As the boundaries between work and leisure continue to blur, purposeful workplace play has gained recognition as a strategic human resource (HR) practice associated with enhanced employee engagement, creativity and performance. However, empirical evidence on its outcomes remains inconclusive. This systematic review of 35 peer-reviewed studies (1984–2024) synthesizes current scholarship on workplace play within human resource management (HRM) contexts. Findings reveal that play is a multifaceted and context-sensitive phenomenon, shaped by individual dispositions, team dynamics, leadership approaches and organizational culture. When authentically integrated into the workplace, play fosters well-being, innovation and collaboration. Conversely, when coercively imposed, it may generate cynicism and undermine trust. Theoretical insights in this domain remain fragmented, primarily dominated by psychological paradigms such as conservation of resources and social exchange theory, with limited engagement from cultural, institutional or paradox perspectives. This review advances a future research agenda that encourages multi-level theorization, cross-disciplinary integration and the use of longitudinal and mixed-method research designs. For HR practitioners, the findings underscore the importance of designing play initiatives that are voluntary, meaningful and contextually grounded, thereby aligning employee well-being and organizational objectives.
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