In Outliers, Malcolm Gladwell identifies three qualities that work has to have to be satisfying: autonomy, complexity, and a connection between effort and reward. As Gladwell writes, “Work that fulfills those three criteria is meaningful.”

The three criteria would also be a good answer to the Baldrige Criteria’s Organizational Profile question that asks: “What are the key factors that motivate them [employees] to engage in accomplishing your mission?”

Ultimately, their work must have meaning. Baldrige Award recipients are able to connect the mission and vision of their organizations with the daily work of their employees. Their visions are shared visions that allow every employee to feel connected to the direction the organization is heading.

Baldrige organizations also excel at providing autonomy, complexity, and the link between reward and effort. Unlike traditional command-and-control hierarchies, their flat structures give employees more control over how their work is done. By engaging employees in managing and improving processes, participating on teams, and developing their careers, Baldrige organizations make work interesting, engaging employees by offering satisfying work.

The data show that more engaged and satisfied employees produce more satisfied customers—or healthier patients or better educated students or happier constituents—and that, in turn, improves bottom-line results, whatever your organization’s bottom line might be.

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