Abstract:
Organizations increasingly demand that their employees to be innovative, resilient, and engaged, but many employees
experience tedium, stress, and lack of motivation. Classic job design research highlights top-down structural
resources like autonomy and feedback, often neglecting the active role of employees in creating meaningful work
experiences. To fill this research gap, this paper conceptually combines Playful Work Design (PWD) and work
related flow to describe how employees actively achieve optimal psychological experiences at work. PWD is defined
as employees’ self-initiated task redesigning activities aiming to make work more enjoyable (designing fun) or more
challenging (designing competition). Work-related flow is defined by absorption, enjoyment, and intrinsic motivation.
Keeping Job Crafting Theory, Self-Determination Theory, Flow Theory, Broaden-and-Build Theory, Affective Events
Theory, and Conservation of Resources Theory as framework, this paper proposes a dynamic conceptual model in which
PWD serves as a bottom-up antecedent of flow. PWD promotes autonomy, competence, positive effects, and challenge
skills alignment, thus providing conditions conducive to flow experiences. Flow, in turn, restores psychological resources
and energizes employees, sustaining their engagement in playful work design and initiating an upward resource gain
spiral. The model also distinguishes between the experiential differences of designing fun and designing competition,
outlines mediating processes, and specifies boundary conditions.
