"Following the diffusion of HRM as the dominant legitimating managerial ideology, some employers have started to see the built working environment as a component in managing organizational culture and employee commitment. A good example is where the work space is designed to support a range of officially encouraged ‘fun' activities at work. Drawing on recent research literature and from media reports of contemporary developments, this article explores the consequences of such developments for employees' social identity formation and maintenance, with a particular focus on the office and customer service centre. The analysis suggests that management's attempts to determine what is deemed fun may not only be resented by workers because it intrudes on their existing private identities but also because it seeks to reshape their values and expression."

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