Employee Relations

“Just be yourself!”: Towards neo-normative control in organisations? : Table of Contents

Peter Fleming, Andrew Sturdy — Mon Oct 05 11:22:02 BST 2009

Abstract:
Purpose – The paper seeks to explore the nature and employee experience of an emergent approach to managing employees which emphasises “being yourself” through the expression of fun, individuality and difference. Design/methodology/approach – The paper utilises interviews and observations in a US-owned call centre in Australia. Findings – The management approach outlined is located within the emergence of market rationalism and associated claims of the limitations of normative control. With its emphasis on diversity and identity derived from non-(paid) work contexts, it is presented as complementary to, but distinct from, the group conformity and organisational identity associated with conventional culture and “fun” management. The seemingly liberal regime is shown to be controlling in its limited scope and by exposing more of the employees' self to the corporation. This raises questions about the nature of workplace control, resistance and the meaning of authenticity at work. Originality/value – The research provides an insight into an approach to management which has been largely neglected in research and proposes a modified concept of culture and “fun” management – neo-normative control. It also serves to challenge the liberal claims made by proponents of the new approach and of “fun at work” more generally, that it is liberating for employees, a form of “existential empowerment”.

Rituals of fun and mischief: the case of the Swedish meatpackers : Table of Contents

Susanne Strömberg, Jan Ch. Karlsson — Mon Oct 05 11:22:02 BST 2009

Abstract:
Purpose – This article seeks to analyse rituals of humour and joking practices among two groups of meatpacking workers, to better understand the organic dynamics of workplace fun. Design/methodology/approach – This is an ethnographic study of two groups of meatpacking workers within a Swedish food preparation company. Data were collected using multiple methods including observations, field notes, and individual and group interviews. Findings – This study uncovers ample evidence of joking practices among the workers studied. These are presented on a continuum of pure to applied humour in five types: jokes, physical joking practices, clowning, nicknaming and satire. Originality/value – This article gives a rich description and analysis of organic workplace humour in a contemporary food production setting and offers a typology of joking practices.

Are we having fun yet? A consideration of workplace fun and engagement : Table of Contents

Sharon C. Bolton, Maeve Houlihan — Mon Oct 05 11:22:02 BST 2009

Abstract:
Purpose – This extended editorial to the Special Issue “Are we having fun yet? A consideration of workplace fun and engagement” aims to review the current debates on organised “fun at work” and to suggest a framework for understanding workplace fun and employee engagement. The papers included in the Special Issue are also to be introduced. Design/methodology/approach – The editorial review asks for an approach that offers a critical appraisal and sets the latest move towards fun at work within the context of the material realties of work. Findings – A review of contemporary debates on fun at work reveals a predominantly prescriptive focus on attempts to engage employees through fun activities that oversimplifies the human dynamism involved in the employment relationship. The editorial suggests that we need to consider the motivations, processes and outcomes of managed fun at work initiatives and to consider employees' reactions in terms of “shades of engagement” that detail how people variously engage, enjoy, endure, or escape managed fun. Research limitations/implications – The suggested framework for understanding workplace fun and employee engagement offers opportunities for empirical testing. Practical implications – Understanding workplace fun and the work that it does, and does not do, offers opportunities to improve relationships between employees and between employees and the organisation. Originality/value – The editorial and Special Issue overall offers an important contribution to the ongoing fun at work and employee engagement debate and opens up avenues for further exploration and discussion.

Fun and well-being: insights from senior managers in a local authority : Table of Contents

Nicole Renee Baptiste — Mon Oct 05 11:22:02 BST 2009

Abstract:
Purpose – This paper aims to critically examine the dynamics of fun and well-being at work, as experienced and perceived by senior managers in a public sector context. Design/methodology/approach – This paper is based on research into well-being with a British Local Authority, focusing on 12 senior managers through verbal accounts of their own experiences and perceptions of fun initiatives. Findings – The data reveal that managers were not having “fun”. However, well-being at work emerged as central to influencing and enabling “fun at work” and was strongly linked to eight organisational factors (Working Time Arrangements; Stress Management; Communication Strategies; Reward Strategies; Management Development; Team Working; Relationships with Stakeholders; Clarification and Reduction in Change Initiatives). Thus whilst “Fun at work” prescriptions are common in the literature, findings from these accounts indicate people might be happier to experience better well-being at work. Research limitations/implications – Senior managers’ accounts of well-being identified salient issues, thus providing a basis for broader research in this area. Practical implications – Attention to the material aspects of employment relations is recommended over ‘silly hat day’ prescriptions. Organisations wishing to enhance fun at work could focus efforts on creating organisational conditions that encourage well-being through the eight identified factors. This has relevance for the employment relationship, and for practitioners and academics alike. Originality/value – This study makes a distinctive contribution to the fun at work literature by providing rich empirical data, and extending the “tenets of fun” to consider an alternative conceptualisation of “well-being at work” instead of the organised/managed fun activities presently embraced in the literature.

Workplace fun: the moderating effects of generational differences : Table of Contents

Eric Lamm, Michael D. Meeks — Mon Oct 05 11:22:02 BST 2009

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?”.

Crossing the line: boundaries of workplace humour and fun : Table of Contents

Barbara Plester — Mon Oct 05 11:22:02 BST 2009

Abstract:
Purpose – This paper aims to present exploratory, empirical data from an ethnographic study into workplace humour and fun. It explores the notion that workplace humour and fun are influenced by the creation of boundaries that either enable or constrain activities. Design/methodology/approach – Qualitative data were gathered from four New Zealand companies within different industries. Mixed methods were used and included semi-structured interviews, participant observation and document collection. Findings – The findings suggest that organisational culture is influential in boundary creation. In three formal companies, boundaries for humour and fun activities were narrower, and this constrained humour activities. In an informal company, wider boundaries resulted in humour activities that were unrestrained which created an unusual and idiosyncratic company identity. Research limitations/implications – It would be useful to replicate this exploratory research in different workplace sectors and environments. Originality/value – Boundaries constructed through social processes are assuming greater importance in modern organisations. However, research has not investigated boundaries around workplace humour and fun. Understanding boundaries may assist work groups when creating (and promoting) fun. This original research considers both managerial and employee concerns, and findings extend theory on workplace fun and humour.