Advertisement

A Study on Workplace Fun Affects Employee Engagement: Case Study of Manufacturing Industry

  • Eliy Nazira Mat NazirEmail author
  • Muhammad Syukri Abdullah
  • Nurul Farihin Mhd Nasir
  • Dalili Izni Shafie
  • Nor Farehan Omar
  • Nor Azura Halim
Conference paper

Abstract

The conception of workplace fun includes socially taking part in interesting and spontaneous positive occasions in the working environment; such occasions are crucial in refining associations for workers. In spite of the fact that fun and also amusingness can both be enjoyable, fun at work incorporates to some degree a distinctive range of activities. Academic studies have connected workplace fun with employee performance, job satisfaction, expanded creativity and development and organizational citizenship behaviour (OCB), while mainstream press articles have made the connection of workplace fun to the decreased truancy as well as job burnout. Hence, this research has been conducted to identify which types of workplace fun, namely, personal freedom, socializing with co-worker and organizational culture, have significantly contributed towards employee engagement. Based on the result, socializing with co-worker and organizational culture have positive and significant relationship with employee engagement, whereas personal freedom has negative relationship with employee engagement.

Keywords

Employee engagement Personal freedom Socializing with co-worker and organizational culture 

References

  1. Alstott, A. L. (1999). Work vs. freedom: A liberal challenge to employment subsidies. The Yale Law Journal, 108(5), 967–1058.CrossRefGoogle Scholar
  2. Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308–323.CrossRefGoogle Scholar
  3. Becker, F. W., & Tews, M. J. (2016). Fun activities at work: Do they matter to hospitality employees. Journal of Human Resources in Hospitality & Tourism, 15(3), 279–296.CrossRefGoogle Scholar
  4. Chan, R. C. H., & Mak, W. W. S. (2016). Common sense model of mental illness: Understanding the impact of cognitive and emotional representations of mental illness on recovery through the mediation of self-stigma. Psychiatry Research, 246, 16–24.CrossRefGoogle Scholar
  5. Cooper-Thomas, H. D., & Anderson, N. (2006). Organizational socialization: A new theoretical model and recommendations for future research and HRM practices in organizations. Journal Management Psychology, 21(5), 492–516.CrossRefGoogle Scholar
  6. Fluegge-Woolf, E. R. (2014). Play hard, work hard: Fun at work and job performance. Management Research Review, 37(8), 682–705.CrossRefGoogle Scholar
  7. Ford, R. C., McLaughlin, F. S., & Newstrom, J. W. (2003). Questions and answers about fun at work. Human Resource Planning, 26, 22–23.Google Scholar
  8. Guest, D. (2014). Employee engagement: A sceptical analysis. Journal of Organizational Effectiveness: People and Performance, 1(2), 141–156.CrossRefGoogle Scholar
  9. Hair, J. F., Jr., Sarstedt, M., Hopkins, L., & Kuppelwieser, V. (2014). Partial least squares structural equation modeling (PLS-SEM): An emerging tool in business research. European Business Review. (in press).Google Scholar
  10. Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis (7th ed.). Upper Saddle River: Prentice Hall.Google Scholar
  11. Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139e151.Google Scholar
  12. Kahn, W. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.Google Scholar
  13. Karl, K., & Peluchette, J. (2006). How does workplace fun impact employee perceptions of customer service quality? Journal of Leadership and Organizational Studies, 13(2), 2–13.CrossRefGoogle Scholar
  14. Karl, K., Peluchette, J., Hall, L., & Harland, L. (2005). Attitudes toward workplace fun: A three sector comparison. Journal of Leadership and Organizational Studies, 12(2), 1–17.CrossRefGoogle Scholar
  15. Lamm, E., & Meeks, M. D. (2009). Workplace fun: The moderating effects of generational differences. Employee Relations, 31(6), 613–631.CrossRefGoogle Scholar
  16. Maravelias, C. (2007). Freedom at work in the age of post-bureaucratic organization. Ephemer Theory & Politic In Organization, 7(4), 555–574.Google Scholar
  17. Mishra, K., Boynton, L., & Mishra, A. (2014). Driving employee engagement: The expanded role of internal communications. International Journal of Business Communication, 51(2), 183–202.CrossRefGoogle Scholar
  18. Owler, K., Morrison, R., & Plester, B. (2010). Does fun work? The complexity of promoting fun at work. Journal of Management & Organization, 6(3), 238–352.Google Scholar
  19. Peluchette, J., & Karl, K. A. (2005). Attitudes toward incorporating fun into the health care workplace. The Health Care Manager, 24(3), 268–275.CrossRefGoogle Scholar
  20. Perrin, T. (2003). Working today: Understanding what drives employee engagement. The 2003 Towers Perrin Talent Report U.S Report. Available at: www.towersperrin.com/tp/getwebcachedoc?WebcHRS/USA/2003/200309/Talent_2003.pdf. Accessed 22 Feb 2017.
  21. Plester, B. (2009). Crossing the line: Boundaries of workplace humour and fun. Employee Relations, 31(6), 584–599.CrossRefGoogle Scholar
  22. Plester, B., & Hutchison, A. (2016). Fun times: The relationship between fun and workplace engagement. Employee Relations, 38(3), 332–350.CrossRefGoogle Scholar
  23. Soemaryani, I., & Rakhmadini, D. (2013). Work-life balance and organizational culture in creating engagement and performance. International Journal of Innovations in Business, 2(4), 350–372.Google Scholar
  24. Stromberg, S., & Karlsson, J. C. (2009). Rituals of fun and mischief: The case of the Swedish meatpackers. Employee Relations, 31(6), 632–647.CrossRefGoogle Scholar
  25. Taormina, R. J. (2009). Organizational socialization: The missing link between employee needs and organizational culture. Journal Management Psychology, 24(7), 650–676.CrossRefGoogle Scholar
  26. Tews, M. J., Michel, J. W., & Bartlett, A. L. (2012). The fundamental role of workplace fun in applicant attraction. Journal of Leadership and Organizational Studies, 19(1), 103–111.CrossRefGoogle Scholar
  27. Tews, M. J., Michel, J. W., & Allen, D. G. (2014). Fun and friends: The impact of workplace fun and constituent attachment on turnover in a hospitality context. Human Relations; Studies Towards the Integration of the Social Sciences, 67(8), 923–946.Google Scholar
  28. Ugwu, F. O., Onyishi, I. E., & Rodriguez-Sanchez, A. M. (2014). Linking organizational trust with employee engagement: The role of psychological empowerment. Emerald Personnel Review, 43, 377–400.CrossRefGoogle Scholar

Copyright information

© Springer Nature Singapore Pte Ltd. 2019

Authors and Affiliations

  • Eliy Nazira Mat Nazir
    • 1
    Email author
  • Muhammad Syukri Abdullah
    • 2
  • Nurul Farihin Mhd Nasir
    • 1
  • Dalili Izni Shafie
    • 3
  • Nor Farehan Omar
    • 4
  • Nor Azura Halim
    • 1
  1. 1.Faculty of Business and Management, Universiti Teknologi MARA Cawangan PerlisArauMalaysia
  2. 2.Faculty of Business and ManagementUniversiti Teknologi MARAPuncak AlamMalaysia
  3. 3.Faculty of Business and ManagementUniversiti Teknologi MARA Cawangan KedahMerbokMalaysia
  4. 4.Faculty of Business and ManagementUniversiti Teknologi MARA Cawangan JohorMasaiMalaysia

Personalised recommendations