Can work really be fun? Exploring Iranian perspectives on team fun, supportive managers, and informal workplace learning

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Curating workplace fun is on the radar of many organizations, for the apparent benefits it brings. The survey results from Iranian employees revealed that someone’s learning motivation does fuel informal learning. Fun at work does have a material positive impact on informal learning, and even more so when this is supported by managers. The motivation to learn does impact the linked interaction between informal learning and workplace fun, and a person’s learning motivation had the single most impact in isolation. Having the opportunity to learn with management support created informal learning opportunities that leverage fun as a delivery vehicle.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2022), "Can work really be fun? Exploring Iranian perspectives on team fun, supportive managers, and informal workplace learning", Human Resource Management International Digest, Vol. 30 No. 5, pp. 4-6. https://doi.org/10.1108/HRMID-05-2022-0078