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Playful work design (PWD) is a set of proactive strategies implementing fun and self-challenge at work to actively create better work conditions. Following the job demands-resources theory, this study aims to investigate the effects of PWD’s dimensions – i.e. “designing fun” and “designing competition” – on task and contextual performance (Study 1) and on the dimensions of organizational citizenship behaviors (OCBs) – i.e. altruism, conscientiousness and civic virtue (Study 2). Furthermore, the present research investigates the mediating role of work engagement (WE) for both studies.

Two samples of 339 and 141 Italian workers participated by filling in a self-report questionnaire. Measuring models and hypotheses have been tested by structural equation models.

Results suggest that WE partially mediates the relationship of the “designing competition” subdimension of PWD with task and contextual performance (Study 1) and with conscientiousness and civic virtue of OCBs, while “designing fun” shows a positive direct relationship only with altruism (Study 2).

This paper contributes to expanding knowledge about PWD’s effectiveness in facilitating performance and positive behaviors. Furthermore, it disentangles the different effects of PWD’s dimensions on performance. In light of the results, both employees and managers should be aware of the beneficial consequences of introducing fun and self-competitiveness when completing their own work activities.

This study aims to investigate the relationship between employees’ proactive personality and task performance, with playful work design (PWD) and work-related flow as sequential mediators. Integrating proactive personality theory and the self-determination theory of flow, the authors propose that employees with a proactive personality are more likely to playfully redesign their work tasks and to experience flow, resulting in improved performance.

Participants were 466 Italian employees who filled out an online survey. The sample was well balanced regarding age and gender. Measurement models were tested, and sequential mediation analyses were conducted using structural equation modeling.

The proposed measurement model, including four latent factors, fits better to the data than alternative models. Proactive personality showed positive relationships with PWD, flow at work and task performance. As predicted, proactive personality was indirectly related to task performance through PWD and work-related flow, supporting sequential mediation.

This study expands previous knowledge regarding how proactive personality may be related to task performance through proactive behavior. The authors integrate proactive personality theory and the self-determination model of flow to show that proactive individuals may playfully redesign their work tasks and experience flow, and that this results in improved performance. The authors discuss several implications for organizational practice.