New research underscores the role of leaders in having happiness on the job
The emergence of hybrid work arrangements has not only changed the way employees work, but also the way they have fun.
Research from the University of Auckland revealed that fun activities in the workplace “cannot be uniformly enforced or encouraged.”
“Instead, they require a nuanced understanding of individual preferences and psychological safety considerations,” said the study, which analysed the interview responses of employees from two organisations.
The report underscored that when fun is not actively forced or managed by an organisation, the rules become more fluid and ambiguous.
“Thus, there is potentially more risk associated with fun activities that are not specifically task-related or mandated,” the report said.
Associate Professor Barbara Plester, one of the authors of the research, added that the implementation of hybrid work across workplaces created a new set of challenges for employers who want to foster fun at work.
According to the report, hybrid work makes it difficult to navigate activities that are considered acceptable or safe.
“This seems to result in less fun or more opting out of fun, both online and in-person, due to uncertainty and confusion about what’s now acceptable,” Plester said as quoted by the University of Auckland.
How to have hybrid fun
To address these challenges, the research underscored the critical role of leaders and managers.
“Managers play a crucial role in fostering psychological safety to help employees navigate the uncertainties and risks associated with trying out new forms of fun,” the research said.
According to the report, managers should be aware that online work interactions may limit opportunities for spontaneous fun.
“Providing time and space for employees to engage in unplanned interactions and activities can help alleviate this issue,” the report said.
And while online work does not have the spontaneity that in-person arrangements do, the report underscored that they still offer employees the advantage of opting out of fun mandated fun interactions.
“To reinforce psychological safety, organisations should ensure that employees feel comfortable making that choice without facing negative consequences,” the report said.
Success in fostering a fun hybrid workplace will contribute to workplace well-being and happiness, according to the research.
“Promoting a positive and inclusive environment where fun is seen as a discretionary, safe experience can lead to improved morale and employee satisfaction,” the report said.
“Additionally, by nurturing psychological safety, encouraging authentic self-expression, and finding creative ways to promote spontaneous interactions, managers can contribute to a workplace culture where fun emerges naturally and enhances overall happiness.”
