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Who put the fun in functional? Fun a...

Fluegge, Erin Rae.

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Who put the fun in functional? Fun at work and its effects on job performance.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Who put the fun in functional? Fun at work and its effects on job performance./
作者:	Fluegge, Erin Rae.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2008,
面頁冊數:	99 p.
附註:	Source: Dissertation Abstracts International, Volume: 69-07, Section: A, page: 2781.
Contained By:	Dissertation Abstracts International69-07A.
標題:	Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3322919
ISBN:	9780549731221

Who put the fun in functional? Fun at work and its effects on job performance.
Fluegge, Erin Rae.

Who put the fun in functional? Fun at work and its effects on job performance. - Ann Arbor : ProQuest Dissertations & Theses, 2008 - 99 p.

Source: Dissertation Abstracts International, Volume: 69-07, Section: A, page: 2781.

Thesis (Ph.D.)--University of Florida, 2008.

Despite the popularity of workplace fun in the popular press, little empirical research has adequately addressed the effects of fun at work on individual job performance. In addition, the measurement of workplace fun has not been extensively validated. Accordingly, this study was designed to address two questions. First, do measures of fun at work display convergent validity (i.e., a common construct)? Second, if the four measures do indicate a common construct, what is the nature of this concept relative to three elements of job performance (i.e., task performance, organizational citizenship behavior, and creative performance) and affective and cognitive processes (e.g., positive affect and work engagement, respectively)?

ISBN: 9780549731221Subjects--Topical Terms:

516664
Management.

Who put the fun in functional? Fun at work and its effects on job performance.
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245 1 0 $a Who put the fun in functional? Fun at work and its effects on job performance.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2008
300 $a 99 p.
500 $a Source: Dissertation Abstracts International, Volume: 69-07, Section: A, page: 2781.
500 $a Advisers: Timothy A. Judge; Amir Erez.
502 $a Thesis (Ph.D.)--University of Florida, 2008.
520 $a Despite the popularity of workplace fun in the popular press, little empirical research has adequately addressed the effects of fun at work on individual job performance. In addition, the measurement of workplace fun has not been extensively validated. Accordingly, this study was designed to address two questions. First, do measures of fun at work display convergent validity (i.e., a common construct)? Second, if the four measures do indicate a common construct, what is the nature of this concept relative to three elements of job performance (i.e., task performance, organizational citizenship behavior, and creative performance) and affective and cognitive processes (e.g., positive affect and work engagement, respectively)?
520 $a In order to effectively address these questions, analyses were conducted in two phases using data from a sample of 205 working undergraduate students and their immediate supervisors. In the first phase, the measurement model of fun at work was extensively examined. A principal components analysis, confirmatory factor analysis, and usefulness analysis were conducted to assess the convergent validity of the measurement of fun at work. The results of these analyses suggest that fun at work is a second-order construct consisting of socializing with coworkers, celebrating at work, personal freedoms, and global fun. In the next phase, structural equation modeling techniques were used to examine the relationship of fun at work and various outcomes. Overall, the findings of this study provide evidence to suggest that fun at work affects individual job performance. Specifically, fun at work was positively and directly related to organizational citizenship behavior, and positively and indirectly to both task performance and creative performance.
520 $a Affective and cognitive mechanisms (e.g., positive affect and work engagement, respectively) also demonstrated unique relationships with fun at work and the individual performance outcomes. As expected, fun at work was positively related to both positive affect and work engagement. With respect to the three performance outcomes, positive affect positively predicted only task performance and was not related to organizational citizenship behavior or creative performance. In addition, this study was one of the first to find a positive relationship between work engagement and creative performance. However, work engagement was not significantly related to task performance or organizational citizenship behavior as previously suggested. Positive affect and work engagement were then tested as mediators of the fun at work and performance relationship. No support was found for positive affect as a mediator, but work engagement as a mediator was supported for the effect of fun at work on creative performance. Thus, individuals having fun at work were also more likely to be more engaged in their work, and consequently exhibit greater creative performance.
520 $a Overall, the findings of this study provide evidence to suggest that fun at work directly and indirectly affects job performance. Furthermore, these results suggest that the notion that a fun working environment results in greater employee productivity may indeed be true and seems worthy of further investigation. The practical implications and limitations of these findings are followed by suggestions for future research.
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