How workplace fun influences employees’ performance: The role of person–organization value congruence

Jie Tang1, Min-Shi Liu2, Wen-Bin Liu3
1School of Economics, Fujian Normal University, People’s Republic of China
2Department of Business Administration, Soochow University, Taiwan
3School of Management and Economics, University of Electronic Science and Technology of China, People’s Republic of China
Cite this article:  Tang, J., Liu, M.-S., & Liu, W.-B. (2017). How workplace fun influences employees’ performance: The role of person–organization value congruence. Social Behavior and Personality: An international journal, 45(11), 1787-1802.

Volume 45 Issue 11 | e6240 | Published: December 2017 | DOI: https://doi.org/10.2224/sbp.6240

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We drew on affective events theory to investigate the ways in which workplace fun motivates employees and improves their job performance. Analyzing the data collected from supervisor–knowledge worker subordinate dyads in high-tech organizations in mainland China and Taiwan, we found that employees’ perceived person–organization value congruence moderated the relation between workplace fun and employees’ job performance, and this effect was mediated through their experienced fun. We discuss the theoretical and managerial implications of this mediated moderation mechanism.

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