Have you ever come home from work feeling completely drained, even though you didn’t do anything physically exhausting? Surprisingly, this feeling is often less about the amount of work we do and more about the nature of the work and the structure of our jobs.

In today’s world, most people spend nearly a third of their lives at work. Yet many jobs are structured in ways that leave people bored, stressed, or disconnected. It is understandable that jobs needn’t be fun, but they also don’t need to be frustrating. Even when people choose careers that they are passionate about, many gradually lose that passion and end up leaving the very jobs they once worked day and night for.

This often happens because of how jobs are structured, how tasks are organised, and whether people feel they have control and meaning in their work. All of this affects employee productivity and happiness.

Consider a job in which someone performs the same task every day, such as working in a print shop or performing desk work with minimal interaction. By contrast, consider someone who works in the same office but has the opportunity to handle customers, collaborate with colleagues, and help resolve issues. Although both roles are in the same office, the second feels more engaging because it offers greater variety and responsibility. The difference lies in the job design.

Job design essentially involves organising duties, responsibilities, and decision-making processes within a workplace. Workplace satisfaction depends on these fundamental aspects, which, when met, enhance a sense of fulfilment at work. Incorporating a variety of daily tasks helps prevent monotony.

Recognising the importance of the work being performed contributes to overall job satisfaction. And finally, the freedom to make decisions rather than being told what to do at every step. This, along with regular feedback, will significantly improve employee productivity and overall well-being.

These simple elements might seem small or even obvious, but if no conscious effort is made to ensure their presence, work quickly becomes draining and irrelevant. When they are present, even demanding jobs begin to feel meaningful and worthwhile. When work engages our minds, it naturally becomes less tiring.

People seldom experience burnout simply from working hard. Instead, burnout occurs when their efforts seem futile or when they have little control over their tasks. Many assume that salary is the biggest factor in job satisfaction. Of course, fair pay is necessary, but beyond meeting the basic needs, money doesn’t guarantee anything. That’s why many people earning high salaries feel dissatisfied with their lives and work.

Good job design is not just about employee well-being. It is also beneficial for the organisation. When employees feel connected to their work, they put in genuine effort to complete the task rather than merely doing the minimum. Reflect on the last time you exerted yourself at work or observed a colleague do so. Then, revisit the effort you’re currently putting in to identify any changes. Is it the nature of the job, or is there another reason?

To implement the improvements, organisations need to make minor changes to their processes. They should rotate jobs among employees whenever possible and allow staff to engage in creative work rather than perform repetitive, monotonous tasks. Additionally, they need to avoid micromanaging and trust that their employees will complete the task.

If organisations want to grow, they need to consider how to better treat their employees to unlock their full potential, rather than focusing solely on keeping them in the office for long hours and making them work.

Ultimately, job design is not just a management concept. It is closely tied to mental well-being. Work that allows people to use their abilities, make decisions, and see the impact of their efforts supports both productivity and emotional health.

Here is something to consider. If work often feels exhausting or uninspiring, ask yourself whether the issue lies not in how hard you work, but in how your work is structured. And if you are in a position to influence others’ work, consider how small changes could help people feel more valued and motivated.

Work will always be part of life. The real challenge is ensuring that it supports well-being rather than depleting it. Perhaps the next step is to initiate conversations in workplaces about designing jobs that not only get work done but also help people feel engaged while doing so.