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Reviews the importance of fun in the appeal of children’s products, and the investigation by Just Kid Inc. and KidzEyes into what constitutes fun. Outlines ten fun dimensions that the research revealed through factor analysis of a questionnaire about 76 activities: fun can be friend‐oriented, empowering, creative, silly, sport‐oriented, competitive, family‐oriented, surprising/adventurous, relaxing, or rebellious. Gives illustrations of each of these ten factors; children received scores on each factors, and the top‐scoring children for each factor were examined to obtain a demographic profile of children who are most likely to find a particular dimension to be fun. Suggests how marketers can use the fun dimensions to develop new products and grow brands: this would include evaluation of how far existing products hit different kinds of fun and filling in gaps with other fun dimensions.

Recently, many practitioners, books, articles, and consultants have claimed that a fun work environment is a good thing for organizations to have. These sources assert fun will lead to increased productivity, higher morale, and fewer human resource problems. This paper draws the results of a large e‐mail survey of managers conducted by the authors. The results indicate that there is overwhelming support for having fun in the workplace. These respondents report that having a fun work environment will increase the levels of enthusiasm, satisfaction, creativity, communications among employees and enhanced feelings of group cohesiveness. The respondents reported few significant downside risks. The survey also asked for suggestions as to how to make the work environment more fun. Many responses were received. They were analyzed, cataloged, and evaluated by the authors and discussed in this paper.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Making the workplace a fun environment can benefit a firm in many ways. However, people’s perception of what constitutes fun can vary considerably and give rise to tensions. Different types of fun are evident and employees differ in the way that they engage or not with them. For fun to have a positive impact in the workplace, managers need to address the paradoxes that emerge. Caution is needed when arranging formal fun events to avoid negative responses from employees who feel that fun is being imposed upon them.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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.

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.

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.

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.

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.

Fun at workplace is considered an important initiative to build co-working communities, and this study aims to study its role in promoting the innovative behaviour of co-workers [members of co-working spaces (CWS)] and the mechanism of its influence.

Based on the theory of social exchange and resource conservation, the authors conducted a qualitative study to explore the four dimensions of workplace fun and a quantitative study to empirically analyse the relationship between community embeddedness, organisational embeddedness, workplace fun and creativity of co-workers, taking K-space as an example.

Workplace fun is positively correlated with co-workers' creativity. Community embeddedness plays a complete mediating role between workplace fun and organisational embeddedness. Community embeddedness and organisational embeddedness play a chain-mediating role between workplace fun and creativity.

This study explores the process and impact of fun on employee creativity in a shared office environment by clarifying the composition of fun in CWS workplaces and the transmission mechanism of fun through informal community embeddedness and formal organisational embeddedness, expanding the research perspective on the factors influencing employee creativity in the new office model and enriching the research findings on the impact of fun at work on job performance.

Building on evolutionary emancipation theory, the purpose of this study is to investigate the impact of workplace fun on employees’ scouting behavior through the serial mediation of employees’ psychological empowerment and megaphoning.

A questionnaire survey technique is used to elicit the responses of 445 employees from service organizations.

The statistical results revealed that fun at work influences employees scouting behavior through the serial mediation of psychological empowerment and megaphoning. The direction relationship between fun and scouting was not statistically significant, thus a full mediation mechanism was proved.

The value of employees’ communication behavior has increased in the recent past, and it overweighs the conventional mediums (e.g. TV, radio and newspaper). But the antecedents and mechanisms through which communication behavior can be influenced are an area that has not gained researchers’ attention. This study proposes such a conceptual model and empirically tests it.

This paper introduces “virtual fun at the virtual workplace” and conceptualizes its impact on virtual socialization and the formation of virtual professional ties. The conceptual model also recognizes the moderation of a few variables: “awareness of being observed,” “diversity in the virtual workplace” and “virtual impression management.”

The paper takes a theoretical approach to develop a conceptual framework of virtual fun in the virtual workplace, drawing on social exchange theory (SET) and social network theory (SNT).

The study extends the tenets of the SET and extends the applicability of SNT to a virtual workplace. The study suggests that managers should introduce semi-organized virtual fun during scheduled breaks within work hours to aid in virtual socialization, which further aids in the formation and strengthening of “professional ties” in the virtual workplace.

This study is the first of its kind to conceptualize a model for virtual fun in the virtual workplace.

As a way of addressing how best turnover intention among service employees can be reduced through workplace fun, this study aims to examine how psychological capital (PsyCap) and work engagement, respectively, moderates and mediates the relationship between workplace fun and turnover intention in a moderated mediation.

Using cross-sectional quantitative design, data were collected by means of questionnaires and convenience sampling. The hypotheses were tested with 482 service employees from the hospitality industry in Ghana using PROCESS macro.

The findings depict that work engagement mediates the relationship between workplace fun and turnover intention among service employees. Also, PsyCap moderates the workplace fun–engagement relationship, in addition to the workplace fun–work engagement–turnover intention relationship. Specifically, both relationships are stronger for employees with high PsyCap.

The authors would like to conclude that as frontline employees are usually subjected to stressful conditions, monotonous working environments and emotional labor, which affect the quitting intention, incorporating fun into the workplace will strategically help frontline employees to be engaged in their work and reduce their intentions to quit.

With a focus on a developing economy, this work is novel in exploring possible factors that may help increase work engagement and reduce turnover intention among service employees.

This purpose of this study is to examine the relationship between workplace fun, trust-in-management, employee satisfaction and whether the level of fun experienced at work moderates the effects.

Data were collected from a sample of 240 frontline staff in a large-scale retail store in Hong Kong.

The results show that trust-in-management mediates the relationship between workplace fun and employee job satisfaction. Additionally, employees who experience a high level of fun in the workplace have a greater effect on workplace fun, trust-in-management and job satisfaction.

The main limitation of this study is that it collects data from a self-reported single source in a cross-sectional survey design.

Because workplace fun helps organizations promote employee trust and job satisfaction, organizations should provide more enjoyable activities for employees to participate in.

This study provides a new insight into the effects of workplace fun on employees’ trust-in-management and job satisfaction.

This paper aims to investigate how workplace fun is experienced in two public Egyptian banks by addressing the employees working there.

To investigate workplace fun in the selected banks, the author employed virtual ethnographic field research by spending two weeks (virtually and full-time) inside each of the two selected public banks. Besides this virtual ethnographic experience, the author employed semi-structured interviews and focus groups with the bank employees. Moreover, the author digitally examined documents such as posters, cartoons, brochures and a WhatsApp group. A total of 188 respondents were contacted and involved in eight semi-structured interviews and 36 focus groups. All interviews and focus groups were conducted in Arabic, the mother tongue of all respondents. The author subsequently used thematic analysis to determine the main ideas in the transcripts.

The findings confirmed that workplace fun has not been carefully understood, developed and sustained in the selected public Egyptian banks. To the best of the author's knowledge, this study is the first of its kind in the context of a developing nation to focus on workplace fun, and subsequently, it is the first to address the banking sector in one of the leading developing nations in Africa and the Middle-East. Furthermore, based on the analysis of the focus groups and interviews the author created a model of four obstacles: work environment realities, managerial practices, bank-related behaviour and meaning-related obstacles. Managing those four obstacles secures a relevant foundation on which banks can develop and maintain a systematic implementation of workplace fun and humour.

This paper contributes by filling a gap in HR management, in which empirical studies on workplace fun have been limited so far.