No abstract

This study examined the issue of "fun at work" across three sectors: public, nonprofit, and private. Specifically, we examined employees' attitudes toward fun, their perceptions of what is (and is not) fun, and the role of trust in the supervisor and coworkers. While there were no significant differences across the three sectors in their attitudes toward fun, there were significant differences across sectors in their ratings of the company-wide outings category and ten (of forty) individual fun activities. Public sector employees tended to rate the activities as less fun than at least one of the other two groups. Employees in all three sectors agreed that food-related activities were fun. In addition, attitudes toward fun were found to be positively related to trust in one's supervisor and trust in one's coworkers. The implications of these results and directions for future research are discussed.

This study examined students' use of and attitudes toward social networking sites. Significant gender differences were found regarding the type of information posted and whether students were comfortable with employers seeing this information. There were several items that students were likely to post on their sites but were not comfortable with employers seeing. Implications and suggestions for future research are discussed.

No abstract

This study examines culture and personality differences in student reports of the likelihood that they would post various types of information on their Facebook profiles. As predicted those high on conscientiousness, agreeableness, and emotional stability proved significantly less likely to report posting problematic content (e.g., substance abuse, sexual content) on their profile. Those who scored high on Compulsive Internet Use indicated a greater likelihood to post such profile information. Consistent with our expectations, our cross-cultural analysis revealed that US students were more inclined than German students to post problematic information to their Facebook site. Implications of these results and recommendations for future research are discussed.

The authors investigated the various sources of mentors used by professionals, how these sources influenced both objective and subjective career success, and whether the participants used different sources of mentors at different stages of their careers. According to data from 430 faculty members at 2 U.S. research institutions, assistant professors with mentors in their professions, associate professors with mentors outside the work place, and professors with mentors within their organizations had the highest levels of objective career success. Assistant professors with multiple sources of mentors yielded significantly higher levels of both objective and subjective career success than did those with single sources or no mentor. If one links professorial rank to career stage, the results suggest that the participants used different sources of mentors at different stages of their careers.

This study focuses on the good, the bad and the ugly of using videoconferencing for work-related meetings during the COVID-19 pandemic. Using a text mining process and qualitative content analysis of 549 comments posted to a LinkedIn online discussion board, we identified six key themes; three were tied to camera and microphone issues, two involved eating and meeting management issues, and one dealt with work-from-home issues. These themes are discussed in relationship to media naturalness theory and meeting science. Because widespread use of videoconferencing will likely continue, we provide guidance for workplace policies/practices and suggest directions for future research.

This study examined the link between workplace fun, employee satisfaction, and perceptions of customer service quality. Our results showed that employees who experienced fun in the workplace had greater satisfaction with their job and that the relationship between workplace fun and job satisfaction was greater for those who placed a high value on workplace fun. Additionally, we found that satisfied employees believed that their organization provided customer service that was reliable, responsive, and empathetic, and that employees were knowledgeable and able to instill confidence in customers. Implications of our findings for service organizations and suggestions for future research are also discussed.