Document Type : Original Article
Authors
1
Researcher Assistant, Faculty of Humanities, Department of Management, Islamic Azad University, Bojnourd Branch, Bojnourd, Iran. yazdaniziarat.m@semnan.ac.ir
2
Master's Degree in Public Administration - Human Resource Development, Islamic Azad University, Bojnurd Branch, Bojnourd, Iran. S.alizadeh@iau.ir
Abstract
Background and Objectives: Thriving at work, characterized by learning and vitality, is crucial for employee performance and well-being in today's competitive organizations. Fun human resource practices can foster a cheerful and informal atmosphere, yet the underlying mechanisms—particularly through psychological capital (hope, efficacy, resilience, optimism) and autonomous motivation—remain underexplored in Iranian organizational contexts. This study aims to investigate the direct and indirect effects of fun HR practices on thriving, examining the mediating roles of psychological capital and autonomous motivation.
Materials and Methods: This descriptive-correlational study targeted 250 employees of the North Khorasan Welfare Department. Using a census method, 185 valid questionnaires were analyzed. Instruments included standard scales for fun HR practices (Ford et al., 2005), autonomous motivation (Strauss, 2017), psychological capital (Luthans, 2011), and thriving (Porath et al., 2012), all rated on a 5-point Likert scale. Reliability (Cronbach's α > 0.80 for all variables) and validity were confirmed. Data were analyzed using Structural Equation Modeling with Smart PLS 3. Model fit indices (GOF = 0.60, Q² = 0.584, R² = 0.420) indicated strong predictive relevance and acceptable explanatory power.
Results: All nine research hypotheses were supported. The strongest direct effect was psychological capital on thriving (β = 0.531), followed by fun HR practices on thriving (β = 0.514). Significant direct effects were also found for fun HR practices on psychological capital (β = 0.344) and autonomous motivation (β = 0.331), as well as psychological capital on autonomous motivation (β = 0.402). Sobel tests confirmed the significant indirect effects of fun HR practices through both mediators (t > 1.96), demonstrating that both pathways independently explain the link between fun HR practices and thriving.
Conclusion: Fun HR practices enhance employee thriving both directly and indirectly by bolstering psychological capital and autonomous motivation. These findings fill a research gap in the Iranian context and align with international literature (e.g., Han et al., 2024; Bartram et al., 2023). Practically, managers should implement targeted fun activities, invest in psychological capital development (HERO model), and satisfy basic psychological needs (autonomy, competence, relatedness) to foster intrinsic motivation. Despite limitations such as the cross-sectional design and specific public-sector sample, future longitudinal studies across diverse industries are recommended to enhance generalizability.
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