Attitudes Toward Workplace Fun: A Three Sector Comparison

Karl, Katherine; Peluchette, Joy V.; Hall-Indiana, Leda; Harland, Lynn K.

doi:10.1177/107179190501200201

Cited by 120 publications

(138 citation statements)

References 39 publications

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“…While many of these guru prescriptions can be treated sceptically in terms of their translation into organizational practice, there is considerable evidence that the management of fun and play with an emphasis on individual expression has now become quite widespread as Kane (2004) indicates in relation to the rise of the corporate 'play ethic' (also see Karl et al, 2005).…”

Section: Playful Expressions Of Selfmentioning

confidence: 99%

‘Being yourself ’ in the electronic sweatshop: New forms of normative control

2010

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This paper aims to extend research about high-commitment management practices in tightly controlled work environments. It does so by studying developments in normative control in a call-centre. Contra conventional normative controls (which emphasize shared values and collective identification), we observed employees being encouraged to 'just be themselves', especially in relation to lifestyle differences and diverse identities. Although this afforded some important freedoms, we take a critical view. The managerial discourse sought to harness workers' pre-existing identities in a way which captures their 'sociality' (thereby enhancing the quality of interactive emotional labour). At the same time, it detracts attention from the dysfunctions of extant call-centre controls associated with technology, bureaucracy and culture management.Building on a study of workers' experiences, this paper provides an analysis of a significant development in normative control. It presents a critical appraisal of its relationship to conventional controls and shows how 'freedom' in the call-centre and other contexts where such regimes prevail is not all that it seems.

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Section: Playful Expressions Of Selfmentioning

confidence: 99%

‘Being yourself ’ in the electronic sweatshop: New forms of normative control

2010

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“…Fun activities include a variety of social and group activities initiated by the organization intended to promote enjoyment among employees. While a wide variety of activities may be subsumed under this umbrella, the present study will assess the impact of more mainstream activities that are generally perceived favorably, such as social events, team building activities, and public celebrations of achievements and personal milestones (Ford et al, 2003;Karl et al, 2005). Coworker socializing is characterized as coworkers being friendly, outgoing, and social.…”

Section: The Present Studymentioning

confidence: 99%

Fun and friends: The impact of workplace fun and constituent attachment on turnover in a hospitality context

2014

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Extending the growing body of research on fun in the workplace, the present study examined the relationship between fun and employee turnover. Specifically, this research focused on the influence of three forms of fun on turnover-fun activities, coworker socializing, and manager support for fun. With a sample of 296 servers from 20 units of a national restaurant chain in the U.S., coworker socializing and manager support for fun were demonstrated to be significantly related to turnover. In addition, constituent attachment was found to mediate the relationship between each of the three forms of fun and turnover. This research highlights that not all types of fun are equal and demonstrates that one of the key means through which fun influences retention is by facilitating the development of high quality work relationships. Keywordsworkplace fun, constituent attachment, turnover, retention Fun, Attachment, and Turnover 2 Employee turnover is arguably one of the most significant human resource management challenges confronting managers, particularly in the hospitality industry. For example, turnover rates for entry-level employees in hotels and restaurants can easily exceed 50% annually (Hinkin and Tracey, 2000;Tracey and Hinkin, 2008). Such excessive turnover is both costly and disruptive to hospitality enterprises. Managers are confronted with a continuous cycle of recruitment, selection, and training that strains their organizations as costs escalate and productivity losses ensue (Hinkin and Tracey, 2000). Given high turnover and the need to quickly fill vacancies, managers often fall victim to hiring warm bodies, which only compromises the service experience. Not surprisingly, managing employee turnover in the hospitality industry is one of the key concerns that "keeps managers up at night" (Enz, 2001).Given the negative impact of excessive turnover, determining how to promote retention among entry-level hospitality employees is warranted.The vast body of turnover research has illustrated that classic turnover models account for only a modest percentage of variance in turnover behavior, and researchers have emphasized the need for more theoretical contributions tailored to specific contexts (Felps et al., 2009; Holtom et al., 2008;Mitchell et al., 2001). In their extensive review of turnover research, Holtom et al. (2008) identified job level and job type as key theoretical variables that have often been overlooked in research on the turnover process. The present study takes these characteristics into account by focusing on entry-level hospitality employees, who are typically younger workers who perform relatively low-skill, low-pay work in a highly social employment context.The existing body of turnover research has reached consensus on a number of variables that reduce turnover. Griffeth et al.'s (2000) meta-analysis, for example, demonstrated that job satisfaction, leader-member exchange relationships, and role clarity were among the strongest Fun, Attachment, and Turnover 3 predictors of turn...

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“…We also suggest the managers that they don't implement the workplace fun activities aiming to blindly signing up as a "cure" without a clear understanding of what it can and can't do and rather take a look at the academic research on the concept (i.e. Ford, Newstrom & McLaughlin, 2004;McDowell, 2004;Karl, Peluchette, Hall & Harland, 2005;Strömberg & Karlsson, 2009;Fluegge-Woolf, 2014). Finally, we, the researchers want to note that although we believe that workplace fun will be one of those dominant management concepts that survive, it is only in time, we can make sure if the workplace fun initiatives are management fads or fashions.…”

Section: Findings and Discussionmentioning

confidence: 99%

Is "Workplace Fun" a New Management Fashion or Another Passing Fad

Bilginoğlu¹,

Yozgat²

2017

Pressacademia

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Purpose-The aim of the paper is to shed light on the issue whether the fun work environments are of strategic importance for organizations or they are only a new management fad or fashion. Methodology-The research includes a qualitative study (interview with five Human Resource managers and five management consultants) and a quantitative study (surveys with 388 with Turkish private bank employees who work for the headquarters of these banks). Findings-The results of both studies indicate that the respondents do not believe that fun working environments are a management fad or fashion. The paper also provides evidence that there has been a sustained interest in workplace fun that it is quite unlike the other popular management techniques that are suggested as panaceas or quick-fixes for organizations. Conclusion-This study provides evidence that the workplace fun initiatives are neither management fads nor fashions and that they are believed to be one of those dominant management concepts that survive.

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Attitudes Toward Workplace Fun: A Three Sector Comparison

Cited by 120 publications

References 39 publications

‘Being yourself ’ in the electronic sweatshop: New forms of normative control

‘Being yourself ’ in the electronic sweatshop: New forms of normative control

Fun and friends: The impact of workplace fun and constituent attachment on turnover in a hospitality context

Is "Workplace Fun" a New Management Fashion or Another Passing Fad

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