Many programmers might feel this way: staring at a computer screen and typing lines of code can feel like running an endless marathon. Over time, exhaustion sets in, and the sense of monotony becomes hard to ignore.

Some companies try to counter this by implementing "closed-door development" models, isolating programmers from external distractions to help them focus solely on their coding tasks. This approach has been widely adopted in the tech industry, known for enhancing efficiency and fostering innovation. However, it also comes with challenges, notably a decline in employee engagement and willingness to participate.

Focusing on the context of "closed-door development", a team from School of Management, Zhejiang University, led by Professor JIN Yan, along with doctoral student PENG Yixuan and MBA student CHEN Jinlai, delved into why programmers often lack the willingness to engage. Their findings pointed to a critical issue: The loss of a sense of purpose in their work.

Through detailed interviews with frontline employees at a tech company using the closed-door development model, the team explored the core components of what makes work meaningful for programmers. By connecting these insights with practical management strategies, they proposed and implemented improvements that significantly enhanced the sense of purpose among programmers, leading to positive outcomes.

The team conducted an in-depth study at a data intelligence company founded by university students in 2010 and listed on the Shenzhen Stock Exchange’s Growth Enterprise Market in 2019. The company had relied on closed-door development since its early days, successfully launching several flagship products. However, as the company expanded and younger employees joined, enthusiasm for closed-door development waned.

Management was puzzled. In the startup’s early days, employees were eager to participate in closed-door development despite limited resources. Now, with improved facilities and support, new hires showed resistance. Why?

The study revealed that younger programmers lacked a sense of connection and purpose in their work. They were skeptical about the value of their contributions and struggled to see their impact within the organization and beyond.

A lack of meaning in work often leads to burnout, fatigue, and a deeper sense of questioning one’s value and role. But what defines meaningful work, especially for programmers?

Most of the research on the meaning of work can be summarized in a two-dimensional model. From the perspective of the subject of behavioral orientation, it can be divided into self and other; from the perspective of behavioral motivation, it can be divided into independence and connection.

Based on the two-dimensional model of work meaning, YAN Jin’s team has extended and developed the dimensional model of programmers’ work meaning, which divides programmers’ work meaning into two dimensions and four parts: contribution to others, Identification with the organization, Focus on competence, and Self-growth.

The company recruited 20 young programmers who had participated in the development of closed projects. The average age was 27.4 years. The research team conducted semi-structured interviews of about one hour each and created a model for the programmers’ feeling that their work was important (see Figure 3).

Figure 3 | Source of programmer’s job meaning

Through interviews, the team identified key traits of programming jobs: high cognitive demands, a predominantly younger workforce, rapid technological changes, and finely divided work modules. These characteristics often leave programmers feeling disconnected from the bigger picture, reducing their sense of purpose.

The study extended a theoretical model of meaningful work to programmers, outlining four dimensions:

 - Contribution to Others: Feeling that their work benefits colleagues or society.

 - Organizational Identity: Belonging to a team with mutual support.

 - Focus and Competence: Clarity in tasks and confidence in execution.

 - Personal Growth: Opportunities for learning and self-improvement.

Based on the above four dimensions, YAN Jin’s team designed incentives for programmers’ sense of work significance based on detailed interviews over a period of six months, in order to better match and stimulate programmers’ intrinsic work motivation.

In response to these four needs, the team developed a management improvement strategy for the surveyed company and carried out targeted designs at different stages of the project (see Figure 4).

Figure 4 | Project phase flow chart

Recruitment Stage: Highlight Value

 - Assess and Communicate Project Value: Establish a project evaluation committee to ensure closed-door projects focus on innovation and high impact, avoiding routine tasks.

 - Pre-launch Engagement: Begin mobilizing employees three weeks before project start. Instead of assigning tasks top-down, allow programmers to propose projects and choose roles, fostering ownership and understanding of the project’s value.

Preparation Stage: Create a Focused Environment

Tailored Workspaces: Provide quiet, distraction-free environments with strong logistical support, such as meals and recreational activities.

Flexible Schedules: Divide annual projects into shorter, monthly phases, allowing employees to maintain work-life balance with weekend visits home or team outings.

Execution Stage: Provide Timely Feedback

Daily Check-ins: HR facilitated progress updates and open discussions about challenges, ensuring issues were promptly addressed.

Leadership Involvement: Senior leaders participated actively, offering guidance and resources. Mid-project reviews helped teams recalibrate their goals.

Closure Stage: Celebrate Achievements

Project Presentations: Teams presented results in structured reports, receiving recognition and awards during the company’s annual meeting.

Ongoing Support: Successful projects continued receiving funding and development opportunities, reinforcing programmers’ sense of accomplishment.

After implementing these measures in 2022, the company saw significant improvements in programmer engagement during closed-door projects. The model became a normalized innovation activity, driving the development of new products and providing a valuable blueprint for other companies facing similar challenges.

These strategies highlight the importance of aligning work with employees’ sense of purpose—ensuring they not only feel productive but also deeply connected to the value of their contributions.

- We thank Professor JIN Yan and his team for their research and contributions to advancing practical strategies for improving employee engagement and productivity.

- You can read the original article in Chinese  here