The Impact of Fun Human Resource Practices on Thriving at Work with Regard to the Mediating Role of Psychological Capital and Autonomous Motivation

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 ۲۵۰ employees of the North Khorasan Welfare Department. Using a census method, ۱۸۵ valid questionnaires were analyzed. Instruments included standard scales for fun HR practices (Ford et al., ۲۰۰۵), autonomous motivation (Strauss, ۲۰۱۷), psychological capital (Luthans, ۲۰۱۱), and thriving (Porath et al., ۲۰۱۲), all rated on a ۵-point Likert scale. Reliability (Cronbach's α > ۰.۸۰ for all variables) and validity were confirmed. Data were analyzed using Structural Equation Modeling with Smart PLS ۳. Model fit indices (GOF = ۰.۶۰, Q² = ۰.۵۸۴, R² = ۰.۴۲۰) 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 = ۰.۵۳۱), followed by fun HR practices on thriving (β = ۰.۵۱۴). Significant direct effects were also found for fun HR practices on psychological capital (β = ۰.۳۴۴) and autonomous motivation (β = ۰.۳۳۱), as well as psychological capital on autonomous motivation (β = ۰.۴۰۲). Sobel tests confirmed the significant indirect effects of fun HR practices through both mediators (t > ۱.۹۶), 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., ۲۰۲۴; Bartram et al., ۲۰۲۳). 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.

کلیدواژه ها:

human resource management ، thriving at work ، psychological capital ، autonomous motivation