سرگرمی در محل کار
ترجمه نشده

سرگرمی در محل کار

عنوان فارسی مقاله: سرگرمی در محل کار: بررسی و بسط دیدگاه نظری
عنوان انگلیسی مقاله: Fun in the workplace: A review and expanded theoretical perspective
مجله/کنفرانس: بررسی مدیریت منابع انسانی - Human Resource Management Review
رشته های تحصیلی مرتبط: روانشناسی
گرایش های تحصیلی مرتبط: روانشناسی صنعتی و سازمانی، روانشناسی عمومی
کلمات کلیدی فارسی: سرگرمی در محل کار، نظریه ارزیابی، احساسات
کلمات کلیدی انگلیسی: Fun in the workplace، Appraisal theory، Emotions
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journal List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.hrmr.2018.03.001
دانشگاه: The Sellinger School of Business & Management, Loyola University Maryland, USA
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 3/712 در سال 2017
شاخص H_index: 72 در سال 2019
شاخص SJR: 1/675 در سال 2017
شناسه ISSN: 1053-4822
شاخص Quartile (چارک): Q1 در سال 2017
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 13
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: خیر
کد محصول: E11190
فهرست انگلیسی مطالب

Abstract


1- Introduction


2- What is fun in the workplace?


3- Prior fun in the workplace literature


4- When, how, and under what conditions is fun in the workplace “fun”?


5- Agenda for future research


6- Conclusion


References

نمونه متن انگلیسی مقاله

Abstract


Since the turn of the century, a growing body of research has systemically examined the role of fun in the workplace. In general, the extant body of research has demonstrated that fun in the workplace has a beneficial impact for individuals and organizations, but some evidence has been mixed. To help advance research in this area, the aims of this paper are two-fold. The first aim is to review previous research on fun in the workplace and identify gaps in the literature to provide direction for future work. The second aim is to offer a theoretical framework that helps explain how individuals may interpret fun in the workplace and how it may be most beneficial. Drawing on the notion that fun in the workplace is in the eye of the beholder, our proposed framework provides a more nuanced understanding of the temporal processes and contextual factors that explain how individuals appraise and ultimately benefit from fun.


Introduction


For more than 20 years, fun in the workplace has been argued to be a key ingredient to organization success. In their book Built to Last, Collins and Porras (1997) found that two great companies, Marriott and Walt Disney World, have strong corporate cultures that emphasize fun in the workplace. Marriott's core ideology statement is “work hard, yet keep it fun” (p. 89), and Walt Disney World's annual report contained words such as “fun, excitement, and joy” (p. 129). Widely known for its positive workplace, Google leaders believe that the defining mark of fun in the workplace is that “fun comes from everywhere” as reflected in the first quote above (Schmidt & Rosenberg, 2014, p. 56). In fact, rather than trying to manufacture fun in the workplace around specific fun activities, Google incorporates fun in the workplace in a variety of ways. For example, the company celebrates April Fool's Day each year, allows employees to play beach volleyball and ping pong during breaks, and incorporates fun into its office design. The fundamental belief that permeates companies such as these is that fun in the workplace is a central means to promote engagement, cohesive relationships, creativity, and better employee health (Vorhauser-Smith, 2013; Yerks, 2003). Caccamese (2012) argues that although engaging in fun in the workplace does not necessarily create a great workplace, it does help to boost employee camaraderie, build trust, and motivate people to be themselves. Building on these arguments, a growing body of research, which has primarily focused on the individual level of analysis, has emerged to validate the generalizability of the value of fun in the workplace. For example, Karl and colleagues demonstrated that fun in the workplace is positively related to job satisfaction (Karl & Peluchette, 2006a; Peluchette & Karl, 2005), trust in supervisors and coworkers (Karl, Peluchette, Hall, & Harland, 2005), and perceptions of service quality (Karl & Peluchette, 2006b), as well as negatively related to emotional exhaustion (Karl, Peluchette, & Harland, 2007) and turnover intentions (Karl, Peluchette, & Hall, 2008). Furthermore, Tews and colleagues demonstrated that fun in the workplace has a favorable influence on applicant attraction (Tews, Michel, & Bartlett, 2012), job performance (Tews, Michel, & Stafford, 2013), and employee retention (Tews, Michel, & Allen, 2014).

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