To reduce the effect of increasing workplace-related stress, many employers have adopted fun in the workplace. Despite its effectiveness, critics argue that with the implementation of the initiative some employees have been left emotionally exhausted[j1]. Some researchers have asserted that implementation of the program has led to more harm than good (Bolton & Houlihan, 2009). Bolton believes that with the increase in global competition, employers require employees to be efficient and to increase their productivity (Bolton & Houlihan, 2009). Through this, the employees have been required to put more effort into the success of their organizations. By doing so, workplace-related conflicts have been on the rise. According to Bruce, work-related stress and conflicts can be counteracted by adopting fun in the workplace (Bruce, 2006).
However, the researcher warns that the initiative should be implemented appropriately to minimize its negative effects. Opponents of the initiative allege that the initiative has forced some of the workers to have fun when they are not in the mood (Bolton & Houlihan, 2009). For instance, through the initiatives, the employees are required to smile even when they do not feel contented. Other researchers believe that if fun in the workplace is not effectively managed it will lead to decreased productivity. According to the researchers, fun in the workplace should add value to organizations’ day-to-day activities. The researchers believe that fun may detract productivity[j2].
Based on the above illustrations, it is apparent that the lack of appropriate information about fun in the workplace by the employers and the employees is of concern. Through this research, the myths associated with the adoption of fun in the workplace will be discredited[j3]. A number of kinds of literature have supported the adoption of fun in the workplace. According to some researchers, the initiative will enable the employees to develop a positive staff culture, boost their morale and motivation, enhance employer and employee relationships, improve teamwork, boost employee satisfaction, help attract and retain the best people, and improve customer satisfaction (Tews, Michel & Bartlett, 2012).
Similarly, the researchers believe that the initiative will enhance creativity and problem solving, resolve conflict and difficult issues, and augment productivity and performance (Tews, Michel & Bartlett, 2012). According to Russo, if employees are allowed to have fun in the workplace they will work harder, stay longer at the workplace, uphold their composure in an emergency, and work with the benefit of improving the organization (Russo, 2010). Similar research shows that when managers adopt fun in the workplace, there is a noteworthy increase in the level of employee loyalty, ingenuity, and relationship resulting in decreased turnover increased morale, and a robust bottom line (Tews, Michel & Bartlett, 2012[j4] ).
Even though a number of benefits can be enjoyed by organizations that adopt fun in their workplaces, the lack of understanding about this management concept is to be blamed for its slow implementation (Bolton & Houlihan, 2009). Compared to other management concepts, few literature reviews have been produced on the concept[j5]. For instance, very few kinds of literature have focused on how to integrate fun in the workplace (Tews, Michel & Bartlett, 2012).
As such, a number of kinds of literature just mentioned the advantages of their adoption without offering appropriate means of adopting the approach. In this regard, the above research will try to fill the above gap by shedding more light on the topic[j6].
- [j1]What: the problem addressed in the statement
- [j2]Who: references
- [j3]How, Where, and When
- [j4]Who: references to support the claims
- [j5]Why
- [j6]who
References
Bolton, S. C., & Houlihan, M. (2009). Are we having fun yet? A consideration of workplace fun and engagement. Employee Relations, 31(6), 556-568.
Bruce, A. (2006). How to motivate every employee: 24 proven tactics to spark productivity in the workplace. New York, NY: McGraw-Hill.
Russo, D. (2010). Making room for fun in the workplace. UpperSaddle River, N.J.: FTPress Delivers.
Tews, M. J., Michel, J. W., & Bartlett, A. (2012). The Fundamental Role of Workplace Fun in Applicant Attraction. Journal of Leadership & Organizational Studies , 19(1), 105-114.