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Workplace fun: the moderating effects of generational differences

Workplace fun: the moderating effects of generational differences Purpose – This paper aims to investigate how generational differences moderate the relationship between workplace fun and individual workplace outcomes. Design/methodology/approach – The authors review and integrate the literatures on workplace fun and generational theory and empirically test the interaction effects of generation membership and workplace fun with job satisfaction, task performance, and OCB using a sample of 701 workers. Findings – The findings suggest that not only do members of different generational cohorts respond differently to workplace fun, but cohort membership moderates the relationship between workplace fun and some individual workplace outcomes. Research limitations/implications – Snowball sampling and cross‐sectional data limit the generalisability of the study's findings. Practical implications – The authors provide managerial implications for promoting workplace fun. Originality/value – The paper contributes to the workplace fun conversation by addressing the overlooked question of “fun for whom?”. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Employee Relations: An International Journal Emerald Publishing

Workplace fun: the moderating effects of generational differences

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Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
0142-5455
DOI
10.1108/01425450910991767
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to investigate how generational differences moderate the relationship between workplace fun and individual workplace outcomes. Design/methodology/approach – The authors review and integrate the literatures on workplace fun and generational theory and empirically test the interaction effects of generation membership and workplace fun with job satisfaction, task performance, and OCB using a sample of 701 workers. Findings – The findings suggest that not only do members of different generational cohorts respond differently to workplace fun, but cohort membership moderates the relationship between workplace fun and some individual workplace outcomes. Research limitations/implications – Snowball sampling and cross‐sectional data limit the generalisability of the study's findings. Practical implications – The authors provide managerial implications for promoting workplace fun. Originality/value – The paper contributes to the workplace fun conversation by addressing the overlooked question of “fun for whom?”.

Journal

Employee Relations: An International JournalEmerald Publishing

Published: Oct 2, 2009

Keywords: Workplace; Age groups; Employee behaviour; Employee attitudes

References