The Importance of Fun at Work: A Study on Workplace Culture

The assignment delves into the significance of having fun at work, examining how it contributes to achieving organisational goals and the CEO's job mission. It highlights the importance of HR managers adopting a friendly policy to create a positive work environment, promoting social capital, social networks, and social recovery among employees. The study also discusses motivational assistance systems, employee motivation theories, and design strategies for industrial production.

Fun policies at work
Introduction:
A warm and foggy topic like fun will have an impact on an organisation 's success. Considering that
this analytical essay explores the successful implementation of a workplace-friendly policy that can
boost efficiency and harmony within Architecture company. This concept would inspire managers to
build organisational cultures that support play, laughter and fun, is the start of today's fun workplace
movement. Humor can be used, as stated in the literature, to describe group membership, strengthen
identity and personal relationships (Maeve Clancy & Carol Linehan 2019). However, three main
issues must first be addressed to ensure an effective implementation of this new company policy. The
first is to define an acceptance limit to which the policy must work by determining the type of
company and the employee's demographics. Second, the various 'friendly' practises sponsored by
management and how they suit individual organizations. Third, how this approach affects a company,
given the expected human resource outcomes.
Discussion:
We all know the importance of injecting fun into the workplace, and research has shown that fun is
beneficial. A recent study of 2,000 employees showed that workplace fun integration reduces
absences, stresses and increases productivity. Owler & Morrison (2020), believes that fun can be the
most important feature of a successful and efficient organisation. Indeed, "fun policies" companies
refer to increased job satisfaction and employee loyalty as two important benefits. Any individual or
person can't control another individual's enthusiasm for his activity. Noticeably, promising yourself is
up to an individual, yet you can advance the cycle by making a spurring situation. The prizes can
profit individuals, groups, and even whole associations. Spurred individuals are exceptionally
versatile and decidedly grinding away, particularly with regards to change. They strive to accomplish
their objectives, as well, and are critical, not unmotivated. Private company pioneers every now and
again have incredible dreams, objectives and tentative arrangements. If your workplace is motivated,
these goals can be revitalising and enjoyable, not stressful and burdensome. There are a number of
workplace motivation approaches that can attract your team and industry to your personal preference.
Consistency is essential in order to achieve results and build momentum, so choosing the theory or
two and staying with them for sufficient time to monitor results (Ehrenreich 2013).
So, there's the value. But how can you make your workplace fun? There are many ways to add fun to
work and can be highlighted as under;

 Environment: The design of an office impacts the health, well-being and productivity of its
occupants is overwhelmingly obvious. Google staff play table tennis, climb walls, and bowl at
their office. Their Zurich Head Office features a massage room, an aquarium and a toboggan
running from the cube to the coffee shop. AWeber Communications, a software company for
email marketing, was even bigger by installing two slides in their office in Philadelphia.
Inspiring spaces are the understanding of how people work together and the knowledge that
every unit within a company has a unique way of doing business. Understanding your unique
corporate and departmental culture can enable you to create spaces in which employees can
work and engage fully (Tsaur et al. 2019).
 Volunteering: About one in five companies gives volunteer employees paid time off. And
when the workforce of the organisation does well, they are more likely to be good. A study
has shown that voluntary work makes staff feel better physically, emotionally and mentally.
In fact, 76% of participants said that they felt healthier through voluntary work and 94% said
that volunteering improved their mood (Yuan Gu et al. 2020).
Setting Limits for Fun Policy:
To enforce a fun policy in this organisation, boundaries must first be developed to ensure a smooth
transition to everyday culture. Boundaries define "the absolute limit of what is considered
permissible, comprehensible or conceivable. These limits are unique to each organisation and result
from the characteristics of society, business, and employees (Yuan Gu et al. 2020). This imposes a
strict restriction on the approval or rejection of a 'friendly activity' by employees.
Benefits of Implementing Fun Policy:
Fun policy is a strategic tool for influencing organisational culture. An organisation culture is vital to
the business success. As it defines how workers communicate, the degree of labour turnover and
innovation met. These aspects are fundamental to the sustainability of any organisation, and therefore
must concern management. Too many owners and administrators assume no play or work is the ideal
way to improve productivity. It’s nice that researchers don't immediately recommend this notion.
Studies over the past two decades have shown how companies make fun of having happy, more
fulfilled workers. And satisfied workers at their jobs are all around better. Workplace fun was linked
to: improved motivation, improved efficiency, reduced work, increased job satisfaction, and improved
task efficiency. Joy is one way to manage employee feelings effectively. It also showed that teamwork
was strengthened, partnerships were formed, and employee retention increased. There is plenty of

machinery and equipment in an office, but no workers. As people, we are social beings who need fun
to cope with the stressors we face every day. Finally, it's just one thing the business atmosphere you
want to create, and more importantly, in which people want to function (Miya Tokumitsu 2017).
The other main benefits of fun policy can be outlined as below;
 Group cohesiveness: Cohesion within the organisation is defined by a number of variables
both external, disruptive and internal, such as; recruitment of new workers. Company
architects can face problems that fuse younger and older workers due to particular beliefs, and
communication strategies that each generation has. This is partly due to the polarity of
different norms in each social and political climate. Managers of architects can help reconcile
these two communities by building a positive community, reducing external stresses and
internal disputes. Humor can be used to encourage and support mutual understanding. To
explain this, a business challenged by intense competition will make jokes about its offensive
humour. This reduces employees’ trust and market authority, increasing community respect
and superiority feelings. By using mutual humour, positive emotions and group membership
are correlated, increasing group bonding between different individuals. Confidence and
loyalty can also be created when each employee is known to be part of a recognisable group
and popular culture. Baby boomers and graduates work harmoniously if society allows
(Maeve Clancy & Carol Linehan 2019).
 Less turnover: The organisation and its employees can suffer from high turnover rates. Both
practitioners and academics accept high sales costs, including recruitment, procurement and
training. So, it is of utmost importance that companies should consider those factors.
According to Tsaur et al. (2019), a ten-person organisation loses approximately $ 1 million
(direct and indirect costs). The relationship between the values of workers and the culture of a
company is an important determinant of turnover rates. The architecture company is facing a
problem of attrition mainly because of the gap between society and employees. The
organisation is at a critical moment when many experienced workers retire but the new
generation cannot take over. Ensure integration of graduates into society, management
ensures that the experience of older workers affects these new employees. The
implementation of the fun strategy will benefit architecture company dramatically as they
move through their employees' natural cycle.
 More creativity: Aspect Architect's type of artistic work is an important factor in promoting
the incorporation of humour in the workplace. Literature repeatedly proved the connexion
between humour and imaginative thought. Humor was linked to the opening of new ideas

through relaxation, which reduces one 's chances of criticising mistakes or rejecting new ideas
resulting in risk-taking. If a company specialising in building individual structures is not
inclined to criticise, this creates an atmosphere that encourages workers to behave creatively
and introduce new ideas without hesitation. Humor is infectious, promoting a positive
atmosphere throughout the company that opens workers to innovative problems.
Organizations like Google, Pixar Animation, and Yahoo all benefit from enabling their staff
to enjoy working. These companies dedicate significant resources to developing a playful,
innovative working environment. The best suitable example is of Google's headquarters, they
contain Lego play stations, floor ladders and dogs asking about corridors (Simon C.H. Chan
2019).
 Improves communication and collaboration: Nearly two-thirds (65%) of information staff
works with their colleagues many times a day and encourages successful ways to build
collaboration within the organisation. Discovering a comfortable, enjoyable atmosphere with
colleagues promotes open dialogue and mutual trust. Workers are buddies with people they
work with compared to being mere co-workers, they can work well together and connect
more efficiently. Having fun with people is a perfect way for people to learn the personalities,
loves, dislikes and rules of each other that help people understand each other. This knowledge
helps them understand each other's limitations, strengths, and weaknesses (Maeve Clancy &
Carol Linehan 2019).
 Productive Employees: A 2015 study by the University of Warwick's World Economy
Competitive Advantage Centre found that happier employees are 12% more productive on
average than controls and, in some cases, 20% more productive. This difference is significant
given that productivity increases of about 3% are considered to be very large in terms of
national GDP or economic growth. If, for any reason, an employee is sad or low, his
motivation decreases, he can withdraw, communicate less, and generally be less productive
(Kathryn Owler & Morrison 2020).
Recommendations:
Given the constraints set by the company's vastly different generations, individual activities
performed will determine the policy 's effectiveness. There are a variety of activities, including social
gatherings, team building, competitions for productivity, job results and personal achievements.
Management plays a vital role in encouraging workplace enjoyment through unique practises.

There are two fundamental inspiration types “Extrinsic and Intrinsic”. The former type is when outer
variables urge your group to do what you need. Boosts in salary, off-time, extra checks and
occupation misfortune dangers are generally certain outside sparks. Then again, later type of
inspiration is about an individual want to conquer a test, produce excellent work or connect with
colleagues you need and trust. Characteristically roused individuals get a lot of fulfillment and
pleasure from what they do (Liu et al. 2020).
Presumably, the most popular of all work environment inspiration approaches, and one of the most
proper spots to begin dissecting inspiration speculations and models and their application in the
working environment is Maslow's hierarchy of needs. Maslow's needs structure a pyramid that
addresses essential issues of physiology and self-completion. Physiology, security, and love's most
fundamental needs are inborn in nature, while the requirements for status and self-realization are
outsiders. To fulfill extraneous necessities, first location inborn requirements. This implies
considering your group's physiological, security and partner needs in your private venture before
presenting things like acknowledgment or instructing. Ensure you have what your requirement for
your wellbeing and feel that they have a place with your staff (Dostert & Müller 2020).
Each colleague is extraordinary and has various inspirations. In this way, it's significant that we
become more acquainted with your kin, discover what spurs them, and locate a decent blend of sparks
to propel them. Given the worker demography, managers' suggestions for funny signage may not be
the most successful technique. The younger staff find it funny, while the older staff may see it as
wasting time and money. Discovering a subtler way to incorporate humour into the workplace has
shown that productivity is growing in contrast to formal efforts. The division between the two
demographic means is important, as none of the party is separated by events to find the right humour
balance (Simon C.H. Chan 2019). The following guidelines can be useful in determining what staff
will accept:
 Award Persons: Recognize a person who has done well or achieved a personal goal before a
conference in recent weeks. Give the person a standing ovation, appreciation or flora to
celebrate their achievement. Recognition allows for greater organisation (Carroll et al. 2020).
This attribute applies to individual who wants recognition. As in the company, young
generations always strive to work and in return they want appreciation. This can be in the
form of award, bonus, an increase in salary, and words of appreciation. As Maslow theory
suggests that recognition plays a vital role when it comes motivating individuals in
organization.
 Stand-up meetings: group dynamics will change by removing all seats from the conference
room and requiring staff to stand up during discussions. Meeting is shortened and workers

may stay longer (Hill & Chawla 2019). As per our case study, architecture company workers
feel like they are left out from the organization. This feeling can occur when there are not
many meetings or gathering in the organization. Emotions play a vital role to retain workers
for a longer period of time. Gatherings create a sense of belongingness within the
organization, and by arranging these activities will galvanise staff and will give them an
emotional attachment with the organization.
 Friday night drinks: Motivating workers to get to work early on Friday night drinks creates
more harmony between universities and allows staff to get to know each other informally
(Baldry & Hallier 2010). This may vary as per beliefs of individuals working in the
organization. As people have different beliefs and values. Some people prefer not to drink and
stay away from such activities. However, arranging soft drink and protective environment for
them will contribute in a positive way. Hence, by doing this, they will feel welcome within
the circle of organization where workers can talk, laugh, and enjoy without compromising on
their values and traditions.
 Celebrate wins: Establish milestones to be celebrated together by the entire organisation.
Better yet, launch an initiative devoting a small percentage of income to staff parties and
events. Employees would work harder to realise they are honoured and remembered for their
achievements. What kind of celebration appeals to your staff? Go one step further to boost
motivation by allowing them to select activities (Tsaur et al. 2019). Now, taking these points
into account as per our case study, it feels like company is not celebrating many wins. As a
result, workers feel bored and they don’t have any purpose to work for. By conducting such
activities will cherish both worker’s mood and performance.
 Friendly Competitions: It's amazing how a fun contest lightens mood. It's fun to meet weekly
or monthly challenges in which workers can participate in. Sweeten the pot with an award,
and people would want to work for long-time (Liu et al. 2020). As per our case study,
Architecture company does not have fun at place policy. So, by implementing a friendly vibe
within the company will energise employees. As study conducted states that healthy workers
are an asset of the organization. If the workers are well cared the company progress may
hinder and this can lead to less productivity. One of the best examples of this are the practices
of giants such as Google and Apple. They believe in fun at the workplace. Hence, the
statistics shows they have been dominating all over the world when it comes to innovation in
technology. Because their employees at work are stress free, and the way they are handled
makes them more effective and efficient to produce productive output for an organization as
well for themselves individually and personally.

Possible Implication of Setting Fun Policy at Work:
 Everything in balance is both nice and appropriate, but where there is so much laughter and
entertainment in the job, the risk is that workers may invest too much time getting laughter
and wasting their days in jest, instead of concentrating on the duties at hand (Boeri et al.
2016). It is great that workers keep in a good mood and have a friendly friendship with
themselves, but it does cost of amount for the company to cherish those activities.
 If many remarks are transmitted at the cost of an individual alone, then the individual at work
would definitely feel a little awkward and will thus adopt a shell instead of coming out and
mixing up (Leighton 2020).
 If things get out of control and there's an immense variety in work, so who can have the time
to fix those conflicts and struggles? Instead of alleviating depression and lightening the
atmosphere with so many laughs about jobs, the thoughts of those involved may often be even
more needless. In comparison, certain people can get too swept away and may start making
insensitive remarks as shockingly unsavoury statements (Hill & Chawla 2019).
So, it is evident that too many amusing workplace jokes and laughter can get out of control,
distracting workers from their job. It is entirely reasonable, as long as actions are held in check and
the feelings of no one with such a light-hearted comedy damage.
Conclusion:
Having fun at work strengthens the squad, boost the wellbeing, and achieve major objectives even
faster. Healthy workers are happier, more efficient. If people have fun, they can work harder, stay
longer, stay calm in crisis, and look after the organisation. Briefly, the empirical understanding of the
essence of fun at work will serve as the foundation for exploring not just the processes and attitudes
associated with pleasure, but also the organisational facets of pleasure-fostering culture. As results are
replicated in observational reports, having fun at work may have important, positive, multi-functional
and far-reaching consequences for both people and companies to minimise costly turnover of staff and
give comparative benefits to businesses that profit from an enjoyable working culture. Hence, to

achieve the organisational goal and CEO 's job mission, the HR Manager is encouraged to pursue a
friendly policy in accordance with the above directives.
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