A study of 341 men and women in a wide variety of organizations in southern California questioned them about many aspects of their jobs, including fun. Forty of them were then interviewed in greater detail, mainly about fun on the job. Of a variety of 55 job-related activities, each of the activities was considered "fun" by at least a few of the respondents. In identifying what makes work fun for some but not for others, there were two basic causes: personal intentions and organizational climate. People who intend to make their work fun generally succeed, and an organizational climate that gives priority to making work fun also achieves that goal. The study did not equate work satisfaction with fun on the job. Fun is emotional and immediate; whereas, job satisfaction is more long-term and less stimulating. Compared to people who do not have fun in their work, those who do have fun are less anxious and depressed in their work, are more convinced that other people have fun at work, are more motivated by their work, are more creative at work, and are better able to meet job demands and less likely to be absent or late to work. Suggestions for making work more playful are to make a conscious effort to have fun, spread the word that having fun at work is appropriate, help supervisors and other managers have fun, find out what people think is fun, use rewards and recognition to let people know they are valued, create events, and hire people who are interested in and capable of having fun.