It�s almost impossible to scroll through social media without encountering posts of corporate life. While some are lighthearted, humorous views on shared workplace experiences, there is a troubling number that reflects widespread dissatisfaction, burnout, and a general dread of everyday job tasks. According to Gallup�s 2023 workforce report, 44% of workers experience high stress daily and 21% experience anger (Hess). Additionally, among the four working generations, Gen Z reported exceptionally high levels of dissatisfaction, with 26% saying they are unhappy at work with 17% saying they are considering quitting their jobs (Goleman). This pervasive sense of corporate ennui reflects broader societal issues, including wage stagnation, high expectations, and a lack of meaningful engagement in daily tasks. As the work landscape continues to evolve, it is crucial to examine the factors contributing to this widespread discontent and explore actionable strategies for fostering a more fulfilling work environment for younger generations. 

Image: World Economic Forum�s breakdown of the well-being score among different generations

Corporate Boredom

43% of workers are bored (Kohler). Russian writer Leo Tolstoy described the state of boredom as �a desire for desires,� suggesting a human quest for fulfillment (�Boredom: The Desire for Desires � Leo Tolstoy�). Corporate boredom is the experience of feeling unengaged, unstimulated, and uninterested in work tasks within a corporate environment. Workers �live for the weekend� and after work hours but dread the upcoming Monday. They think fulfillment in life comes solely outside of the workplace. Interestingly, the New Yorker writes that;

�historically, the diagnosis of boredom has contained an element of social critique�often of life under capitalism. The Frankfurt School philosopher Theodor Adorno argued that leisure is fundamentally shaped by �the social totality��and is �shackled� to work, it's supposed opposite: �Boredom is a function of life which is lived under the compulsion to work, and under the strict division of labor.� So-called free time�obligatory hobbies and holidays that reconcile us to the capitalist economy�s coldly regimented workday�is really a sign of our unfreedom.� (Talbot). 

Many individuals experience feelings of discouragement, perceiving themselves as merely "climbing the corporate ladder," prompting them to question the ultimate purpose of their efforts. Adam Grant calls boredom at work "languishing," commenting that �languishing is a sense of stagnation and emptiness. It feels as if you�re muddling through your days, looking at your life through a foggy windshield.� (Grant)

One of the most significant causes of workplace boredom is a lack of stimulation. Often caused by work that is uninteresting or repetitive or that has a lack of passion and meaning in tasks. Corporate boredom can have severe consequences and is a significant factor in why employees leave their jobs. (Soulaima) 

It is a significant challenge for employees to find meaning and motivation in their work, and for employers, it is an equal challenge to create that for their employees.

�When asked where happiness is sourced from, Gen Z said that much of it concerns how passionate they feel about their work and how their work environment brings out the best in them. In other words, this generation � just entering the workforce � needs to feel like their interests, values, talents, and abilities are being expressed within the scope of their day-to-day responsibilities.� (Goleman).

Causes for Unsatisfaction

One common factor of unrest for young adults working in corporations is high expectations from the top with little reward. Many employees wish to do well in their jobs and be acknowledged for jobs well done. Traditional management wisdom holds that setting high standards for employees is beneficial. However, when employees cannot meet these standards, they can become a source of frustration, leading to resentment and untapped potential (Carucci). Employees today are under intense pressure to meet goals. Despite what many organizations say, there is always an underlying pressure for employees to be available emotionally, mentally, and physically for their jobs constantly, and young employees want to look like good employees. Not meeting these high expectations can lead to not receiving rewards, and sometimes rewards from management do not align with the needs of employees.

Another factor disparaging workers and creating unhappiness is wage stagnation versus the cost of living. Many Millennial and Gen-Z workers are concerned about never being able to afford a home in their lifetime, which makes them question the worth of their efforts at work. Employees feel that though the cost of living is increasing, their wages do not reflect the inflation the economy is experiencing and are finding it difficult to make ends meet. (Lam) Data from McKinsey and Company in October 2022 indicates that employed Gen Z individuals are more likely than their counterparts to feel that their pay does not provide a �good quality of life� in today�s economy, with 26% of them expressing this sentiment compared to 20% of other respondents. The repercussions are already noticeable: Gen Z saves significantly less money, and a higher percentage live paycheck to paycheck. They also face more significant challenges than other generations in achieving key milestones such as home ownership. In the U.S., for example, approximately 34% of Americans do not own a home and do not expect to in the future, but this concern is even more pronounced among young people, with 59% of those aged 18 to 24 expressing this view, compared to just 29% of those aged 29 to 34. (Carnegie)

Research shows that Gen Z is becoming the most stressed demographic in the workplace, facing significant challenges in managing this pressure. Nearly a quarter of Gen Z respondents (23%) report unmanageable stress levels, and almost all (98%) are experiencing symptoms of burnout (Carnegie). Factors include corporate lethargy, salary discrepancy and economic instability, high expectations and overwork, redundant assignments, and lack of motivation. All these pressures and fears add up to feelings of burnout.

Corporate Culture

Corporate culture plays a significant role in employee satisfaction and comfort at work and retention rates. Culture can become a company�s most outstanding liability when it doesn�t need to be. When a company�s environment is formal instead of friendly, management prioritizes titles, hierarchy, age, and experience, coworker relationships feel exclusive, and if employees hesitate to voice concerns about unrealistic goals or other discomforting issues, it can indicate workplace toxicity (Ryan). Additionally, if rewards appear superficial or merely performative, these are further signs of a problematic organizational culture.

Tips for Employers

There is no correct answer when it comes to ensuring employees are content in their positions, but there are several steps organizations can take to ensure that employees are being seen in their circumstances.

Organizations can take several steps to ensure that employees feel recognized in their circumstances:

1. Develop a Relevant Corporate Culture: Create a corporate culture that genuinely reflects the context of your business. Shift from �abstraction to action� by eliminating clich�s and addressing real challenges. Ensure that management aligns with organizational goals related to culture (Meyer).
2. Invest in Employees: Foster an environment where everyone feels comfortable. Manage high-pressure situations to prevent burnout and invest in the well-being of your workforce.
3. Set Clear and Realistic Goals: Provide employees with clear goals that are aligned with organizational objectives while also being realistic and attainable.
4. Encourage Open Communication: Establish a safe space for employees to voice concerns about their ability to meet goals without fear of repercussions.
5. Promote Work-Life Balance: Recognize that employees should not be expected to be committed to their jobs around the clock and cultivate a culture where this expectation is not implied.
6. Understand Generational Differences: Acknowledge that Millennials and Gen Z workers have different behaviours, work ethics, and motivations than previous generations. They are driven by a desire to make a positive impact through their work (Arnett).
7. Provide Growth Opportunities: Offer meaningful growth and learning opportunities that genuinely support employees� personal goals rather than merely serving as performative gestures.
8. Support Work-Life Integration: Provide resources that facilitate work-life balance, focusing on "an alignment that fosters flexibility, creativity, and authenticity" (Pfeffer).
9. Communicate Regularly: Maintain open lines of communication with employees through regular one-on-one meetings to gather direct feedback and gauge their interest and job satisfaction.
   

The challenges facing young workers in corporate environments are complex and multifaceted. As organizations look to the future, companies need to adapt to the evolving needs of their employees, ensuring that work is not merely a means to an end but a source of inspiration and fulfillment. Ultimately, a commitment to understanding and responding to the unique challenges younger generations face will be vital to cultivating a thriving workplace where all employees can flourish.

Works Cited:

Arnett, Jeffrey. �What Really Motivates Workers in Their 20s.� Harvard Business Review, 25 Aug. 2015, hbr.org/2015/08/what-really-motivates-workers-in-their-20s.

�Boredom: The Desire for Desires � Leo Tolstoy.� Quotes of the Owl, 4 Aug. 2023, quotesoftheowl.com/boredom-the-desire-for-desires-leo-tolstoy/. Accessed 3 Nov. 2024.

Carnegie, Megan. �Are Gen Z the Most Stressed Generation in the Workplace?� Www.bbc.com, 16 Feb. 2023, www.bbc.com/worklife/article/20230215-are-gen-z-the-most-stressed-generation-in-the-workplace.

Carucci, Ron. �Are Your High Expectations Hurting Your Team?� Harvard Business Review, 15 Jan. 2019, hbr.org/2019/01/are-your-high-expectations-hurting-your-team.

Clayton, Sarah. �6 Signs Your Corporate Culture Is a Liability.� Harvard Business Review, 5 Dec. 2019, hbr.org/2019/12/6-signs-your-corporate-culture-is-a-liability.

Expert Panel. �Council Post: 13 �Right� Ways for Leaders to Set Expectations with Employees.� Forbes, 12 Aug. 2024, www.forbes.com/councils/forbescoachescouncil/2021/11/24/13-right-ways-for-leaders-to-set-expectations-with-employees/.

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Grant, Adam. �There�s a Name for the Blah You�re Feeling: It�s Called Languishing.� The New York Times, 19 Apr. 2021, www.nytimes.com/2021/04/19/well/mind/covid-mental-health-languishing.html.

Hess, AJ. �Why Are Workers so Sad? These Researchers Offer Clues�and Recommendations.� Fast Company, 8 Apr. 2024, www.fastcompany.com/91087395/why-are-workers-so-sad-these-researchers-offer-clues-and-recommendations.

Kohler, Lindsay. �Why Boredom at Work Is More Dangerous than Burnout.� Forbes, 2022, www.forbes.com/sites/lindsaykohler/2022/07/26/why-boredom-at-work-is-more-dangerous-than-burnout/.

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Talbot, Margaret. �What Does Boredom Do to Us�and for Us?� The New Yorker, 22 Aug. 2020,www.newyorker.com/culture/annals-of-inquiry/what-does-boredom-do-to-us-and-for-us.

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