Since the Industrial Revolution, the prevailing cultural perception is that work and leisure are completely divergent spheres. However, our previous debate depicts how an increasing number of contemporary organizations facilitate and advocate for the integration of recreational pursuits into work environments. The debate sought to examine the impacts of leisure and fun activities on employees’ productivity. We argued that cultural attitudes towards leisure and enjoyment should hardly inhibit its application in workplace dynamics (Ching & In, 2010). Using Amazon as an example, it was emphasized that engaging in recreational activities within the workplace setting sometimes inhibits productivity. Thus, we based our arguments on the fact that as much as employee morale is a key factor in maintaining productivity, there is a limit with which the employees’ engagement in fun activities in the workplace setting decreases their productivity.
In the debate, my point of argument was that fun and sporting activities in workplace environments should only be embraced during free and break time. Any attempt to engage in fun activities during work time is detrimental to overall productivity. This argument was based on the notion that there every activity should be accomplished at the right time. Establishing such harmony results in a good work-life balance essential for enhancing the performance levels of the entire workforce (Owler, Morrison & Plester, 2010). I used Amazon as an example of a company whose productive work culture is characterized by an effective plan for ensuring the employees are allocated time for vacations upon achieving certain milestones. This ensures every individual is motivated to work towards achieving the target goals without unnecessary interference of regular schedules by unplanned leisure activities. If workers believe their employers are responsive to their efforts and commitments, they will be more motivated to make improvements and be content with the way things are.
This discussion has instilled various lessons. For instance, I have learned that an excessive amount of fun and entertainment activities in the workplace may cause employees to become preoccupied with playing games, joking, and enjoying themselves with their coworkers rather than concentrating on their work (Ferro, 2014). Maintaining concentration on a given task without resorting to pleasurable activities like playing video games requires a level-headed thought process. Maintaining this level of discipline is challenging when there are plenty of opportunities for enjoyment and distraction within walking distance. Therefore, the introduction of leisure activities into the workplace may disrupt the structure of task allocation and delivery if not managed effectively (Owler et al., 2010). It is possible that employees could develop a propensity for sluggishness and failure to meet objectives and deadlines.
Based on personal experience, I can attest that engaging in addictive fun activities such as video games has the propensity to dominate the mind and inhibit concentration in workplace chores. In my previous work environment, having access to video games at work prompted us to subconsciously believe that playing the game motivated our performance. While this is not an entirely false notion, it is important to distinguish between using the games as incentives and as rewards for excellent work (Ferro, 2014). Some of my colleagues viewed gamification in the workplace as a strategic instrument, whereas others viewed it as an end in itself. The latter scenario results in heightened levels of productivity, whereas the former fosters and inhibits the work ethic.
Engaging in a heated debate on whether cultural attitudes towards leisure and enjoyment should be applied in workplace dynamics has greatly enhanced my learning experience in this module. It has enabled me to meet the learning outcome of integrating an agile management culture in a contemporary workplace setting. Besides, it supports the need to incorporate a positive culture and work ethics to achieve mutual benefits between the employees and the employers (Tews et al., 2015). Thus, I have noted that companies need to think about how to strike a balance between employees’ productivity and their motivation to work.
Despite the positive outcomes of our arguments, I believe we should have engaged in a more organized debate that gives room for individuals with controversial opinions. For instance, I would have opted to argue how the prospect of having to quickly organize new events or establish a new culture in the workplace is extremely daunting. In this essence, there is a need to consider both the negative and positive consequences of incorporating fun activities such as gaming in a workplace setting. On a positive note, leisure activities can be a beneficial strategy for a business organization since staff members are able to relax more naturally, make quicker judgments, and form stronger bonds as a result. Incorporating video games into the workplace also comes with a plethora of transferrable abilities. However, in order to achieve this level of inclusion, tactics must be put in place to encourage a positive work environment where people are encouraged to focus on their health and wellness rather than on their gaming habits and carelessness.
References
Ching, C. Y., & In, C. Y. (2010). Workplace fun and job satisfaction: the moderating effects of attitudes toward fun. Hong Kong: Hong Kong Baptist University.
Tews, M. J., Michel, J., Xu, S., & Drost, A. J. (2015). Workplace fun matters… but what else?. Employee Relations, 37(2), 248-267.
Ferro, S. (2014). Having Fun at Work? It Could Be Bad For Your Productivity. Fast Company. Retrieved from https://www.fastcompany.com/3022136/having-fun-at-work-it-could-be-bad-for-your-productivity
Owler, K., Morrison, R., & Plester, B. (2010). Does fun work? The complexity of promoting fun at work. Journal of Management & Organization, 16(3), 338-352.
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