Implementation of a Workplace Fun Policy

1.0 Introduction  

This report aims to explore how implementing a workplace fun policy can be a successful way of improving productivity and cohesion within Aspect Architects. The beginning of the today’s workplace fun movement can be attributed to the work of Peters and Waterman (1982) and Deal and Kennedy (1982), who promoted the idea managers should develop organisational cultures that endorse play, humour and fun. As explored in the literature discussed, humour can be used to define group membership, strengthen sense of identity and personal connection. However, in order to ensure the successful implementation of this new policy into Aspect Architects, three main aspects must first be considered. Firstly, an assessment of the type of organisation and the demographic of the employee will create an acceptance boundary to which the policy must fit within to ensure it does not ignite dissatisfaction. Secondly, the particular ‘fun’ activities endorsed by management, and how these fit in with individual organisations. And thirdly, how this policy will benefit an organisation given the desired human resource outcomes.

2.0 Boundary to the fun policy

Implementing a fun policy into Aspect Architects, boundaries first need to be established in order to ensure its smooth transition into everyday culture. Boundaries describe ‘the outer limit of what one sees as allowable, understandable or feasible’ (Paulsen and Hernes, 2003 p 303). Such boundaries are unique to each business and result from culture, industry and workers characteristics. This provides a direct limitation to where a ‘fun activity’ will be accepted or rejected by employees (Plester 2009).  Before devising what activities constitute as ‘fun’, a thorough analyses of the formality and culture of the organisation must be conducted. To illustrate, banter, cursing and crude humour authenticate and reinforce masculinity, strengthening male identity in an organisation that displays that characteristic pervasively (Pratt, 2001). However, women or males who do not associate with such stereotype in these types of organisations can feel pressured to be ‘one of the boys’ or risk isolation (Fine and De Sourcy, 2005), thus creating a boundary to holistic acceptance. In a similar way, Aspect Architects has a strong Baby Boomer employee base however, aim to further attract graduates to join the organisation. This generational gap does provide a difficulty in balancing the varying social expectation and limits in an organisation. The older workers are ‘perplexed by the idea of fun in the workplace’ while the younger graduates were leaving Aspect Architects for other firms with a fun culture, thus creating disparity between formality levels. This indicates a fun policy must not sway to either extremes; therefore not being too outrageous or conservative in order to be inclusive and not isolate either demographic.

2.1 Baby boomers (Born 1941-1960)

The baby boomers attitude to workplace fun stems from the post war era they were raised in; a competitive, hardworking generation that strived to make the world a better place (Lamm and Meeks 2009). The very notion of ‘fun in the workplace’ contradicts the workaholic environment that placed pressure on work content and material gain (Kupperschmidt, 2000). The older workers at Aspect Architects claim fun at work comes from the work itself. In addition, the supervisor claims a fun policy will put pressure on deadlines which may also be a worry of the baby boomers. Managers

2.2 Millennials (Born 1981-2000)

A defining characteristic of this generation is their lack of long-term attachment to an organisation and outlook that each company they work for is a stepping stone to building a career resume (Lamm and Meeks 2009). They ‘regard their organisation as a means to an end and not the end in itself’ (Lamm and Meeks, 2009, pg 617) This may infer they are not afraid to leave job in search for a preferred organisation, reiterated by the high graduates turnover issue Aspect Architects are facing. Contrary to the baby boomers, this generation places significant importance on the culture of an organisation and thus, workplace fun may be seen as a necessity rather than a bonus (Lamm and Meeks, 2009)

3.0 Fun activities

Given the boundaries established by the significantly different generations that work in the organisation, the particular activities enacted will determine the effectiveness of the policy. Activities take place in many form; including social events, teambuilding activities, productivity contests, work achievements and personal milestones (Tews, Michel and Stafford 2013). Management has a crucial role in encouraging and promoting workplace fun through the initiation of particular activities.

The Managers suggestions of funny signage may not be the most effective strategy given the demographic of the work force. The younger employees may find it ‘cheesy’ while the older employee’s may consider it all a waste of time and resources. Finding a more subtle way to bring humour into the workplace has been shown to increase productivity compared to structured attempts to do so (Romero and Pearson, 2004). The polarity between the two demographic means finding the right balance of humour is crucial, where neither group are isolated by the activities. The following recommendations may prove helpful in establishing what will and will not be accepted by workers  

3.1 Recommendations

• Award individuals: Before a meeting, identify an employee who has performed exceptionally in recent weeks, or has achieved a personal goal. Provide the individual with a standing ovation, certificate of appreciation or a flower to commemorate their accomplishment. Recognition creates greater affiliation with the organisation  
• Stand-up meetings: by removing all chairs from a meeting room thus forcing employees to stand during discussions, the dynamics of group will shift. Meeting will shorten and employees will likely stay engaged for longer
• Friday night drinks: encouraging employees to finish work early on a Friday to participate in Friday night drinks will create greater unity between colleges and provide an opportunity for employees to get to know each other in an informal setting (MORE)  

It can be concluded from the above suggestions that many activities can be quite inexpensive and do not require much time away from core operations to organise. Spontaneity creates surprise and anticipation. In addition, these activities may create a snowball effect, where other employee’s unique ideas can assist in planning future activities. For instance, “joy committees” are common in some workplaces, where by a group of employees meet on a periodic basis to brainstorm new ways to inspire fin in the workplace (Newstrom 2002). Easing into the activities will ensure baby boomers become accustom to the policy, why Millennials will see the organisation shifting away from its old-fashioned reputation.