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¡¡¡¡¹Ø¼ü´Ê £º ¹¤×÷³¡ËùÀÖȤ£»ÐÄÀíÍÑÀ룻¹¤×÷ÄÜÁ¿£»Ä¿±êÇåÎú¶È£»¹ý³ÌÇåÎú¶È ¡£
¡¡¡¡Abstract
¡¡¡¡Nowadays, the competition among enterprises is becoming more and more fierce,and talents are the fundamental to win the competition. Maintaining a good workingcondition of employees is a prerequisite for creating more gains for enterprises. Therapid development of economy and the continuous enrichment of material life havemade people increasingly demand spiritual satisfaction. In order to win talents andobtain sustainable development, more and more companies promote the creation offun-filled workplaces: Apple actively provides employees with a free and comfortableworking environment; Tencent has set up a promotion channel like "upgrading andfighting monsters"; Rich and diverse team building activities, etc. These measures tocreate fun in the workplace are expected to enable employees to have good workingconditions or good organizational loyalty to contribute to the development of theorganization. Current research on workplace fun has proven that it can indeedincrease employee job satisfaction, bring positive emotions and improve workefficiency. However, the mechanism of how fun in the workplace can improveemployees' working conditions to generate positive work behaviors is still unclear.
¡¡¡¡Based on this, this study introduces workplace fun, psychological disengagement,work energy, and goal/process clarity to understand the individual¡¯s work recoveryprocess. Workplace fun refers to work-induced activities that are directly or indirectlyrelated to work, and have social and interpersonal characteristics that occur inside andoutside the workplace. The positive emotions brought about by the fun in theworkplace will expand the thinking of employees, produce a better state of energy use,and achieve a higher level of work energy. At the same time, workplace fun enablesemployees to produce positive emotions to counteract the pressure and fatigue causedby work, and enable employees to achieve a higher degree of psychologicaldisengagement. Psychological disengagement is a manifestation of employees'
¡¡¡¡recovery behavior, which can supplement employees' physical resources andemotional resources, which promotes employees to have a better work energy level and obtain a good working state. And higher goal/process clarity will makeemployees more clear about their work at work, prompt them to let go of the pressureat work, lead to fun in the workplace, relieve the pressure of employees, and producea higher degree of psychological disengagement, that is, they will adjust the influenceof workplace fun on the degree of psychological disengagement.
¡¡¡¡This article provides a detailed literature review of the main research variables:
¡¡¡¡workplace fun, psychological disengagement, work energy, and goal clarity/processclarity, and constructs this research with the help of "JD-R model" and "expandedconstruction theory". Subsequently, the actual data required for the research wascollected by means of electronic questionnaires, and a total of 224 valid data werecollected. Finally, this paper uses stata15.1SE and MPLUS8.3 software to carry outbasic descriptive statistics of variables, scale reliability test, content validity anddiscrimination validity test, and use the method of multiple hierarchical regression toexplore the research proposed The authenticity and rationality of the theoreticalassumptions.
¡¡¡¡Through the test and analysis of empirical data, this study draws the followingconclusions:
¡¡¡¡£¨1£©The four dimensions of workplace fun all have obvious positiveeffects on employees¡¯ psychological disengagement, namely colleague socialinteraction, celebration activities, personal freedom and overall fun Can makeemployees have a better degree of psychological disengagement;£¨2£©Thepsychological disengagement behavior of employees has a positive predictive effecton the work energy of employees, that is, a higher degree of psychologicaldisengagement can make employees have a better work energy state;£¨3£©Employeepsychological disengagement plays a part of the mediating role between workplacefun and work energy. Specifically, psychological disengagement plays a mediatingrole between celebrations, personal freedom, and overall fun and work energy; it alsoplays a role as an intermediary between colleagues¡¯ social interaction and workenergy.£¨4£©Target clarity/process clarity positively regulates the relationship between personal freedom and employee psychological disengagement. Specifically,when employees perceive a higher degree of goal/process clarity, personal freedom isThe degree of influence of employees' psychological disengagement will increase.
¡¡¡¡The research results of this article reveal the mechanism by which workplace funaffects employees¡¯ working status, and provide a starting point for companies toimprove their work capacity and control the impact of workplace fun on employees¡¯work.
¡¡¡¡Keywords : workplace fun; psychological detachment; work energy; goal clarity;process clarity ¡£
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