How Fun at Workplace impacts Employee’s Job Satisfaction

Abstract

Purpose: As globalization keeps evolving, firms have adopted new shapes and cultures. Introducing fun at the Workplace was one way to enhance employees’ effectiveness leading to better organizational outcomes. This study aimed to identify fun's effects on employees’ overall job satisfaction level at the Workplace. Methodology: The research addresses several questions, which targeted causes of job dissatisfaction, benefits provided in the Workplace, how managers should develop a satisfying working environment eliminating all the odds, and the downsides of providing an unpleasant working environment. A survey questionnaire was designed to address several questions. Around 76 respondents from different generations, various organizations and designations attempted the survey online. Findings: The survey suggested that providing a friendly environment and offering rewards and recognition was majorly considered an element of fun by employees compared to other fun activities at work. According to the findings, there is a straight correlation between fun and job satisfaction. Practical implications: This research suggests executing and adjusting workplace fun activities to meet company objectives and employee preferences in a healthy and inclusive environment increases job retention as well as satisfaction. Originality value: This research offers a thorough examination of the effect of satisfactory environment provided to the employees and explores their viewpoints on job enjoyment, emphasizing the pros and cons.

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Rev. Gest. Soc. Ambient. | Miami | v.18.n.2| p.1-20 | e05063 | 2024.
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RGSA – Revista de Gestão Social e Ambiental
ISSN: 1981-982X
Data de submissão: 25/12/2023
Data de aceite: 26/02/2024
DOI: https://doi.org/10.24857/rgsa.v18n2-098
Organização: Comitê Científico Interinstitucional
Editor Chefe: Christian Luiz da Silva
Avaliação: Double Blind Review pelo SEER/OJS
HOW FUN AT WORKPLACE IMPACTS EMPLOYEE’S JOB SATISFACTION
Ali Halawi
1
ABSTRACT
Purpose: As globalization keeps evolving, firms have adopted new shapes and cultures. Introducing fun at the
Workplace was one way to enhance employees’ effectiveness leading to better organizational outcomes. This study
aimed to identify fun's effects on employees’ overall job satisfaction level at the Workplace.
Methodology: The research addresses several questions, which targeted causes of job dissatisfaction, benefits
provided in the Workplace, how managers should develop a satisfying working environment eliminating all the
odds, and the downsides of providing an unpleasant working environment. A survey questionnaire was designed
to address several questions. Around 76 respondents from different generations, various organizations and
designations attempted the survey online.
Findings: The survey suggested that providing a friendly environment and offering rewards and recognition was
majorly considered an element of fun by employees compared to other fun activities at work. According to the
findings, there is a straight correlation between fun and job satisfaction.
Practical implications: This research suggests executing and adjusting workplace fun activities to meet company
objectives and employee preferences in a healthy and inclusive environment increases job retention as well as
satisfaction.
Originality value: This research offers a thorough examination of the effect of satisfactory environment provided
to the employees and explores their viewpoints on job enjoyment, emphasizing the pros and cons.
Keywords: Fun, Workplace, Job, Employee, Satisfaction.
COMO A DIVERSÃO NO LOCAL DE TRABALHO AFECTA A SATISFAÇÃO PROFISSIONAL DOS
TRABALHADORES
RESUMO
Objetivo: À medida que a globalização continua a evoluir, as empresas adoptaram novas formas e culturas.
Introduzir a diversão no local de trabalho foi uma forma de aumentar a eficácia dos trabalhadores, conduzindo a
melhores resultados organizacionais. Este estudo teve como objetivo identificar os efeitos da diversão no nível
geral de satisfação profissional dos trabalhadores no local de trabalho.
Metodologia: A investigação aborda várias questões, que visam as causas da insatisfação no trabalho, os
benefícios proporcionados no local de trabalho, a forma como os gestores devem desenvolver um ambiente de
trabalho satisfatório, eliminando todas as probabilidades, e as desvantagens de proporcionar um ambiente de
trabalho desagradável. Foi elaborado um inquérito por questionário para responder a várias questões. Cerca de 76
inquiridos de diferentes gerações, várias organizações e designações tentaram responder ao inquérito em linha.
Conclusões: O inquérito sugeria que proporcionar um ambiente amigável e oferecer recompensas e
reconhecimento era considerado um elemento de diversão pelos empregados, em comparação com outras
actividades divertidas no trabalho. De acordo com os resultados, existe uma correlação direta entre diversão e
satisfação no trabalho.
1
Arab Open University, Sib, Oman. E-mail: alihalawi334@outlook.com
Orcid: https://orcid.org/0000-0001-7010-1841

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Implicações práticas: Esta investigação sugere que a execução e o ajustamento das actividades lúdicas no local
de trabalho para satisfazer os objectivos da empresa e as preferências dos trabalhadores num ambiente saudável e
inclusivo aumentam a retenção e a satisfação no emprego.
Valor de originalidade: Esta investigação oferece uma análise exaustiva do efeito do ambiente satisfatório
proporcionado aos empregados e explora os seus pontos de vista sobre o prazer no trabalho, salientando os prós e
os contras.
Palavras-chave: Diversão, Local de Trabalho, Emprego, Empregado, Satisfação.
RGSA adota a Licença de Atribuição CC BY do Creative Commons (https://creativecommons.org/licenses/by/4.0/).
1 INTRODUCTION
More than 90,000 hours of a worker’s life span is spent preparing for work, reaching
their Workplace, or reaching their homes back from their jobs. Due to the rapid change in the
business world, employees seek an encouraging and pleasant working environment to meet
their needs and demands. Vital changes could be made by adding fun activities into the
Workplace which are compatible with everyone and encourage them to go to work without any
constraints. As a result, it would positively affect the employee’s life since work-related
activities consume most of the days. Creating a stress-free working environment will decrease
the workers' day-to-day problems and worries. Managers implementing fun in the office can
show courage and flexibility and improve their employees’ mental status (Untarini et al., 2020).
Workplace fun is a work situation that encourages, supports, and is surrounded by
various enjoyable employee activities (Ford et al., 2003). Workplace fun has become a
traditional approach organizations use to involve, engage, and empower employees (Bolton and
Houlihan, 2009). Promoting fun in the workplace results in positive outcomes for employees
and organizations. It will increase employee satisfaction and decrease the level of boredom.
Furthermore, it encourages participattion and teamwork. It breaks down barriers between the
employees and the supervisors. A company is as effective and operative as its employees. Thus,
an appropriate level of job satisfaction is the main factor behind work productivity. According
to a study conducted by (Karl et al., 2005), it was inferred that Fun at the Workplace is an
essential and vital factor for expanding employee happiness, motivation, efficiency, and
satisfaction, and it helps reduce stress.

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Considering what is mentioned above, fun is considered a hidden connection layer
between an organization and its employees. It’s a great stress reliever, giving people something
to look forward to.
Fun can reduce turnover rates by minimizing the need for extrinsic benefits such as
financial incentives and compensations. Intrinsic benefits are essential to increasing the drive
to achieve better results (Makki and Abid, 2017). Job satisfaction is the terminology used to
describe employees' attitudes towards their jobs, whether they are happy and contented, and
whether their expectations and needs are fulfilled at work (Zhu, 2013). Job satisfaction might
result from several factors, including the job itself, the work conditions, the level of pay and
benefits, having good relationships with the managers and co-workers, advancing employees
to learn new skills, and maintaining a fun and positive work environment. It can strongly
influence the overall happiness of an individual. Moreover, it significantly impacts employees’
performance, commitment, and perception during working hours and after. In other words, job
satisfaction and work-life balance (WLB) satisfaction can increase employee performance
(Kabir and Parvin, 2011).
Therefore, this study aimed to identify the effects of Fun at Workplace and examine the
relationship between Fun at Workplace and employee’s job satisfaction levels. The study
specifically focused on recognizing the fun that occurs at the Workplace. These factors can
make a fun working environment and study the relationship between fun at work and other
variables.
2 REVIEW AND HYPOTHESIS
2.1 THE EFFECTS OF FUN AT THE WORKPLACE ON EMPLOYEE AND JOB
SATISFACTION
Some previous research studies examined the effects of Fun at Workplace on employees
and its impact on job satisfaction levels (Plester and Hutchison, 2016, Müceldili and Erdil,
2016, Gin Choi et al., 2013). These studies investigated the bond between several interrelated
variables to identify their correlation. Researchers indicated that Fun at Workplace directly
affects employee job satisfaction, while other scholars associated it with employee behaviors,
attitudes, and personality traits. The population analysis showed two different perspectives: The
first point of view examined a set that stated that working hours should be dedicated to a pre-

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identified set of duties and responsibilities. However, the second prospect assured that Fun at
Workplace is complementary to achieving effective and efficient results.
Studies have proved that work and fun are complementary to each other. The presence
of fun in an organization creates a stress-free, calm, efficient, and effective working
environment. Furthermore, having fun at the Workplace is a clue of a highly bonded
organizational culture that elevates employees’ commitment and increases the sense of
belonging. These positive approaches correlated with fun, reduced turnover rate, better
recruiting, and a joyful working atmosphere (Owler et al., 2010, Urquhart, 2005).
According to (Gostick and Christopher, 2008), workplace fun increases productivity,
develops employees’ satisfaction and loyalty, and encourages creativity and innovation. They
concluded that fun builds up and reinforces friendships at the office. Further studies confirmed
that employees who experience fun at their Workplace and are involved in fun activities that
are more familiar show greater satisfaction than those who don’t. Those individuals are highly
motivated, more cooperative with co-workers, supportive, and have a high level of commitment
associated with a lower level of absenteeism.
According to (Harris, 2016b), most importantly, it is the responsibility of the
organization’s managers to provide a comfortable environment to their employees and
comprehend workers' needs, particularly nowadays because organizations maintain diverse
genders belonging to a different age clusters.
2.2 THE BENEFIT OF FUN AT WORKPLACE
Fun is an outgrowth of a positive organizational culture that can be applied to achieve
the organization's goals while boosting employees' commitment and satisfaction with their job
(Everett, 2011). Harris, co-founder and chief marketing officer at BrightHR Institute, focused
on research on the beneficial effects of fun at work. The study results showed that 62% of
employees engaged in fun activities had no sick leave days in the past three months compared
to 38% who didn’t have fun at the Workplace. Moreover, 55% of the employees who have
participated in a fun activity in the last six months are more likely to feel creative than 33%
who didn’t (Harris, 2016a).
2.3 FUN AT THE WORKPLACE: JOB ENGAGEMENT AND MOTIVATION

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Academic studies discussed that when there is a lack of fun in the Workplace, the level
of work engagement is considered low, which will affect the organizational goals. A study
performed by (Jamaludin et al., 2016) determined that Fun at the Workplace is one of the factors
which can boost work engagement. Moreover, devoted employees have high morals, which can
facilitate them to achieve organizational goals and increase productivity, subsequently boosting
profits. Many studies stated that promoting fun at work greatly benefits the individual and the
organization. Many managers nowadays see that having fun in the Workplace is essential for
creating a positive work environment to motivate their employees (Ford et al., 2003).
Job involvement is considered one of the job satisfaction aspects as per a study by (B.
Schaufeli and B. Bakker, 2004). To study the relationship between job engagement and job
satisfaction, three factors: energy, dedication, and absorption were considered (Alarcon and
Lyons, 2011). The findings showed that these three factors had an impact on job engagement.
In addition, a positive attitude toward the job is also correlated with positive engagement. Thus,
fun and humor are the main reasons behind better employee engagement, which will improve
their performance and satisfaction(Karl et al., 2005, Newstrom, 2002).
A survey analyzed the link between Fun at Workplace and job engagement for 66
respondents focusing on two main points: the rate of Fun at Workplace and the relationship
between fun at the Workplace with employee engagement. Results revealed that networking
with co-workers received a higher score than other fun activities such as celebrating at work,
personal freedoms, and global fun at work. In conclusion, the relationship between Fun at
Workplace and job engagement is directly proportional (Jamaludin et al., 2016). Similar
findings were also reported by (R. Fluegge-Woolf, 2014), in which the study suggested that
entertaining individuals are more likely to show positive coordination and motivation toward
tasks. Moreover, few studies have highlighted that employees who have fun at the Workplace
feel happy, satisfied and motivated toward their roles; thus, these elements are the main factors
to increase the quality of tasks performed, ultimately delivering better results (Karl and
Peluchette, 2006).
2.4 THE USE OF FUN AS A LEARNING STRATEGY
Fun activities like team-building or celebrations to recognize achievements and the
manager's overall support for fun on the job were considered ways to enhance employees'
happiness and satisfaction (Tews et al., 2016). Based on this study, informal learning is a
common way for employees to learn lessons to improve their job performance.

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2.5 ROLE OF MANAGERS IN PROVIDING FUN AT WORKPLACE
The significance of managers in facilitating a positive and enjoyable work environment
is of utmost importance. Managers have the responsibility of cultivating a work atmosphere
that is characterized by positivity and active engagement (Newstrom, 2002). They could
commence and provide assistance for a range of endeavors, including tasks such as fostering
teamwork and implementing programs for acknowledging achievements. Managers may
effectively raise morale, productivity, and overall employee happiness by establishing a
positive example and fostering a culture that values fun and innovation (Jalilianhasanpour et
al., 2021). Furthermore, it is important for organizations to demonstrate sensitivity towards the
demands of their employees, therefore ensuring that recreational activities are in accordance
with a wide range of preferences. The promotion of workplace fun by managers has a direct
influence on employee engagement, collaboration, and the overall performance of the
organization (Chan and Mak, 2016).
Managers should be sensitive to the diverse backgrounds of the personnel when
implementing a fun philosophy (Everett, 2011). Going out for a drink after leaving the office
seems fun for some employees, while still, it might not be a good choice for workers who don’t
consume alcoholic beverages or those who have financial and family commitments. Such
situations might lead to consequences such as pressure to participate and join only to fit into
the culture; those who do not contribute may feel segregated and isolated from the group.
Managers must create a comprehensive organizational culture in which employees are
encouraged to have fun regardless of socioeconomic factors (Huey Yiing and Zaman Bin
Ahmad, 2009, Renee Baptiste, 2009).
2.6 FUN AT WORKPLACE BOUNDARIES
It is necessary to explore the link between entertainment, organizational culture and its
boundaries to identify the influences of a cross-cultural environment, the effect of joy and fun,
and observe how the employees interact during Fun at Workplace.
A research study was proposed (Plester and Orams, 2008) in which the concept of
organizational jokers was defined. Workplace culture and social behavior are sustained by
individuals in the organization, literally called jokers. The individuals make the environment
more enjoyable as they playfully limit fun's boundaries, which are acceptable within the

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organization. Employees and managers value jokers as essential employees of the company
because of their outstanding sense of humor and capacity to foster a fun environment.
The above report determined the limitations of humor and fun in the Workplace, which
are influenced by the creation of boundaries. That enables, facilitates, or limits fun activities
without being exploited as entertainment and joyful activities are restrained in a bureaucratic
organizational structure. However, informal companies encourage fun at work, creating unique
organizational norms and beliefs (Fleming, 2005).
3 METHODOLOGY
Data were collected from an online survey posted on a social media website (Facebook)
and relayed to a regional association. A sample of 76 respondents was analyzed belonging to
various organizations and designations. The prepared questionnaire was composed of 5 mixed
questions, which were open-ended and closed-ended.
The questionnaire was composed of three major parts:
Part-1: Basic demographic information of the respondents.
Part-2: Questions targeting measures of fun at the Workplace, factors that affect fun at
the Workplace, the types of fun activities an organization provides, and the positive versus
negative effects of fun at the office.
Part-3: Finally, it covers the correlation between fun at the Workplace and job
satisfaction, its effect on productivity growth, and the features that make the organization a
good workplace.
3.1 SURVEY PARAMETER
Respondents answered questions concerning demographic characteristics, including
gender, age, profession, and length of work. The age range was selected between 18 and 40 and
above among the participants, who were divided into six groups by age. There were 11 major
categories used to classify the profession of the respondent. Employees' years of experience
were categorized into four groups, from (1-10) years, based on how long they've worked with
the same company. The second part discussed the effects employees believed having fun at
work had on the job. Respondents were polled about their respective organization's team
building and leisure activities. Participants' responses were quantified on a 5-point scale ranging
from strongly agree to disagree strongly. In the third portion, questions were asked, such as

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whether individuals have fun at work, whether it exists, and the connection between fun,
productivity, and job satisfaction.
3.2 STATISTICAL ANALYSIS
The information and collected data were analyzed using “Statistical Package for the
Social Sciences” (SPSS) software. Descriptive measurements, including frequency and
percentages, were used to assess the data.
3.3 STUDY LIMITATIONS
The data received was from a relatively close age range which affects the integrity of
the data in addition to biased responses. However, a study covering the effect of fun at the
Workplace on employee and job satisfaction shouldn’t be limited to one sample. Besides, it can
be conducted by several organizations having a wider range of ages. Also, it would provide
more respondents from various backgrounds having more experience and knowledge.
It’s worth mentioning that posting the survey on social media disregarded the possibility
of targeting the age population between 41-62 years old, which provided limited results.
Therefore, the results of this study cannot be generalized. Future studies may include older
generations from several fields and organizations with higher experience and knowledge.
Further, future studies may also test the differential effects of fun at the Workplace by
generation or cultural background.
4 RESULTS AND DISCUSSION
4.1 DEMOGRAPHIC ANALYSIS
Analysis of the demographic profile is represented in Table 1. Out of 76 respondents,
47 were females (61.2%) rest was male (38.2%). Among the respondents, 65.8% ranged
between 26 and 30 years, and 13.2% of the participants aged between 31 and 35. Whereas
11.8% were 20 to 25 years old, correspondingly 3.9% were between 36 and 40 years, and 2.6
% were 18 to 20 years, while an equal percentage of respondents were 40 years old and above.
The analysis of the number of years the employees worked in the same organization is
graphically represented in Figure 1, which showed that most of the respondents (42.1%) have

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been working in the same organization for 1 year and less than two years, followed by 32.9%
working on behalf of 2 years and less than 5 years. Whereas 15.8% have been employed in the
same organization for 5 years and less than 10 years, only 9.2% stated that they worked in the
same company for 10 years and above.
Figure 2 highlighted an analysis of the departments in which the respondents worked.
Among these respondents, 18.3% work in the accounting and finance department, 15.5% in the
customer service, sales, retail and business department, 12.7% in production, and 8.5% of
respondents work in the marketing and advertising departments. Respondents working in the
information technology sector were 5.6%, whereas, 2.8% in maintenance, while 1.4% in human
resources and RnD. However, a very small amount of the respondents was found to be working
in other fields such as journalism, health care, teaching, education, dietary and others (data not
shown).
4.2 ANALYSIS OF Q1: DOES YOUR ORGANIZATION ALLOW FUN IN THE
WORKPLACE?
According to the survey, the majority of the participants (48.7%) agreed that their
organization allows Fun at Workplace. While only 27.6% of the population strongly agreed
with the above statement. Moreover, 5.3% disagreed, and 18.4% of employees were neutral
regarding the allowance of fun at their Workplace (Figure 3). According to the above survey
analysis, it can be seen that majority of the respondents (76.3%) either strongly agree or agree
to the point that their organization provide chances of fun, thus, this is a favorable disposition
towards incorporating enjoyment within the professional setting, which corresponds with the
notion that cultivating a pleasurable work atmosphere may enhance employee morale and
contentment towards their organization (Varma, 2017, Djastuti, 2019).
4.3 ANALYSIS OF Q2: WHAT KIND OF FUN ACTIVITIES DOES YOUR
ORGANIZATION USE?
Fun activities were evaluated using a list of 12 categories represented in Figure 4. Most
respondents (53.9%) considered social events such as picnics and parties as the element that
make work a fun environment. Another major element was recognition of personal milestones
(e.g., birthdays, hiring anniversaries) as 39.5% of employees responded to this option, followed
by 30.3% who regarded friendly competitions among employees (e.g., attendance, sales

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contests) as the activity their organizations use for fun. Whereas 23.7% chose opportunities for
personal development (e.g., self-awareness, self-knowledge, learning new skills) and public
celebrations of professional achievements (e.g., award banquets) as a way of having fun at the
workplace Approximately 15.8% selected humor, such as cartoons, jokes in newsletters, and
emails, while 10.5% respondents chose games (darts, bingo, company-sponsored athletic
teams) and entertainment, such as bands, skits, and plays.
Further, 2.6% respondents chose opportunities for community volunteerism (e.g., civic
groups), and 11.8% chose stress release activities (e.g., exercise facilities, massages).
Moreover, employee recognition and rewards were an essential way to have fun,
according to 26.6% of the respondents. This result also correlate with the researches performed
by (Osborne and Hammoud, 2017) and (Ghosh et al., 2016) which suggested the significance
of recognition and appreciation in fostering employee motivation and engagement. When
employees and their work is appreciated, their satisfaction and productivity increase, and they
are more motivated to maintain and improve their work (Dobre, 2013, Uka and Prendi, 2021).
A total of 9.3% of respondents pointed out that their company uses fun committees to spread
fun into the Workplace. A fun committee can organize social events and random fun activities
for employees to help relieve stress. Additionally, the company’s social committees encourage
collaborative action and support the creation of a sense of togetherness amongst co-workers
(Redman and Mathews, 2002). Moreover, 8 % selected activities such as casual dress days,
creative company events, for example, talent shows, and a company providing food and
beverages to spread fun and entertainment among employees during working hours.
Lastly, 17.3% of the participants agreed that their organization doesn’t use any fun
activities because they are forbidden during working hours for several reasons, such as wasting
time, lack of focus, increasing error rate, and many others (Clark, 2003).
4.4 ANALYSIS OF Q3: WHAT ARE THE ADVANTAGES OF HAVING A FUN WORKING
ENVIRONMENT BASED ON THE EMPLOYEE’S PERSPECTIVE?
Moreover, this survey further discussed the advantages and disadvantages of fun at the
Workplace from the employee’s perspective (Figure 5 and 6 respectively).
According to the survey, 53.9% of employees stated that fun supplies an efficient
amount of satisfaction during working hours, and 51.3% of the workers regarded that fun
increases enthusiasm for work and reduces anxiety and stress. While 38% considered that fun
enhances friendships and interactions among employees, it also increases mutual trust between

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employees, which is a major factor of efficiency in work at the organization. Most of the
respondents (54%) regarded fun given at the Workplace improves employee creativity and
group cohesiveness. The most prominent advantage of having fun at workplace was creativity
as identified by the respondents. This statement corresponds with several research which
highlights the favorable influence of a pleasurable work environment on employee performance
(Duffy and Wissinger, 2017, Zhu et al., 2018, Fluegge-Woolf, 2014, Hur et al., 2016).
Moreover, fun at the office encompasses organizational citizenship behavior (OCB). According
to 45% of the respondents, OCB achieves its effectiveness by providing a positive social and
psychological environment where work tasks can flourish. OCB is important to employees as
it enhances social connections that influence job performance (Wei, 2014).
Analysis of Q4: What Are the Disadvantages of a Fun Environment from the Employee’s
Perspective?
On the micro level, some survey contributors agreed to the disadvantages of fun
represented in Figure-6. Around 31.5% respondents showed concerns for fun to cause things
to get out of hand. (Gin Choi et al., 2013) also stated the same issue arising because of too much
casual environment in organization. Many responses (24.1%) showed that fun causes
employees to lose focus on tasks.
Moreover, 19.7% people recorded disrespectful treatment among employees as a result
of fun activities, and 28.9% detailed that Fun at the Workplace might increase toxicity as it may
affect the feelings of other employees due to scaring and hurting jokes, including bullying. Like,
some employees may take jokes seriously and get hurt. Around 10.5% of the respondents
believed that the employees are not fully mature towards fun since some implied that the offices
are serious workplaces which showed that fun is a great waste of time and produces insufficient
work outputs (Ford et al., 2003). The aforementioned results highlight the need to maintain an
equilibrium between enjoyment and efficiency, since an excessive amount of enjoyment might
impede one's ability to complete professional tasks effectively.
4.5 ANALYSIS OF Q-5: ARE YOU WITH OR AGAINST HAVING FUN AT THE
WORKPLACE, AND WHY?
The perspective of respondents on either agreement or disapproval towards fun at
workplace was analyzed, which may provide valuable insights into the dynamics of workplace
culture and its influence on employee engagement and happiness. It was an open-ended
question in which various responses from the participants were received, from which few

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perspectives are discussed that may have a significant impact on the notion of having joy at
work.
Actions such as increasing commitment, maintaining good friendships, empowering the
employees, reducing stress and anxiety and creating a comfortable environment are all the main
reasons for which the respondents opted in favor of the idea of having fun at the Workplace.
Moreover, it was stated that fun at the office breaks the ice between lower-level and higher-
level workers and reduces the distance between the employees and the supervisors. Other
replies indicated that having fun at the office is a way of motivating the employees; moreover,
it makes the staff more engaged and committed towards the organization. Fun at the Workplace
makes the workers more creative and dynamic since fun increases the employees' productivity.
However, adding some activities to employee tasks and duties will encourage them to come to
the office full of energy (Ford et al., 2003, Shaw et al., 2019).
Based on the responses, the need for humans to perform the work should be minimized
if the procedures are so structured and must be followed identically in every case. The work
processes become smarter when the people responsible for executing them are also closely
involved in designing and implementing them. It is logical and responsible to make every job
as fun and creative as possible and good leaders do that. Ineffective leaders don't trust
themselves enough to trust those who work under them (Itri and Lawson, 2016, Renee Baptiste,
2009). Fun at Workplace was generally perceived as beneficial by most of the participants.
However, some respondents linked fun at the Workplace with the nature of provided activities.
On the other hand, several respondents were against the existence of fun at the
Workplace or added some limitations to it. These survey takers suggested that Fun at Workplace
may affect the employees negatively and recognize that creating pleasure out of a routine or
stressful environment was a big challenge. According to the respondents, it is not an easy “thing
to do,” many factors, including attitudes and personality, may affect an employee’s perception
of fun.
5 CONCLUSION
Job satisfaction greatly affects happiness, motivation, productivity, and stress.
Workplace humor improves customer service and productivity. Organizations should embrace
humor, collaborate, compete, and avoid turmoil to prosper. Party, recognition, and management
participation matter. This research emphasizes the importance of attractive workplaces where
employee well-being leads to profitability. Workplace comedy needs strategy. Fun at work

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boosts morale, productivity, and contentment, thus management should foster a fun and
engaging workplace. Training autonomy increases work happiness, and incentives are needed
to encourage employee involvement. Contrary to popular assumption, workplace comedy
increases productivity and energy.
6 FUTURE RECOMMENDATION
This research showed significant findings on how work pleasure influences job
satisfaction. The study concluded that enjoyable workplace activities increased employee
attitudes, behaviors, and well-being. Picnics and festivals enhanced job satisfaction more than
self-improvement and community participation. The study indicated that cost-effective CSR
initiatives and employee volunteerism boosted workplace morale and talent retention.
Volunteering may calm employees, expand their social contacts, and ignite personal interests.
Recognition and praise have always topped creativity and casual dress in professional
situations. Staff morale and creativity improve with informal Fridays.
Company creativity and innovation may improve employee satisfaction and corporate
success. Prioritize engagement, standards, and a pleasant work environment to enhance job
satisfaction. Training and less supervision boost employee happiness.
DATA AVAILABILITY STATEMENT
Due to the nature of this research, participants of this study did not agree for their data to be
shared publicly, so supporting data is not available.
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APPENDIX
Table Ⅰ
Analysis of Demographic Profile
Particulars
Category
Percentage
(%)
Age
18-20
20-25
26-30
31-35
36- 40
40 and above
2.6
11.8
65.8
13.2
3.9
2.6
Gender
Male
Female
38.2
61.8
Occupation
Customer service
Finance/Accounting
Human resources
Informational technology
Marketing/Advertising
Maintenance / Operation
Production
Research and development
Sales/Retail/ Business Development
Journalism
Other (healthcare, teaching etc.)
15.5
18.3
1.4
5.6
8.5
2.8
12.7
1.4
15.5
2.8
15.4
Years of Occupation at the same company
1 year to less than 2 years
2 years and less than 5 years
5 years and less than 10 years
10 years and more
42.1
32.9
15.8
9.2
Figure-1
Analysis of the Numbers of years employees (percentage) were working in the same
Organization.
42.1%
32.9%
15.8%
9.2%
1 year to <2 years
2 years to <5 years
5 years to <10 years
10 years above

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Figure 2
Analysis of different departments in which the employees work
Figure 3
Analysis of employees’ opinion for provision of fun at work place
0
2
4
6
8
10
12
14
16
18
20
Accounts
and Fianance Customer
service Production Marketing
and
Advertising
IT Maintainance HR RnD
Percentage of
employees
0
10
20
30
40
50
60
Strongly agree Agree Neutral Disagree
Percentage of
employees

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Figure 4
Analysis of employee’s preference on types of fun activities provided by organization
Figure 5
Analysis of employees’ opinion on advantages of having fun at work place
0
10
20
30
40
50
Social events Milestone
recognitition Friendly
competetition Personal
development Humor Games and
entertainment Community
volunteering Stress release
activities Employee
recognition
award
Fun
committee Employee
engagement
activities
No fun
activities
Percentage of
employees
0
10
20
30
40
50
60
Satisfaction Enthusiasim Friendship Creativitiy OCB
Percentage of
employees

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Figure 6
Analysis of employees’ opinion on advantages of having fun at work place
0
5
10
15
20
25
30
35
Loosing control Lost focus Disrespect Toxicity Waste of time
Percentage of
employees