagement, and overall job satisfaction. Feeling micromanaged and not having the freedom to make decisions or contribute ideas can be demoralizing. Similarly, Schwartz emphasizes that limited opportunities for growth and development can also contribute to dissatisfaction. When individuals feel stuck in their roles without any path for progression or development, it can lead to feelings of stagnation. The author suggests that organizations and managers should strive to
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provide employees with more autonomy and opportunities for growth to enhance satisfaction within the workplace (Schwartz, 2015).
Finding meaning and fulfillment within the workplace is extremely important. Schwartz contrasts the views of Adam Smith, that people are inherently lazy and only work for pay. He also states that most people do not recognize themselves as wage-driven idlers (Schwartz, 2015). Work should not be just about earning a paycheck, but about deriving a sense of purpose and personal growth. A key point in the article is that when people find meaning in their work, it can lead to increased motivation and productivity (Schwartz, 2015). With the feeling of being connected to the purpose behind their task, they are more likely to put in their best effort and feel
a sense of fulfillment. When work aligns with employees’ values and passions, they can pursue what matters to them. This could lead to a more meaningful and rewarding career. The author suggests that finding meaning in the work that people do can positively impact their overall well-
being (Schwartz, 2015). This can contribute to an employee’s sense of identity, self-worth, and life satisfaction. With a sense of fulfillment in their work, it could spill over into other areas of the person’s life, creating a more balanced and fulfilling existence.
“Rethinking Work,” offers an interesting perspective on reevaluating people’s approach to work. Schwartz incorporates examples such as the hospital custodians helping patients and assisting professional staff despite it not being mentioned in their job duties (2015). The custodians also stated that these actions were the reason they got up and came to work each day (Schwartz, 2015). The author does this to show his audience the influence human nature has within the workplace. This example supports his argument that people want more out of their jobs than financial compensation. He also references studies like companies across 136 different industries that found that companies that placed a high value on human resources were twenty
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percent more likely to survive at least five years than those that did not. In the case of steel mills,
the comparison showed differences in success based on management practices. Additionally, in the study of United States apparel manufacturers, companies with enlightened management practices experienced over fifty percent higher sales growth than those adhering to traditional methods (Schwartz, 2015). These studies further support his claim that meaningful engagement is beneficial for companies as well as their employees. These examples and references give readers different angles to consider that are backed by evidence, potentially changing their views
on the concept of work.
In evaluating Schwartz’s article, it is evident that his article effectively highlights the desire people have for meaningful work. The use of real-life instances such as the Hospital custodian and the group of college students working as phone solicitors raising money highlighted how a deeper sense of purpose can lead to increased motivation and productivity (Schwartz, 2015). These examples along with references to different studies enhance the persuasiveness of his argument. However, the article leans heavily on evidence and specific professions, potentially limiting its ability to reach a broader range of readers. While the author's call for a reevaluation of work values is compelling, the article could benefit from more exploration of potential challenges in such changes across various work settings. Additionally, Schwartz addresses the impact on job satisfaction but could delve deeper into the implications of emphasizing meaningful engagement and acknowledging potential trade-offs or challenges in certain industries. Despite these considerations, the article succeeds in prompting readers to reconsider the value of work beyond financial compensation.
Prioritizing meaningful engagement in certain work settings and industries could face challenges. One issue is that jobs might become more complicated, which could slow production
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down in workplaces that need simple and quick processes. Also, some industries might struggle with allocating funds to programs to make work more engaging, especially if they usually focus on saving money. Balancing between meaningful work and efficiency might be a challenge in jobs where routine tasks are an essential part of the work. Moreover, resistance to change and skepticism about the benefits of meaningful engagement could also pose challenges, especially in industries with long-standing work structures. Addressing these challenges, it is important to carefully think about and plan for potential challenges to ensure that trying to make work more meaningful fits well with each industry and job environment.
In conclusion, Schwartz’s article makes a strong case for valuing work beyond a paycheck. While the real-life instances and the studies he shares paint a vivid picture of the benefits of meaningful work, it is essential to consider that these examples may not apply to every job. Despite this, Schwartz effectively encourages his readership to rethink how they view work satisfaction. By calling for a reevaluation of work, he prompts readers to see the value of finding purpose and meaning in what they do, making his article a thought-provoking read on the
importance of job satisfaction.
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References
Schwartz, B. (2015, Aug 30). Rethinking Work: Is it human nature to hate your job? On the contrary.
New York Times (1923-)
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