Attitude, job satisfaction, and task performance of Thai millennial employees toward workplace fun


Workplace Fun

How to Cite

Ruangkanjanases, A., & Chen, C. (2019). Attitude, job satisfaction, and task performance of Thai millennial employees toward workplace fun. International Journal of Research in Business and Social Science (2147- 4478), 8(5), 113-122.


The purpose of this study is to emphasize the term workplace fun that has been widely used in the western world but has had minimal impact in developing countries—such as Thailand. The research examines the relationships among variables such as the attitude of millennial employees towards workplace fun, experienced workplace fun, job satisfaction, and task performance in Thailand. According to the data of the National Statistical Office of Thailand, millennial will account for half of Thailand’s workforce by 2030. The study relied upon survey data collected from 519 respondents representing millennials who are working in Thailand. By applying descriptive and inferential statistics, the study has found that millennial employees are true believers in the concept of workplace fun. Pearson’s correlation coefficient indicates that a higher exposure to experienced workplace fun leads to higher employee’s job satisfaction and higher task performance. This paper serves to change the traditional management view of having fun in the workplace and to direct for future work so that it may continue growing to improve Human Resource Management knowledge in Thailand.


Aldag, R. and Sherony, K. (2001). A spoonful of sugar: some thoughts on fun at work. Current Issues in Management, 1(1), 62-76.

Avolio, B.J., Howell, J.M. and Sosik, J.J. (1999). A funny thing happened on the way to the bottom line: humor as a moderator of leadership style effects. Academy of Management Journal, 42(2), 219-227.

Cammann, C., Fichman, M., Jenkins, G.D. and Klesh, J. (1983). Assessing the attitudes and perceptions of organizational members. In Seashore, S., Lawler, E., Mirvis, P. and Cammann, C., Assessing Organizational Change, New York, NY: Wiley, 71-138.

Eisner, S.P. (2005). Managing Generation Y. SAM Advanced Management Journal, 70(4), 4- 15.

Fernquest, Jon (2016). Generation Y Thailand: A new Me Generation? Bangkok Post, Retrieved from generation-y-thailand-a-new-me-generation-. [September 15, 2017].

Ford, R.C., McLaughlin, F.S. and Newstrom, J.W. (2003). Questions and answers about fun at work. Human Resource Planning, 26(4), 18-33.

Ford, R.C., McLaughlin, F.S. and Newstrom, J.W. (2005). Creating and sustaining fun work environments in hospitality and service organizations. Journal of Human Resources in Hospitality &Tourism, 4(1),11- 30.

Howe, N. and Strauss, W. (2000), Millennials Rising: The Next Great Generation, New York, NY: Vintage Books.

Kengkarnchang, Kanpitcha (2013). Generation Y and a New Challenge in a Human Resources Administration. Journal of Social Sciences and Liberal Arts, 2(1), 17-25.

Karl, K. and Peluchette, J. (2006). How does workplace fun impact employee perceptions of customer service quality. Journal of Leadership &Organizational Studies, 13(2), 2-13.

Karl, K., & Harland, L. (2005). What’ fun and what’s not: An examination of age, gender difference, and attitudes toward fun activities at work. Proceedings from the Midwest Academy of Management, Chicago, IL.

Karl, K., Peluchette, J., and Hall, L. (2008). Give them something to smile about: a marketing strategy for recruiting and retaining volunteers. Journal of Nonprofit &Public Sector Marketing, 20(1), 71-96.

Karl, K., Peluchette, J., and Harland, L. (2007). Is fun for everyone? Personality differences in healthcare providers' attitudes toward fun. Journal of Health &Human Services Administration, 29(4), 409-447.

Karl, K., Peluchette, J., Hall, L. and Harland, L. (2005). Attitudes toward workplace fun: a three sector comparison. Journal of Leadership &Organizational Studies, 12(2), 1-17.

Lamm, E. and Meeks, M.D. (2009). Workplace fun: the moderating effects of generational differences. Employee Relations, 31(6), 613-631.

Lub, X., Bijvank, M.N., Bal, P.M., Blomme, R. and Schalk, R. (2012). Different or alike? Exploring the psychological contract and commitment of different generations of hospitality workers. International Journal of Contemporary Hospitality Management, 24(4), 553-573.

Motowidlo, S.J., Borman, W. and Schmit, M.J. (1997). A theory of individual difference in task and contextual performance. Human Performance, 10, 71-83.

National Statistical Office of Thailand (2015). Population in Thailand. Retrieved from [September 15, 2017].

Newstrom, J.W. (2002). Making work fun: an important role of managers. SAM Advanced Management Journal, 67(1), 4-9.

Robbins, S.P. and Judge, T.A. (2010). Essentials of Organizational Behavior, 10th ed., Upper Saddle River, NJ: Pearson Education

Schewe, C.D. and Noble, S.M. (2000). Market segmentation by cohorts: the value and validity of cohorts in American and abroad. Journal of Marketing Management, 16, 129-42.

Spector, Paul E., Dwyer, Daniel J., Jex, Steve M. (1988). Relation of job stressors to affective, health, and performance outcomes: A comparison of multiple data sources. Journal of Applied Psychology, 73(1), 11-19.

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, 45(11), 1787-1802.

Weiss, H.M. (2002). Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences. Human Resource Management Review, 12, 173-194.

Williams, L.J. and Anderson, S.E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601-617.

Wright, T.A. (2006). The emergence of job satisfaction in organizational behavior: A historical overview of the dawn of job attitude research. Journal of Management History, 12(3), 262-277.

Authors contributing to IJRBS agree to publish their articles under the Creative Commons Attribution- 4.0 NC license, allowing third parties to share their work (copy, distribute, transmit) and to adapt it, under the condition that the authors are given credit, that the work is not used for commercial purposes, and that in the event of reuse or distribution, the terms of this license are made clear. Authors retain copyright of their work, with first publication rights granted to IJRBS. However, authors are required to transfer copyrights associated with commercial use to the Publisher. The authors agree to the terms of this Copyright Notice, which will apply to this submission if and when it is published by this journal

Submission of an article implies that the work described has not been published previously( exceptin the form of an abstract or as part of a published lecture or academic thesis), that it is not under consideration for publication elsewhere, that its publication is approved by all authors and tacitly or explicitly by the responsible authorities where the work was carried out, and that, if accepted, it will not be published elsewhere in the same form, in English or in any other languages, without the written consent of the Publisher. The Editors reserve the right to edit or otherwise alter all contributions, but authors will receive proofs for approval before publication