Abstract

The purpose of this study is to emphasize the term workplace fun that has been widely used in the western world but has had minimal impact in developing countries—such as Thailand. The research examines the relationships among variables such as the attitude of millennial employees towards workplace fun, experienced workplace fun, job satisfaction, and task performance in Thailand. According to the data of the National Statistical Office of Thailand, millennial will account for half of Thailand’s workforce by 2030. The study relied upon survey data collected from 519 respondents representing millennials who are working in Thailand. By applying descriptive and inferential statistics, the study has found that millennial employees are true believers in the concept of workplace fun. Pearson’s correlation coefficient indicates that a higher exposure to experienced workplace fun leads to higher employee’s job satisfaction and higher task performance. This paper serves to change the traditional management view of having fun in the workplace and to direct for future work so that it may continue growing to improve Human Resource Management knowledge in Thailand.

Highlights

  • Imagine a work place where people love their work environment: a place where it is calm, stress-free and happy all-day long

  • This study provided some insights on millennials employees who are currently working in Thailand

  • Millennial employees have a positive attitude towards workplace fun

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Summary

Introduction

Imagine a work place where people love their work environment: a place where it is calm, stress-free and happy all-day long. People whose mental attitude produces increased oxygen, endorphins, and blood circulation in their brain, which enable them to think more creatively and clearly. This is a result of “Work Place Fun”. Previous academic studies explained that the attitude and behavior of workplace fun has a beneficial impact for individuals and organizations, but some evidence has been mixed. In developing countries, there are firms that are still practicing the traditional view of work culture in which work and fun are mutually exclusive. In their view, fun is not a necessity in the workplace. The employees’ perceived person-organization value congruence moderates the relationship between workplace fun and employees’ job performance and this effect is mediated through experiencing fun in the study of high-tech organizations in mainland China and Taiwan (Tang et al, 2017)

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