As a matter of fact, overall organizational performance depends on various independent as well as dependent factors. Among these factors, employee motivation plays a considerable role in this performance. Perhaps, the basis of motivation is the understanding of human nature and this is the biggest challenge that is facing most organizational leaders, more especially within the human resource context, (Nicole, 2009). Arguably, employees can be motivated in different ways; which include: recognition, retention, rewards as well as better remuneration. According to studies that have been undertaken by various scholars, it has also been found that fun and humor in the work plays a part in boosting the morale as well as the performance of employees. In this context, “fun and humor” can be defined as engaging in activities that are not exclusively linked to the work that are entertaining, pleasurable, or mischievous. Thus, the major objective of this paper is to address the question, “Does fun and humor in the workplace always have a positive impact on employee morale and performance?”
There are various benefits that can be attained by the managers, employers as well as leaders. Firstly, having fun and humor at the workplace will help or rather promote development of a positive staff culture, (Susanne & Jan, 2009). By having fun, people will or rather staff members will establish a sense of belonging and connection among themselves. This is very crucial because the workforce will be able to understand one another; hence, good relationship within the workplace will be enhanced. Additionally, by having fun people come to understand what other people value and want as well as what they do not like. Thus, people will always learn to avoid the things that irritate others but concentrate on the things that make them happy. Another attribute of a positive culture among the staff is, believing in one another. This can only happen if the staff could be in a position to mingle together to do something different besides work. Thus, developing a positive staff culture will help in promoting the morale of employees by avoiding minor conflicts.
The other benefit of having fun at the workplace is improving teamwork and boosting innovation and invention. Perhaps, for better performance people in a team should work together by boosting the strengths of one another but covering the gap that might be created by the weaknesses of some team members. Teamwork can only be made possible if people understand one another. Basically, understanding in this case occurs when people are aware of the weakness and strengths of one another. The only way this can happen is by people spending some time together both at work and away from work, (Nicole, 2009). Having fun is one way in which employees can spend some time together away from work. Arguably, this can be the best way in which barriers between team members could be broken to make them become one thing when working towards achieving a given organizational objective. This is basically to say that, humor and fun promotes solidarity among the workforce which is a very important element when it comes to teamwork performance. Besides, it has been noted that engaging in fun activities helps the employees to be innovative. It helps employees to think differently and come up with various ways of doing things, (Susanne & Jan, 2009). This is very beneficial for the performance of an organization in general. To be more precise, the workforce learns on new approaches that can be followed in performing a certain task which could eventually lead to an in increase in output and a reduction of costs.
Having fun at the workplace can also lead to development of good relationships; between the employees themselves, between the management and the employees as well as among between the customers and the employee. Good relationship in an organization is a very crucial element for better organizational performance, (Eric & Michael, 2009). For instance, if the employees can relate well with one another they will be always ready to assist one another in case of any problem that may be related to work or personal problems. Besides, when there is cordial relationship between the management and the employees, it will be easy for the management to implement certain strategies that will enhance better performance in the organization. This will also make the employee appreciated in some way, making him/her happy to be identified with their organizations. Thus, their morale will be boosted and they will be ready to give their best while undertaking their duties in the organization, (Eric & Michael, 2009). Moreover, good relationship between the employees and the management reduces chances of any work-related conflicts which usually hinder the performance of an organization. In case of any problem, it is usually solved in amicably without any hard feeling.
It has also been observed that fun and humor at work boost morale and motivation. Irrefutably, engaging in fun and humor activities is one way that the management and employees get to interact with one another besides work, (Barbara, 2009). In order to effectively motivate employees, there should be clear and free communication between the employees and their manager. Precisely, the manager should be in a position to understand the workforce from individual or personal grounds. This will help the manager to understand the personality as well as the needs of each and every employee in under his/her team. Thus, through having fun and humor with the employees, a manager will create an environment which promotes free communication with his employees. Based on the observations of the manager on the personalities of the employees, moral boosting and motivation mechanisms can be easily designed to induce better performance among the employees.
Lastly, according to Sharon & Maeve (2009), fun and humor reduces stress and ease boredom which is associate with work. There is strong relationship between stress and employee output. For instance, when an employee is stressed or bored, there is minimal or lack of concentration on work leading to a decline in efficiency and eventually overall performance. Therefore, having fun at the workplace helps to break the monotony of work as well as reduce stress that employees face while performing their duties. Thus, it is evident that efficiency of employees decline considerably when they are not given a break within the course of their work; which could in turn contribute to poor organizational performance.
Finally, it true that implementation of the philosophy of fun at the place of work may not be that easy. It is also true that there are considerable differences between organizations in the extent to which their culture recognize, facilitate or reward fun, (Susanne & Jan, 2009). Thus, the question whether employees find workplace fun suitable or not depends on the individual viewpoint, individuality traits, the process of socialization, as well as work experience. Notably, each of these factors account for the changeable perceptions and attitudes considering the significance of fun at the workplace. However, based on the studies that have been undertaken by various management scholars as well as practitioners, it can be concluded that fun and humor in the workplace always have a positive impact on employee morale and performance.
Reference List
Andrew, S. & Peter, F. 2009. “Just be yourself! Towards neo-normative control in
organizations?”, Employee Relations, Vol. 31, No. 6, pp. 569-583
Barbara, P. 2009. “Crossing the line: boundaries of workplace humor and fun”, Employee
Relations, Vol.31, No. 6. Pp. 584-599.
Eric, L. & Michael, D.M. 2009. “Workplace fun: The Moderating effects of generational
differences”, Employee Relations, Vol. 31, No. 6, pp. 613-631
Nicole, R. B. 2009. “Fun and well-being: Insights from senior managers in local authority”,
Employee Relations, Vol. 31, No. 6, pp. 600-612.
Sharon, C.B & Maeve, H. 2009. “Are we having fun yet? A consideration of workplace
fun and engagement”. Employee Relations, Vol. 31, No. 6, pp. 556-568
Susanne, S. & Jan Ch, K. 2009. “Rituals of fun and mischief: the case of the Swedish
meatpackers”, Employee Relations, Vol. 31, No. 6, pp. 632-647.
