Abstract: Human resource development (HRD) practitioners and managers have an opportunity to capitalize on organizational outcomes associated with having fun at work. Company picnics, casual dress days, and rewards and recognitions are just a few of the workplace fun (WPF) activities more than 80% of HRD practitioners and managers have implemented to control organizational results (Bilginoglu & Yozgat, 2020; Ford et al., 2003; Ford et al., 2004). The benefits of WPF include notable organizational outcomes such as job satisfaction (Karl et al., 2007), employee morale, creative performance, innovation (Pryor et al., 2010; Fluegge-Woolf, 2014), work engagement, task performance, organizational citizenship behavior, (Fluegge-Woolf, 2014; Tews et al., 2013). However, practitioners may still be cautious about implementing WPF without any specific set of principles on which the practice is based. For example, Bilginoglu and Yozgat’s (2020) research found that fun practices used as a management tool adversely affected organizational effectiveness. There is little knowledge about the catalyst for and trajectory of these fun experiences and subsequent effects. Logan-Monarch and Sun (2020) conducted a case study analysis to examine experienced WPF through descriptions provided by nine research participants. They proposed a theoretical model with specific antecedents, transactions, and outcomes associated with WPF for this particular group of individuals. Notably, there needed to be a specific organizational culture of appreciation, inclusion, and family unity for individuals to experience fun at work. After having fun at work, individuals reported that increased employee engagement, improved psychological well-being, social well-being, and stress management were particular outcomes of their fun at work experience . Logan (2022) continued a quantitative work which substantiated the engagement outcomes in the WPF framework. The research also tested two types of organizational cultures (clan and hierarchy) as moderators of the relationship between WPF and engagement. The results indicated that WPF significantly increased employee engagement. However, it was surprising that neither the clan nor the hierarchy cultures moderated the relationship between fun and engagement as hypothesized. If not specific organizational culture types, what factors come into play when implementing WPF? The present study proposes a grounded research methodology to further explore the antecedents of WPF and advance a holistic view of the concept to address retention and engagement in organizations (Logan-Monarch & Sun, 2020). There are three specific research questions to guide this exploration. First, what meaning do individuals attribute to workplace fun? Second, what are the antecedents of WPF in the high-tech industry? Last, how does workplace fun transform into employee engagement and organizational effectiveness? Participants will be recruited from the technology giant Company X (pseudonym; see Logan-Monarch & Sun. 2020). Technology companies are known for high levels of fun, engagement, and organizational effectiveness (Bilginoğlu & Yozgat, 2017). First, a combination of snowball and purposive sampling will identify individuals within Company X, and similar companies to interview. The researcher will analyze the data synonymously as the data is collected. Next, theoretical sampling will be implemented to follow patterns presented in the data. Data collection will cease once data saturation is met. In grounded theory research, data saturation typically takes place close to 40 respondents (Creswell, 2015). Data will be collected through semi-structured interviews via Zoom live conferencing (Janghorban et al., 2014). The researcher’s will use thematic analysis to interpret the data. The data will be coded using in-vivo codes by each researcher (Creswell, 2015). Subsequently, the researcher’s will convene to incorporate axial coding to draw connections between the in-vivo codes. The data will be analyzed to provide a view of the process and conditions underlying WPF in organizations. Aspects of the research design are in alignment with suggestions and recommendations from Creswell (2015). Michel and colleagues (2019) presented a model of individual factors to explain how individuals interpret fun along with short and long-term benefits. However, no theory as of yet represents a holistic understanding of WPF and its ability to enhance organizational effectiveness. Further investigation is needed to explore individuals’ perceptions and experiences of workplace fun coupled with group dynamics during fun events. This research will potentially result in an advanced WPF theory and contribute to HRD literature. This research will also provide guidance to HRD practitioners about WPF practices in order to improve overall organizational effectiveness.
