Reimagining Workplace Fun: Unveiling Its Impact on Employee Engagement, Organizational Support, and Employee Performance

Abstract

This study explores the influence of workplace fun on employee engagement, organizational support, and performance. It aims to understand how fun-driven activities contribute to employee creativity, satisfaction, and organizational outcomes. The research further investigates the moderating role of perceived organizational support in strengthening the relationship between workplace fun and employee performance. A qualitative research design was employed, using semi-structured interviews with fifty employees from diverse organizations in Rawalpindi and Islamabad. The sample represented multiple sectors and job roles to ensure varied perspectives. Thematic analysis was conducted to interpret employee views on workplace fun, engagement, and cultural impact. Results indicate that workplace fun positively correlates with motivation, engagement, collaboration, and creativity. Employees perceived fun activities as essential to fostering a supportive and dynamic work culture. However, barriers such as time constraints and limited administrative backing were identified as challenges to sustaining meaningful workplace fun. The findings also revealed that education level significantly influenced employees’ perceptions of fun, engagement, and performance.

Organizations that integrate fun strategically within their culture, aligned with core values and supported by leadership, can enhance employee morale, commitment, and overall productivity. Leaders are encouraged to customize fun activities based on employee demographics and to regularly assess their impact on engagement and performance. This research contributes to the growing discourse on positive organizational behaviour by demonstrating that fun at work is not merely recreational but an essential element of employee engagement and organizational success. It highlights the significance of organizational support as a moderator and encourages leaders to view fun as a strategic management tool.

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