دانلود رایگان مقاله آیا سرگرمی باعث ترویج یادگیری است؟ رابطه بین سرگرمی در محل کار و یادگیری غیر رسمی

Abstract

Although research has demonstrated that workplace fun has important benefits, we have an incomplete understanding of the role of fun in the learning domain, especially informal learning. To address this need, the present study examined the influence of fun activities and manager support for fun on informal learning among 206 managers. Fun activities were significantly related to overall informal learning, but manager support for fun was not. Examination of the dimensions of informal learning found that manager support for fun was significantly related to learning from oneself, while fun activities were significantly related to learning from others and learning from non-interpersonal sources. Furthermore, a negative interaction between core-self evaluations and fun activities in predicting learning from oneself was found, suggesting that fun may not be beneficial for all individuals. The key practical implication is that organizations should consider fun as a viable strategy to promote informal learning beyond traditional learning supports. At the same time, organizations should consider the personality of their learners to ensure fun has its intended impact.

Discussion

Many organizations have created fun workplaces to promote employee wellbeing, engagement, and retention. A growing body of research has validated that fun has a favorable benefit for individuals and organizations. Building on Kahn‘s (1990) theory of work engagement, this study has enhanced our understanding of the role of fun in the context of informal learning. Providing evidence for the fun-informal learning relationship has further validated the generalizability of the positive impact of fun, and the findings from this study may help counter some of the voiced criticism regarding workplace fun. The results from this investigation signal that scholars and practitioners should consider factors beyond traditional learning support (e.g., manager support for learning) to enhance informal learning. When there is ―all work and no play,‖ individuals are less likely to direct their efforts toward informal learning, which may ultimately have a negative impact on performance and an organization‘s ability to remain competitive.