TY - JOUR
T1 - Having fun and thriving
T2 - The impact of fun human resource practices on employees' autonomous motivation and thriving at work
AU - Han, Xue
AU - Li, Yuhui
AU - Li, Jie
N1 - Publisher Copyright:
© 2024 Wiley Periodicals LLC.
PY - 2024/5/19
Y1 - 2024/5/19
N2 - Research interest in thriving at work has burgeoned over the past decades, but little is known about how human resource (HR) practices affect employees' thriving at work. Drawing upon self-determination theory and person-organization fit theory, we developed and tested a moderated mediation model to explain how fun HR practices influence employees' thriving at work. The results of two studies, a scenario experiment (N = 164) and a time-lagged survey (N = 253), supported our hypotheses. Specifically, the findings revealed that fun HR practices relates positively to employees' thriving at work. Autonomous motivation partially mediates the abovementioned relationship. Furthermore, fun HR practices translate into higher autonomous motivation and subsequent thriving at work for employees with higher preference for workplace fun. Our research contributes to the existing literature by identifying fun HR practices as an antecedent of thriving at work and revealing the psychological mechanisms through which fun HR practices affect employees' thriving at work. The practical implications, limitations, and future research avenues are also discussed.
AB - Research interest in thriving at work has burgeoned over the past decades, but little is known about how human resource (HR) practices affect employees' thriving at work. Drawing upon self-determination theory and person-organization fit theory, we developed and tested a moderated mediation model to explain how fun HR practices influence employees' thriving at work. The results of two studies, a scenario experiment (N = 164) and a time-lagged survey (N = 253), supported our hypotheses. Specifically, the findings revealed that fun HR practices relates positively to employees' thriving at work. Autonomous motivation partially mediates the abovementioned relationship. Furthermore, fun HR practices translate into higher autonomous motivation and subsequent thriving at work for employees with higher preference for workplace fun. Our research contributes to the existing literature by identifying fun HR practices as an antecedent of thriving at work and revealing the psychological mechanisms through which fun HR practices affect employees' thriving at work. The practical implications, limitations, and future research avenues are also discussed.
KW - autonomous motivation
KW - fun HR practices
KW - preference for workplace fun
KW - thriving at work
UR - http://www.scopus.com/inward/record.url?scp=85193599363&partnerID=8YFLogxK
U2 - 10.1002/hrm.22228
DO - 10.1002/hrm.22228
M3 - Article
AN - SCOPUS:85193599363
SN - 0090-4848
VL - 63
SP - 813
EP - 828
JO - Human Resource Management
JF - Human Resource Management
IS - 5
ER -