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Archives of Business Research – Vol. 8, No. 8
Publication Date: August 25, 2020
DOI:10.14738/abr.88.15323.
Eshehri, A., & Alsoaery, A. (2020). The Orgnisation Performance and the Culture of Fun: Review in Changing World. Archives of
Business Research, 8(8). 358-362.
Services for Science and Education – United Kingdom
The Orgnisation Performance and the Culture of Fun: Review in
Changing World
Abdulrhman Eshehri
Kingston
Abdulrahman Alsoaery
Kingston
ABSTRACT
In the contemporary business landscape, organisations around the world are
increasingly giving priority to improving the work environment. This effort is seen
as vital to the success or failure of the organisation, with many focusing on modern,
innovative designs and the integration of social and recreational activities to create
a more positive workplace. While these strategies aim to enhance employee
satisfaction, productivity, and innovation by alleviating work stress and promoting
a positive attitude, there is also discussion about the potential negative aspects of
this culture of fun. The article will explore the pros and cons of these practices,
review their impact on both employees and organisations, and include relevant
examples.
Keywords: Orgnisation, culture
INTRODUCTION
In contemporary business world, the interest in developing the working environment by many
organizations across the globe is gaining more important and priorities than ever. Arguably, the
working environment of an orgnisation would play a vital role in the success or failure of any
organisation. At this time, many organisations are focused on making the work environment
more positive by creating social and entertainment activities for employees as well as paying
close attention to office designs and organisational facilities.
It could be notice that many organisations are trying to move away from classic designs towards
modern and innovative one that could contribute to make the workplace attractive and,
therefore, more positive. Some other organisations have designated places of entertainment, so
that employees can engage with it during the work day. By going to these places for recreation,
it could also relieve the work pressures so that the employee can return to his/her work with a
positive attitude and renewed energy. In the hope this will make the employee love the time he
or she spends in the workplace and thus increases the productivity and innovation of the
employee. However, there are other views that argue that there is downside in applying the
culture of fun in orginistaiton. This article will review the pros and cons of applying the culture
of fun and the extent of its impact on both employees and organisations, followed by some
examples where appropriate.
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Eshehri, A., & Alsoaery, A. (2020). The Orgnisation Performance and the Culture of Fun: Review in Changing World. Archives of Business Research,
8(8). 358-362.
URL: http://dx.doi.org/10.14738/abr.88.15323
LITERATURE REVIEW
As mentioned earlier, the rise of culture of fun at work and the increase of the interest of many
organisations as well as managers whom are keen to pay more attention to apply this concept
could be justified. Since the philosophy of fun at work has been widely promoted in popular
journalism through articles and books such as Fish (Lundin, Paul, & Christensen, 2000). The
authors supported the point that fun at work is a major component of active, productive and
positive work environments. In addition, other authors see other benefits, including reducing
stress and anxiety, which in turn could contribute to reducing delay and absenteeism (Abramis,
1989). Furthermore, it could be argued that such an environment would contribute to the
improvement of and increase customer morale and service (Abner, 1997).
Among the advantages is that fun at work has a significant positive effect on employee
performance, as it helps them to share the work and this is what Fluegge (2008) realized that
fun within the organisation helps in sharing the work among employees and increase the team
work spirit.
Entertainment in the workplace can also help in increasing the trust between employees and
their leaders. According to Karl et al. (2005), stating that when having fun within the workplace
this can enhance trust between employees and managers in an organization as many barriers
disappears. This greatly helps in increasing the affiliation and loyalty toward the organisation
as well as the love of the workplace and thus contributes to increasing the productivity of the
organisation.
Among the things that prove a great positive of fun culture is when employees working in
organisations affect individuals positively, such as when they laugh and have fun (Karl et al,
2005). This increases the physiological excitement such as increasing the flow of oxygen and
the secretion of the hormones, adrenaline and endorphins in the body (Jeffcoat & Gibson, 2006;
Lamm & Meeks, 2009). These physiological effects can improve employees' mood and give
them positive energy that will lead to an increase of the performance (Jeffcoat & Gibson, 2006;
Lamm & Meeks, 2009). Luthans (2002) also confirmed that well-being has an important value
in contributing to positive organisational behaviour.
The organisation can create a positive atmosphere by using the fun culture method and
establishing several entertainment activities. These activities may include social events,
outings, various games, and employee recognition events; all of this help and aim to make the
workplace more enjoyable (Abner, 1997).
Despite all these advantages about the culture of fun, there are some negatives aspects and
other different viewpoints. In the study of Grugulis et al. (2000), it was found that the fun at
work may sometimes have a negative effect on the employee. In their example, they have found
that when the company create a fun system with allocated budget every year and so employees
got used to it. However, when the company tried to cut the cost of fun budget due to industry
circumstances and other external condition, the employees turnover increase as well as the
level of absenteeism. Redman and Mathews (2002) also found in a qualitative study that some
employees resist fun at work. The authors examined the ‘work hard, play hard’ culture (Redman
& Mathews, 2002, p. 56) that the British retail services company has implemented among its
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Archives of Business Research (ABR) Vol. 8, Issue 8, August-2020
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1,050 employees. With the aim of acquiring their commitment. Redman and Mathews
conducted several interviews with managers and some employees and also reviewed company
documents over a period of three years. Accordingly, a number of benefits of fun culture were
identified including reducing anxiety and tension, a sense of belonging and an attractive work
environment. However, they have found some difficulties related to the application of the
culture of fun in the organisation. They found that some managers struggled to develop the
work environment to be an enjoyable work environment, and so some employees resisted it
with sarcasm. Some employees see that this is a waste of time and an increase in the cost to the
organisation, and some believe that this may distract some workers from performing their
work (Redman & Mathews, 2002). Consequently, it has been concluded in the study that the
issue of fun at work should be studied more carefully because it has positive results and at the
same time it has negative consequences.
Although the culture of fun in the organisation helps greatly in forming friendships within the
organisation and that human beings by nature love to form friendships between them.
Organisations are a fertile environment for forming friendships due to the presence of a
number of people in one place and working with each other as stated by Riordan and Griffet
(2005). Networks and friendship appear in the workplace due to the daily associations of
employees within the organisation and frequent interaction with each other. There are many
studies on the benefits of friendship in the workplace, and some of those benefits include
enhancing effective information, business sharing among employees, and high morale in the
workplace (Griffet, 2005). In addition, friendships in the workplace have a positive effect on
organisations such as contributing to a decrease in employee turnover and an unwillingness to
leave the organisation and thereby reduce employee fatigue in an orgnisation (Griffet, 2005).
However, some friendships within the organisation can cause a number of problems, such as
the employee’s friendship with the leader, and thus there may be favouritism or unfair
treatment which could cause anger and dissatisfaction among the employees in the
organisation (Pillemer & Rothbard, 2010).
Among the negatives that may be noticed in some organisations that depend on the culture of
fun is the leniency and lack of concentration of some workers in carrying out their tasks, which
can lead to the disruption and delay of many important works of the organisation and thus this
will be negatively reflected on the organization performance (Buhler,1991).
One of the most important problems in this culture that may face the organisation is taking into
account the ages of employees within the organization and customising fun culture that suit all
age varieties. Usually, the activities that are suitable for employees who are considered young
are not suitable or in favors for those who are older (Crumpacker & Crumpacker, 2007). All
desires must be met while taking into account the ages in the organisation. Employees may
leave their work if their desires are not met by the organization and got a feeling of
discrimination (Crumpacker & Crumpacker, 2007). From this point of view, the organisation
may have to meet the desires of all ages and this will be costly for the organisation which will
affect its budget by increasing the cost and then negatively impacting the performance
(Crumpacker & Crumpacker, 2007).
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Eshehri, A., & Alsoaery, A. (2020). The Orgnisation Performance and the Culture of Fun: Review in Changing World. Archives of Business Research,
8(8). 358-362.
URL: http://dx.doi.org/10.14738/abr.88.15323
DISCUSSION
Based on the foregoing, the culture of fun includes pros than cons for both the individual and
organization which all supported in the literature. In term of the positives, it could be notice
that there are many benefits that organisations, managers and workers receive from applying
such a concept; for example, it does helps in job commitment and this is what many
organisations are eagle to maintain, in which losing skilled and high qualified employees will
be difficult to compensate for must orgnisation. In addition, the positive impact of culture of fun
increases the job satisfaction which will lead to an increase of the employee’s productivity and
creativity and in turn all parties will benefit. It also enhances the employees' relationship with
each other and helps in the participation of the business, and this leads to the completion of his
or her work more efficiently. The culture of fun has a positive physiological effect as it
contributes to improving the mood of the employee and increases the psychological comfort
and this, in turn, will increase job satisfaction and decrease the employees turnover rate
overtime.
Although there are a number of negatives aspect in this culture, as mentioned earlier, the large
number of positives and the positive results obtained by each of the organisations, managers
and employees, the advantages are outweighing the negatives in applying this culture. There
are many large and well-known organisations that have applied this culture and have
succeeded, and Google and Facebook are considered to be a very successful example in this
field. Many consider it as a reference because it has succeeded with great success in adopting
the culture of fun and work flexibility in the organization (Crumpacker & Crumpacker, 2007;
Pillemer & Rothbard, 2018). They include video games, musical instruments, and sports
training tools. Being in this work environment, the employee can spend a long time in the
workplace without feeling bored or exhausted, and thereby complete the tasks as required.
CONCLUSION
In conclusion, this article illustrated the advantages and disadvantages from the literature that
might resulted from applying the culture of fun in orgnisation for the organization, employees
and managers. Although there were a number of both positive and negative aspect of applying
such a concept in an orgnisation, the advantages are overweight the disadvantages and that can
be supported in the example of Google and Facebook as a leading trend in such a company.
However, this will put more pressure on managers to try to apply the concept in ever changing
environment and maintain the benefit of all parties.
References
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Abner, M. (1997). Corporate America takes fun seriously. Women in Business, 49(5), 42.
Buhler, P. (1991). Wanted: Humor in the workplace. Supervision, 52, 21-23.
Crumpacker, M., and J. M. Crumpacker. 2007. Succession planning and generational stereotypes: Should HR
consider agebased values and attitudes a relevant factor or a passing fad? Public Personnel Management 36:349-
69.
Grugulis, I., Dundon, T., & Wilkinson, A. (2000). Cultural control and the ‘Culture Manager’: Employment
practices in a consultancy. Work, Employment, & Society, 14(1), 97-116.
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