Unveiling the mechanism between fun at work and career satisfaction: the roles of organizational inclusion and inclusive leadership

Abstract

Purpose

Nowadays, employees are more concerned about their career and the same has become challenging for the organizations. Therefore, this study aims to highlight the importance of fun at work towards employees' career satisfaction through organizational inclusion. Further, it sheds light on how inclusive leadership moderates the association between fun at work and organizational inclusion.

Design/methodology/approach

This study used a questionnaire-based survey to collect data from 321 employees working in the information technology (IT) sector between January to March 2023. Specifically, the study used a cross-sectional time-lag design to collect data using convenience sampling.

Findings

Structural equation modeling analysis revealed that employees' perceptions of fun at work positively influence their career satisfaction. In addition, organizational inclusion mediated this association, whereas inclusive leadership strengthened the association between fun at work and organizational inclusion.

Research limitations/implications

The foremost limitation is the cross-sectional time lag design which restricts causality. However, the findings offer some implications for the management by focusing on the working environment (e.g. social gatherings, parties and celebrations), and leadership (that values employees) can create feelings of inclusion among employees which makes them feel energized and enthusiastic about their organization and career.

Originality/value

Building on evolutionary emancipatory and social exchange theory, this study highlights the importance of organizational inclusion and inclusive leadership between employees' perceptions of fun at work and career satisfaction.

Citation

Islam, T. and Ahmed, I. (2023), "Unveiling the mechanism between fun at work and career satisfaction: the roles of organizational inclusion and inclusive leadership", Journal of Organizational Change Management, Vol. 36 No. 6, pp. 950-965. https://doi.org/10.1108/JOCM-06-2023-0215