Beyond Small Talk: The Impact of Inclusion Climate and Fun on Constituent Attachment Through Deep Conversation

Abstract

This study examined how informal conversations—both shallow and deep—impacted employees’ constituent attachment in the hospitality industry, along with the antecedents of such conversations. With a sample of 251 hospitality employees, our findings revealed that deep conversations, but not shallow conversations, were positively related to constituent attachment. In addition, an inclusion climate and workplace fun were positively related to deep conversations. Moreover, the relationships between inclusion climate, fun, and constituent attachment were mediated more strongly by deep conversations than by shallow ones. While prior research has generally focused on the impact of small talk, this study advances human resources and organizational behavior research by being the first to distinguish between deep and shallow workplace conversations, revealing their unique impact on constituent attachment, and highlighting the role of inclusion climate and workplace fun in fostering meaningful connections.

Keywords

informal workplace conversations small talk inclusion climate fun in the workplace constituent attachment

Highlights

The study found that deep conversations, but not shallow ones, were positively related to constituent attachment.

An inclusion climate and workplace fun were linked to deep conversations.

Deep conversations mediated the relationships between inclusion climate, fun, and constituent attachment.

The importance of positive relationships at work cannot be overstated as they represent the social fabric of the organizational experience. It has long been argued that “people make the place” (Schneider, 1987) and that positive relationships help promote feelings of engagement and attachment among coworkers (Dutton & Heaphy, 2003; Kahn, 2007; Stephens et al., 2012). In fact, drawing on the work of Maertz and colleagues (Maertz & Campion, 2004; Maertz & Griffeth, 2004), a growing body of research has demonstrated that constituent attachment, or relational attachment, is a key driver that helps promote retention in the hospitality industry where turnover rates are especially high (Ellingson et al., 2016; Tews et al., 2014), often in the range of 30% to 73% annually (Malyarov, 2020). Constituent attachment is particularly important in the hospitality industry because of the high social intensity of the workplace, where strong social bonds provide emotional support and a sense of belonging, making employees more likely to stay despite low wages and limited career advancement opportunities (Ellingson et al., 2016). Given the pivotal role of constituent attachment in mitigating turnover—particularly within the socially intensive context of the hospitality industry (Ellingson et al., 2016; Tews et al., 2014; Tews & Stafford, 2020)—it is imperative to examine the factors that foster the development of such relational ties among employees.

One aspect of work relationships that could be of particular importance in the development of constituent attachment is informal conversations among coworkers, conversations which make up a large proportion of interactions throughout a workday (Fayard & Weeks, 2007). Not all informal conversations may have the same impact, and value is gained by distinguishing between shallow and deep conversations, building off the work of Kardas et al. (2021). Informal conversations may certainly be trivial and superficial, in line with traditional views on small talk (Malinowski, 1923/1972; Methot et al., 2021), and referred to herein as “shallow conversations” (Kardas et al., 2021). Conversely, informal, non-work-related discussions can also be more authentic and meaningful, referred to herein as “deep conversations” (Kardas et al., 2021). In this light, any conversation, whether brief or extended, can range from relatively shallow and superficial to relatively deep and intimate.

Previous research has demonstrated the value of both types of conversations. For instance, in the context of shallow conversations, Allen et al. (2014) found that pre-meeting small talk enhances perceived meeting effectiveness. Similarly, Rosado-Solomon (2019) demonstrated that small talk is linked to reduced ego depletion and increased interpersonal citizenship behaviors and task performance. More recently, Methot et al. (2021) showed that daily small talk improves employee well-being and engagement in citizenship behaviors through the generation of positive emotions. At the same time, Kardas et al. (2021) found that people felt more connected to others after engaging in deeper conversations relative to shallow ones. Research has also demonstrated that deep conversations can strengthen social bonds (Aron et al., 1997; Collins & Miller, 1994) and accelerate the formation of close relationships (Altman & Taylor, 1973; Derlega et al., 2001).

Investigating shallow and deep conversations in a single investigation is important for two main reasons. First, it allows for an examination of whether shallow and deep conversations hold equal importance for how social connections develop in the workplace. Examining whether shallow or deep conversations hold equal importance is essential because it can reveal whether shallow conversations are sufficient for building workplace connections, or if individuals must engage in deeper conversations to yield more significant benefits. Second, given the presumed advantage of deep conversations, as we contend, it is important to explore workplace factors that influence engagement in deep conversations relative to shallow ones. Engaging in deep conversations requires vulnerability and self-disclosure, yet the diversity of employees’ backgrounds, values, and experiences can complicate communication (Kardas et al., 2021). In addition, time constraints in fast-paced work environments (Kristensen et al., 2006) may limit opportunities for meaningful dialogue. Given these challenges, research is warranted to explore factors that can promote better conversation depth.

This study has three primary objectives. First, it seeks to examine the extent to which shallow and deep conversations contribute to greater constituent attachment, clarifying whether deep conversations offer unique benefits beyond surface-level exchanges. Second, it explores how an inclusion climate and workplace fun facilitate deep conversations. These workplace characteristics, both centered on belonging and engagement, have gained research attention for their role in fostering cohesive workplaces and improving employee attitudes and behaviors (Michel et al., 2019; Nishii, 2013). As organizations navigate contemporary challenges such as managing workplace diversity and employee engagement in turbulent business environments, fostering authentic connections has become more complex yet more essential. An inclusion climate may allow employees to engage in open, authentic conversations without fear of exclusion, addressing concerns around psychological safety and belonging in diverse work environments. In turn, workplace fun may create a relaxed environment that lowers social barriers and encourages meaningful interactions, which is especially relevant as companies seek to rebuild social cohesion in the wake of reduced informal interactions. Fun in the workplace has been shown to significantly predict both job embeddedness (Chen & Ayoun, 2021) and employee retention (Tews et al., 2014) in the hospitality industry, underscoring its importance in fostering the kinds of social bonds that help keep employees connected and committed. Third, this research examines how inclusion climate and workplace fun impact constituent attachment through informal conversations, proposing that their effects are stronger when mediated by deep rather than shallow conversations. Examining these relationships positions informal conversations within a broader nomological network and helps to explain further how stronger social bonds can be fostered in the workplace, ultimately addressing the ongoing challenge of creating more inclusive, engaging, and connected work environments.

Theoretical Background and Hypotheses

At a broad level, this research is guided by Dutton and Heaphy’s (2003) high-quality connections framework, which defines connections as dynamic bonds formed through mutual awareness and social interaction. In the workplace, such connections shape individuals’ experiences, satisfaction, and sense of belonging, whether emerging from brief encounters or evolving through ongoing interaction. High-quality connections are life-giving—they are strong, flexible, and resilient, providing “vital nutrients” like positive energy (R. W. Quinn & Dutton, 2005), a sense of being known and cared for (R. E. Quinn & Quinn, 2002), and active engagement (Miller & Stiver, 1997). These connections foster psychological safety, trust, coordination, and cooperation, ultimately increasing attachment to the organization (Dutton & Heaphy, 2003; Stephens et al., 2012). In contrast, low-quality connections are life depleting, with each interaction gradually eroding vitality and engagement (Dutton & Heaphy, 2003). We argue that deep conversations, as opposed to shallow ones, are essential to building high-quality connections. Conversations involving vulnerability, openness, and meaningful engagement foster trust and understanding, laying the foundation for stronger social connections. Although prior research in hospitality has emphasized the role of support mechanisms, such as coworker and organizational support in shaping employee outcomes (Karatepe, 2012; Tews, Michel & Ellingson, 2013), comparatively less attention has been devoted to more informal interpersonal exchanges, such as deep conversations, which may play a critical role in enhancing connection, engagement, and the overall experience of work.

The importance of high-quality connections stems from the essential human need to belong, as detailed in Baumeister and Leary’s (1995) belongingness hypothesis. The need to belong motivates individuals to establish and maintain a minimum number of lasting, positive, and meaningful relationships. For this need to be met, Baumeister and Leary contend that people require frequent, emotionally satisfying interactions within a stable, supportive framework marked by mutual concern. Baumeister and Leary further argue that this need is universal, although it varies in intensity across individuals. Crucially, the need to belong is more than a mere need for affiliation. Frequent contact with indifferent or unsupportive others does little to satisfy it, nor do supportive relationships that lack regular interaction. In this sense, frequent, deep conversations with relevant workplace constituents may play a central role in fulfilling the need to belong. While high-quality connections may result from various factors, conversations with key others in the workplace can be crucial to fostering these connections and fulfilling the need for belonging.

Extending the arguments above, our first hypothesis proposes that constituent attachment will be more strongly influenced by deep conversations than by shallow ones. Specifically, constituent attachment reflects individuals’ emotional bond and sense of connectedness toward others (Maertz & Campion, 2004; Maertz & Griffeth, 2004). Since deeper interactions foster meaningful connections, we expect that deep conversations will lead to higher levels of constituent attachment. Deep conversations involve meaningful exchanges of thoughts, feelings, and experiences, allowing individuals to reveal and share personal aspects of themselves, fostering bonds that extend beyond professional interactions and bring a human dimension to the workplace (Kahn, 2007). Individuals are intrinsically motivated to connect with others (Baumeister & Leary, 1995) and value opportunities to form meaningful relationships (Kardas et al., 2021). In contrast, shallow conversations, which often focus on surface-level topics and less personal disclosure, provide limited opportunities for connection and may be less effective in fostering a strong sense of belonging. Through deep conversations, individuals can express their authentic selves and be recognized as whole people beyond their work roles. Employees who share their interests, hobbies, and personal experiences are more apt to feel valued and appreciated as unique individuals. This openness may foster empathy and understanding, as employees gain an appreciation for both the diversity and uniqueness of their peers, and the common interests they may share. Accordingly, through such conversations, employees may develop greater feelings of attachment to key others in the workplace.

Hypothesis 1: Deep conversations will be more strongly positively related to constituent attachment than will shallow conversations.

Despite the potential benefits of engaging in deep conversations, individuals often pass up opportunities to connect with others in ways that could fulfill their belongingness needs (Kardas et al., 2021). We argue that features of the work environment—namely an inclusion climate and fun in the workplace—will help facilitate deeper conversations relative to shallow conversations because they facilitate the conditions of engagement, as articulated by Kahn (1990). According to Kahn, engagement reflects the “harnessing of organizational members’ selves in their work roles,” where individuals bring their full selves—physically, cognitively, and emotionally—into work (p. 694). Kahn argues that engagement is enhanced when three psychological conditions are met: safety, availability, and meaningfulness. Safety reflects an environment where individuals feel secure expressing themselves without fear of negative consequences (Kahn, 1990). In the context of promoting deep conversations, safety is likely essential as opening up to others involves a degree of risk that one might be rejected when discussing more personal and intimate details about oneself. In turn, availability reflects individuals having the resources and support—whether physical, psychological, or emotional—to fully engage in an endeavor (Kahn, 1990). Availability is thought to be important for deep conversations to transpire because individuals may not always have the time and emotional energy to focus on substantive conversations, particularly if they are not about task completion or goal accomplishment. Finally, meaningfulness refers to the sense of purpose and significance employees find in their work—a feeling that their investment of effort in their roles brings a rewarding return (Kahn, 1990). Such a sense of purpose may be important for fostering deep conversations because individuals may not always value connecting with their coworkers if they perceive doing so to be irrelevant to their immediate work goals or personal growth.

Organizational efforts to promote diversity and inclusion in the hospitality industry can shape how individuals perceive belonging and fit within a workplace (Madera et al., 2018). Extending this logic, we focus herein on an inclusion climate, which reflects an individual’s perception of the workplace as one where “people of all identities and many styles can be fully themselves while also contributing to the larger collective, as valued and full members” (Ferdman, 2017, p. 235). Specifically, Nishii (2013) characterized inclusion climate as consisting of three dimensions. The first dimension, foundations of equitable employment practices, refers to diversity-specific human resource management practices that are designed to help minimize bias in recruitment, selection, compensation, and employee development. The second dimension, inclusion in decision-making, focuses on the extent to which the perspectives of different employees are actively sought, respected, and integrated into the overall functioning of the organization. The third dimension, integration of differences, focuses on how the unique characteristics and diverse backgrounds of employees are valued and incorporated within the workplace. Rather than expecting individuals to conform or suppress their differences, this dimension emphasizes the appreciation and integration of these differences as a means of enhancing the collective strength of the organization. For the present study, the focus is on the dimension of integration of differences. This focus is warranted, given that the integration of differences specifically reflects the interpersonal interactions within the organization.

Given that an inclusion climate—specifically one that promotes the integration of differences—may foster psychological safety, availability, and meaningfulness, it is likely to encourage deeper and more substantive conversations rather than shallow exchanges (Shore et al., 2011). In such a climate, employees’ diverse perspectives are actively valued and integrated into the workplace, reassuring individuals that they can express themselves openly without fear of judgment or negative consequences (Chung et al., 2024). Indeed, Jolly and Lee (2021) demonstrated that inclusive leader behaviors promote proactive communication by enhancing perceptions of psychological safety and value among employees. Similarly, inclusion climates may increase individuals’ availability for deep conversations by reducing stress and minimizing negative emotions that might otherwise arise in non-supportive settings. The emphasis on empathy and acceptance can reduce anxieties about fitting in or facing criticism, enabling individuals to experience more positive emotions that enhance their readiness for meaningful connection (Park et al., 2022). Finally, an inclusion climate may enhance the meaningfulness of conversations by signaling that unique differences are valued and respected (Chung et al., 2020). Within a culture of mutual respect, employees are more inclined to view getting to know others as a rewarding experience, encouraging them to engage in and open up during substantive dialogue. Based on these arguments, it is hypothesized that an inclusion climate will be more strongly positively associated with fostering deep, rather than shallow, conversational exchanges.

Hypothesis 2: Inclusion climate will be more strongly positively related to deep conversations relative to shallow conversations.

Another factor that might influence engagement in deep conversations relative to shallow conversations is fun in the workplace which reflects “aspects or features of the work environment that have the potential to promote positive emotional reactions such as enjoyment, amusement, and lighthearted pleasure in individuals” (Michel et al., 2019, p. 99). Fun in the workplace is a multidimensional construct, and this study will focus on two key dimensions: fun activities and manager support for fun. Fun activities reflect formal activities sponsored by the organization and include such endeavors as productivity contests, social events, team-building activities, and public celebrations of work achievements and personal milestones. Such activities have been a common focus of popularized accounts of fun at work and several empirical investigations (Karl et al., 2005; Tews, Michel, & Stafford, 2013; Tews et al., 2015). Manager support for fun, in turn, is conceptualized as the extent to which managers allow and encourage employees to have fun on the job (Tews et al., 2014). We prioritize these two elements of fun because they fall primarily within the direct control of management and because management often possesses flexibility in implementing them.

Both aspects of fun aim to generate enjoyment among employees, foster strong relationships, and integrate individuals within the organization. However, these elements may differ in formality (Tews et al., 2014). Fun activities are typically more formal and manufactured since they are orchestrated and sponsored by the organization. On the other hand, manager support for fun is more informal as it reflects the degree to which employees are allowed the freedom to enjoy themselves and their interactions with coworkers at work more broadly. These elements of fun can occur simultaneously or independently. For instance, fun activities may receive enthusiastic support from a manager at times. At other times, there may be little or no demonstrated support. Even though fun activities and manager support for fun are interconnected, they are not strictly tied together. In previous research, both fun activities and manager support for fun have been demonstrated to relate to attitudinal and behavioral outcomes, with stronger effects generally being found for manager support for fun (Tews, Michel, Stafford, 2013; Tews et al., 2014, 2015).

Similar to an inclusion climate, both fun activities and manager support for fun may promote safety, availability, and meaningfulness to promote engagement in deep conversations, potentially resulting in stronger relationships with deep conversations compared to shallow ones. In one respect, fun may promote safety by creating lighthearted and playful interactions, helping employees feel more comfortable sharing their thoughts and emotions as fear of judgment and negative repercussions are reduced (Plester & Lloyd, 2023; Yang & Wang, 2020). In addition, fun in the workplace may help dissolve hierarchical and social barriers, fostering a sense of equality and inclusiveness that could encourage openness (Tomé Klock et al., 2024). In turn, fun in the workplace may increase individuals’ availability for deep conversations by creating an environment where they feel relaxed and open. Lighthearted interactions can reduce stress and foster a sense of camaraderie, making employees more receptive to engaging in meaningful discussions (Islam & Alam, 2024; Plester & Hutchison, 2016). At a broader level, fun experiences can also enhance availability by providing the time and context (such as shared activities or social settings) that allow individuals to connect with others in a more meaningful way. Finally, fun in the workplace may increase the meaningfulness of deep conversations by signaling the importance of connecting with others both formally through fun activities and informally through manager support for fun. Given that fun in the workplace is largely about the development of high-quality relationships, an environment that encourages fun can enhance the meaningfulness individuals attribute to such connections (Boekhorst et al., 2021). As Barsoux (1993) argues, fun humanizes organizations, underscoring the importance of improved relationship quality. Both fun activities and managerial support for fun create opportunities for individuals to connect and lay the groundwork for those connections to be more substantive.

Hypothesis 3a: Fun activities will be more strongly positively related to deep conversations relative to shallow conversations.

Hypothesis 3b: Fun activities will be more strongly positively related to deep conversations relative to shallow conversations.

To further explain how feelings of constituent attachment develop and clarify the roles of inclusion climate and fun, we examine how deep versus shallow conversations mediate the relationships between inclusion climate and fun and constituent attachment. We have previously argued that deep conversations will have a stronger association with constituent attachment than shallow conversations, and that inclusion climate and fun will be more closely linked to deep conversations than to shallow ones. To extend this logic, the final set of hypotheses examined herein proposes that the informal will mediate the relationships between inclusion climate and fun and constituent attachment.

Conversation quality may mediate the relationship between inclusion climate, fun, and constituent attachment because high-quality conversations provide a channel for individuals to form meaningful connections. When an inclusion climate is present, employees feel valued and safe to express themselves, which promotes deeper, more authentic conversations that foster stronger interpersonal bonds. The deep conversations that are fostered provide opportunities for individuals to be seen, valued, and emotionally connected, which satisfy the relational needs that foster constituent attachment. More shallow conversations, on the other hand, lack the emotional engagement and trust necessary to build strong interpersonal bonds.

Similarly, workplace fun—whether through structured activities or manager support—creates a relaxed environment that encourages openness and spontaneity in communication. While shallow conversations may initially establish familiarity, deeper conversations are more likely to promote stronger relationships through feelings of psychological safety and meaning. These high-quality conversations allow individuals to share personal experiences and insights, reinforcing feelings of attachment by deepening their feelings of trust and mutual understanding between coworkers. Thus, the mediation hypotheses are grounded in the idea that inclusion and workplace fun foster an environment conducive to high-quality connections. These interactions, particularly deep conversations, serve as a critical mechanism through which employees develop stronger emotional bonds with their coworkers, making conversation quality a critical mechanism by which constituent attachment is developed and fostered.

Hypothesis 4a: The relationship between inclusion climate and constituent attachment will be mediated more strongly by deeper conversations relative to shallow conversations.

Hypothesis 4b: The relationship between fun activities and constituent attachment will be mediated more strongly by deeper conversations relative to shallow conversations.

Hypothesis 4c: The relationship between manager support for fun and constituent attachment will be mediated more strongly by deeper conversations relative to shallow conversations.

Method

Sample and Procedure

The sample for this study included 251 individuals recruited through the crowdsourcing platform Prolific Academic. The primary criteria for participation in the study were employment in the hospitality industry and working a minimum of 15 hours per week. In all, 54% of the sample was employed in restaurants, 21% in hotels/lodging, 16% in travel, and the remainder of the sample (8%) was employed in other segments of the industry. The sample was 60% female, 85% Caucasian, and 33.69 years of age, on average (SD = 11.82). The respondents worked an average of 33.41 hours (SD = 12.17) per week. A total of 43% were employed in non-managerial roles, and 68% were front-of-house, customer-contact employees. Data were collected at three points in time via an online Qualtrics survey with 2 weeks separating the administration of each survey for theoretical relevance and an effort to control for potential issues of common method bias (Podsakoff et al., 2003). While there is no definitive rule as to the appropriate time lag between measurement periods, 2 weeks is often used to reduce the salience in the respondent’s memory of the variables collected at the previous time period (cf. Huo, 2021).

Participant informed consent was obtained prior to completing each survey. At Time 1, the participant survey included measures of inclusion climate, manager support for fun, fun activities, and demographic characteristics. At Time 2, the participant survey included measures of deep and shallow conversations. At Time 3, the participant survey included the measure of constituent attachment. Of the 546 individuals who completed the Time 1 survey, 382 completed the Time 2 survey, and 251 completed all three surveys. Accordingly, the response rates were 70% from Time 1 to Time 2 and 66% from Time 2 to Time 3, which align with averages for longitudinal survey studies conducted on crowdsourcing platforms (Chandler & Shapiro, 2016; Ritchey et al., 2023). Furthermore, in a study on survey response rates in the organizational sciences, Holtom et al. (2022) highlighted that as of 2020 survey response rates average to 68%. In this light, our response rate is reflective of those achieved in other published studies in the organizational sciences. It is worth noting that there were no significant differences in demographic characteristics (e.g., age, ethnicity, and gender) between individuals who began the study and those who subsequently dropped out. Accordingly, sample attrition is not believed to have systematically influenced the results.

Measures

Deep and shallow conversations

The measures of deep and shallow informal conversations were developed for this study. To establish these measures, we drew on the definitions and conceptual frameworks provided by Kardas et al. (2021), following Locke’s (2005) assertion that a crucial first step in construct development is defining constructs clearly, as such definitions serve as a foundation for scale item development. Kardas et al. (2021) define deep conversations as those in which “two people engage in self-disclosure by revealing personally intimate information about their thoughts, feelings, or experiences” (p. 2). In contrast, shallow conversations are described by Kardas et al. (2021) as those which are “impersonal and require little self-disclosure” (p. 2). Guided by these definitions, we identified adjectives that characterize both deep and shallow conversations. The adjectives reflecting deep conversations include: meaningful, deep, thoughtful, genuine, and engaging. In turn, adjectives reflecting shallow conversations include: superficial, surface-level, shallow, fake, and artificial. For each adjective, the respondents were asked to indicate the extent to which each item generally reflects their informal, non-work-related conversations with coworkers. The respondents were provided with a 5-point scale with anchors ranging from 1 = not at all to 5 = to a very great extent. The internal consistency reliability estimates for the deep and shallow conversation scales were .89 and .87, respectively.

Content validity of the deep and shallow conversations scales was assessed using the ANOVA-based content adequacy method developed by Hinkin and Tracey (1999) with an independent sample separate from the primary study participants. Specifically, content adequacy evaluates how well items in a scale represent the intended content domain. This method involves naive respondents rating the extent to which items reflect different construct definitions, with ANOVA providing a direct empirical test for item distinctiveness. The sample consisted of 58 undergraduate hospitality management students at a large mid-Atlantic university. The average age of the respondents was 21.20 (SD = 1.51), 64% were female, and 42% were Caucasian. The content adequacy survey consisted of two pages. Each page began with one of the two definitions, presented randomly, followed by a list of the 10 adjectives used to assess deep and shallow conversations. After reading the first definition, respondents were asked to rate the extent to which each adjective reflected the definition on a scale ranging from 1 = not at all to 5 = completely. Statistically, a series of one-way ANOVAs was then performed to compare an item’s mean rating on one dimension with its rating on the other dimension. The F-statistics ranged from 126.22 to 307.94 (df = 1, 114; p < .001), signaling significant differences for each item. Further, Duncan’s Multiple Range Tests (DMRT) found that each item’s rating was highest on its proposed dimension. As such, this analysis provides sufficient support for the content adequacy of the deep and shallow conversation measures.

Inclusion climate

Nishii’s (2013) six-item measure was used to measure inclusion climate. Sample items include: “My employer has a culture in which employees appreciate the differences that people bring to the workplace” and “At my employer, people often share and learn about one another as people.” For each item, the respondents indicated their level of agreement with a 5-point scale with anchors ranging from 1 = strongly disagree to 5 = strongly agree. The internal consistency reliability estimate for the scale was .88.

Manager support for fun

A six-item scale based on Tews et al. (2014) was used to measure manager support for fun. Sample items include: “My managers encourage employees to have fun on the job” and “My managers try to make work fun.” For each item, the respondents indicated their level of agreement with a 5-point scale with anchors ranging from 1 = strongly disagree to 5 = strongly agree. The internal consistency reliability estimate for the scale was .93.

Fun activities

Three items from Tews et al. (2014) were used to measure fun activities. These items include: “activities for employees to socialize and have fun together,” “parties for employees to celebrate significant work achievements and personal milestones,” and “events for employees during holidays and other special times.” For each item, the respondents indicated its frequency with a 5-point scale with anchors ranging from 1 = never to 5 = all the time. The internal consistency reliability estimate for the scale was .81.

Constituent attachment

Tews and colleagues’ (2014) five-item measure of constituent attachment was used in this study. A sample item includes “I enjoy working at this organization because of the people I work with.” For each item, the respondents indicated their level of agreement with a 5-point scale with anchors ranging from 1 = strongly disagree to 5 = strongly agree. The internal consistency reliability estimates for the scale was .92.

Confirmatory Factor Analyses

Before testing the hypothesized relationships, two confirmatory factor analyses were conducted—one to assess the discriminant validity of the deep and shallow conversation scales and a second to assess the full measurement model of the variables included in the study. The model fit was assessed by examining the chi-square statistic along with the comparative fit index (CFI), Tucker-Lewis index (TLI), Bentler-Bonett Normed Fit Index (NFI), root mean square error of approximation (RMSEA), and the standardized root mean square residual (SRMR), as recommended by Hu and Bentler (1998). Overall, these fit indices suggested that both the discriminant validity and measurement models fit the data well. With respect to the discriminant validity model, even though the chi-square was statistically significant: χ² (df = 32) = 116.64, p < .001, the incremental fit indices provide evidence that the model generally fit the data well: CFI = .95, TLI = .93, NFI = .93, RMSEA = .10, 90% CI [.08; .12], and SRMR = .06. The discriminant validity of the two scales were further established by examining the average variance extracted (AVE) and composite reliabilities (CR; Fornell & Larcker, 1981) and the heterotrait-monotrait ratio (HTMT; Henseler et al., 2015). The AVEs were .54 and .62, and the CRs were .94 and .98, which are both above .50 for AVEs and .70 for CRs, as recommended by Fornell and Larcker (1981). The HTMT ratio between the two scales was .50, which is lower than .90, as Henseler et al. (2015) recommended. With respect to the fit of the measurement model, while the chi-square was statistically significant: χ² (df = 387) = 722.21, p < .001, the incremental fit indices suggest that the measurement model fit the data well: CFI = .94, TLI = .93, NFI = .87, RMSEA = .05, 90% CI [.042; .059], and SRMR = .05.¹ The AVEs ranged from .54 to .68 and the CRs ranged from .97 to .99.

Analytic Strategy for Tests of Hypotheses

Multiple regression and relative weights analysis (Tonidandel & LeBreton, 2015) were used to test the direct effect relationships proposed in Hypotheses 1. Three multiple regression analyses were used to test Hypotheses 2, 3a, and 3b. Hypothesis 4a through 4c were tested with mediation analysis using Model 4 in the PROCESS macro with bootstrapping to attain confidence intervals for assessing the significance of the mediated effects (Hayes, 2013).

Results

Table 1 presents the descriptive statistics and correlations among the study variables. Table 2 presents the regression results predicting constituent attachment. The results for the mediation analyses are presented in Tables 3 to 5. Table 3 presents the mediation results for inclusion climate as the predictor variable, Table 4 presents the mediation results for manager support for fun as the predictor variable, and Table 5 presents the mediation results for fun activities as the predictor variable. Table 6 lists the hypothesized relationships and whether each was supported.

Table 1.

Descriptive Statistics and Correlations Among Study Variables.

	M	SD	1	2	3	4	5	6
1. Inclusion Climate	3.37	.91	—
2. Manager Support for Fun	3.25	.99	.69**	—
3. Fun Activities	2.35	.87	.30**	.43**	—
4. Shallow Conversations	2.05	.76	−.26**	−.18**	−.05	—
5. Deep Conversations	3.06	.83	.36**	.36**	.22**	−.46**	—
6. Constituent Attachment	3.53	1.06	.38**	.38**	.19**	−.31**	.50**	—

Note. n = 251. Significance levels reflect two-tailed tests.

p < .01.

Table 2.

Regression Results Predicting Constituent Attachment.

	b	SE	t
Constant	3.517**	.067	52.321
Shallow Conversations	−.128	.086	−1.491
Deep Conversations	.587**	.079	7.473
R	.508**
R²	.252**
F(df)	43.216 (2, 248)

Note. n = 251. Significance levels reflect two-tailed tests.

p < .01.

Table 3.

Results of Mediated Regression Analyses for Inclusion Climate and Constituent Attachment.

	Mediator Variable Model (Shallow Conversations)
	b	95% LLCI	95% ULCI	SE	t
Constant	2.763**	2.412	3.114	.178	15.487
Inclusion Climate	−.212**	−.312	−.111	.051	−4.149
R²	.065**
F (df)	17.210 (1, 249)
Predictor	Mediator Variable Model (Deep Conversations)
Predictor	b	95% LLCI	95% ULCI	SE	t
Constant	1.938**	1.567	2.308	.189	10.302
Inclusion Climate	.331**	.225	.438	.054	6.157
R²	.132**
F (df)	37.908 (1, 249)
	Outcome Variable Model (Constituent Attachment)
	b	95% LLCI	95% ULCI	SE	t
Constant	1.380**	.608	2.152	.392	3.501
Inclusion Climate	.261**	.130	.393	.067	3.911
Shallow Conversations	−.111	−.277	.054	.084	−1.323
Deep Conversations	.489**	.331	.646	.080	6.126
R²	.302**
F (df)	35.670 (3, 247)
Effects	Total, Direct, and Indirect Models
Effects	Effect	95% LLCI	95% ULCI	SE	t
Total Effect of X on Y	.447**	.313	.581	.068	6.555
Direct Effect of X on Y	.261**	.130	.393	.067	3.911
	Effect	Boot 95% LLCI	Boot 95% ULCI	Boot SE
Indirect Effect (Shallow Conversations)	.024	−.014	.068	.043
Indirect Effect (Deep Conversation)	.162*	.088	.247	.041

Note. n = 251. Unstandardized coefficients reported and bias-corrected and accelerated 95% confidence intervals (CI) are reported. Bootstrapped resampling = 5,000; 95% LLCI = lower limit confidence interval, 95% ULCI = upper limit confidence interval. CIs that do not include zero provide support for a significant indirect effect.

p < .05. **p < .01.

Table 4.

Results of Mediated Regression Analyses for Manager Support for Fun and Constituent Attachment.

Predictor	Mediator Variable Model (Shallow Conversations)
Predictor	b	95% LLCI	95% ULCI	SE	t
Constant	2.511**	2.189	2.832	.163	15.381
Manager Support for Fun	−.142**	−.237	−.048	.048	−2.958
R²	.034**
F (df)	8.748 (1, 249)
Predictor	Mediator Variable Model (Deep Conversations)
Predictor	b	95% LLCI	95% ULCI	SE	t
Constant	2.071**	1.737	2.406	.170	4.152
Manager Support for Fun	.303**	.204	.401	.050	6.060
R²	.129**
F (df)	36.718 (1, 249)
	Outcome Variable Model (Constituent Attachment)
	b	95% LLCI	95% ULCI	SE	t
Constant	1.548**	.814	2.283	.373	4.152
Manager Support for Fun	.248**	.127	.368	.061	4.040
Shallow Conversations	−.138	−.302	.026	.083	−1.653
Deep Conversations	.476**	.318	.634	.080	5.933
R²	.305**
F (df)	36.132 (3, 247)
Effects	Total, Direct, and Indirect Models
Effects	Effect	95% LLCI	95% ULCI	SE	t
Total Effect of X on Y	.411**	.287	.536	.063	6.512
Direct Effect of X on Y	.248**	.127	.368	.061	4.040
	Effect	Boot 95% LLCI	Boot 95% ULCI	Boot SE
Indirect Effect (Shallow Conversations)	.020	−.005	.055	.015
Indirect Effect (Deep Conversations)	.144*	.077	.224	.037

p < .05. **p < .01.

Table 5.

Results of Mediated Regression Analyses for Fun Activities and Constituent Attachment.

Predictor	Mediator Variable Model (Shallow Conversations)
Predictor	b	95% LLCI	95% ULCI	SE	t
Constant	2.157**	1.885	2.429	.138	15.602
Fun Activities	−.046	−.155	.063	.055	−.836
R²	.003
F (df)	.700 (1, 249)
Predictor	Mediator Variable Model (Deep Conversations)
Predictor	b	95% LLCI	95% ULCI	SE	t
Constant	2.565**	2.274	2.856	.148	17.349
Fun Activities	.209**	.093	.325	.059	3.540
R²	.048**
F (df)	12.529 (1, 249)
	Outcome Variable Model (Constituent Attachment)
	b	95% LLCI	95% ULCI	SE	t
Constant	1.905**	1.170	2.640	.373	5.104
Fun Activities	.109	−.025	.243	.068	1.597
Shallow Conversations	−.154	−.323	.016	.086	−1.789
Deep Conversations	.550**	.392	.708	.080	6.853
R²	.267**
F (df)	29.937 (3, 247)
Effects	Total, Direct, and Indirect Models
Effects	Effect	95% LLCI	95% ULCI	SE	t
Total Effect of X on Y	.231**	.081	.380	.076	3.043
Direct Effect of X on Y	.109	−.025	.243	.068	1.597
	Effect	Boot 95% LLCI	Boot 95% ULCI	Boot SE
Indirect Effect (Shallow Conversations)	.007	−.013	.033	.041
Indirect Effect (Deep Conversations)	.115*	.050	.191	.036

Note: n = 251. Unstandardized coefficients reported and bias-corrected and accelerated 95% confidence intervals (CI) are reported. Bootstrapped resampling = 5,000; 95% LLCI = lower limit confidence interval, 95% ULCI = upper limit confidence interval. CIs that do not include zero provide support for a significant indirect effect.

p < .05. **p < .01.

Table 6.

Summary of Support for Hypotheses.

Hypotheses	Supported/Not Supported
Hypothesis 1:Deep conversations will be more strongly positively related to constituent attachment than will shallow conversations.	Supported
Hypothesis 2:Inclusion climate will be more strongly positively related to deep conversations relative to shallow conversations.	Supported
Hypothesis 3a:Manager support for fun will be more strongly positively related to deep conversations relative to shallow conversations.	Supported
Hypothesis 3b:Fun activities will be more strongly positively related to deep conversations relative to shallow conversations.	Supported
Hypothesis 4a:The relationship between inclusion climate and constituent attachment will be mediated more strongly by deep conversations relative to shallow conversations.	Supported
Hypothesis 4b:The relationship between manager support for fun and constituent attachment will be mediated more strongly by deep conversations relative to shallow conversations.	Supported
Hypothesis 4a:The relationship between fun activities and constituent attachment will be mediated more strongly by deep conversations relative to shallow conversations.	Supported

Hypothesis 1, which proposed that deep conversations would relate more strongly to constituent attachment than shallow conversations, was supported. As depicted in Table 2, while deep conversations (b = .587, SE = .078, p < .001) significantly predicted constituent attachment, shallow conversations (b = −.128, SE = .086, p = .137) did not. The results from the relative weights analysis show that while both deep (RW = .209, 95% LLCI = .127; ULCI = .303) and shallow (RW = .049, 95% LLCI = .014; ULCI = .110) conversations explain a significant percentage of the variance in constituent attachment, deep conversations explained 81.03% whereas shallow conversations only explained 18.97%.

Hypothesis 2, which proposed that inclusion climate would be more strongly related to deep conversations rather than shallow ones, was also supported. As depicted in the top portion of Table 3, inclusion climate was significantly related to both deep conversations (b = .331, SE = .054, p < .001) and shallow conversations (b = −.212, SE = .051, p < .001). Given that the relationship between inclusion climate and deep conversations is positive, whereas the relationship between inclusion climate and shallow conversations is negative, we can conclude that Hypothesis 2 is supported.

Hypothesis 3a, which proposed that manager support for fun would more strongly be related to deep conversations rather than shallow ones, was also supported. As depicted in the top portion of Table 4, manager support for fun was significantly related to both deep conversations (b = .303, SE = .050, p < .001) and shallow conversations (b = −.142, SE = .048, p = .003). Given that the relationship between manager support for fun and deep conversations is positive, whereas the relationship between manager support for fun and shallow conversations is negative, we can conclude that Hypothesis 3a is supported.

Hypothesis 3b, which proposed that fun activities for fun would more strongly be related to deep conversations rather than shallow ones, was also supported. As depicted in Table 5, fun activities were significantly related to deep conversations (b = .209, SE = .059, p = .001), but not to shallow conversations (b = −.046, SE = .055, p = .404). Thus, we can conclude that Hypothesis 3b is supported.

Hypothesis 4a, which proposed that deep conversations would mediate the relationship between inclusion climate and constituent attachment more strongly than shallow conversations, was supported. As depicted in Table 3, deep conversations mediated the relationship between inclusion climate and constituent attachment (indirect effect = .162, SE = .041, 95% CI [.090, .247]). Shallow conversations, on the other hand, did not mediate the inclusion climate and constituent attachment relationship (indirect effect = .024, SE = .020, 95% CI [−.014, .068]). Given that the 95% CI for the indirect effect estimate for shallow conversations includes zero, we can conclude that deep conversations more strongly mediate the relationship between the inclusion climate and constituent attachment.

Hypothesis 4b, which proposed that deep conversations would mediate the relationship between manager support for fun and constituent attachment more strongly than shallow conversations, was supported. As depicted in Table 4, deep conversations mediated the relationship between manager support for fun and constituent attachment (indirect effect = .144, SE = .037, 95% CI [.077, .224]). However, shallow conversations did not mediate the manager support for fun and constituent attachment relationship (indirect effect = .020, SE = .015, 95% CI [−.005, .055]). Given that the 95% CI for the indirect effect estimate for shallow conversations includes zero, we can conclude that deep conversations more strongly mediate the relationships between the manager support for fun and constituent attachment.

Hypothesis 4c, which proposed that deep conversations would mediate the relationship between fun activities and constituent attachment more strongly than shallow conversations, was supported. As depicted in Table 5, deep conversations mediated the relationship between fun activities and constituent attachment (indirect effect = .115, SE = .036, 95% CI [.050, .191]). Shallow conversations, on the other hand, did not mediate the fun activities and constituent attachment relationship (indirect effect = .007, SE = .011, 95% CI [−.013, .033]). Given that the 95% CI for the indirect effect estimate for shallow conversations includes zero, we can conclude that deep conversations more strongly mediate the relationships between the fun activities and constituent attachment.

Discussion

Undoubtedly, meaningful human connections play a vital role in the effective functioning of organizations (Dutton & Heaphy, 2003; Kahn, 2007). Building on this understanding, this study examined the significance of deep versus shallow informal conversations in a hospitality context as a means of fostering such connections. While some research highlights the beneficial effects of small talk (Allen et al., 2014; Methot et al., 2021), other studies challenge its value, suggesting that deeper conversations may foster stronger connections compared to shallow ones (Kardas et al., 2021). To address this debate, the present study investigated the impact of deep and shallow conversations on constituent attachment, a key antecedent of retention in the hospitality industry (Ellingson et al., 2016; Tews et al., 2014; Tews & Stafford, 2020). Recognizing the potential significance of deep conversations, this research explored the conditions that facilitate such exchanges, specifically focusing on inclusion climate and fun in the workplace. Doing so provides valuable insights that advance theoretical understanding of informal conversations at work and offer practical guidance for promoting meaningful interactions and stronger organizational connections. Echoing the recommendations of Cho and Johanson (2008), organizations should avoid treating part-time hospitality workers as peripheral to the core workforce. When supported by an inclusive and fun workplace climate, deep informal conversations may serve as low-cost, high-impact interventions that signal organizational support and foster a sense of connection, thereby enhancing constituent attachment and encouraging citizenship behaviors among employees who are often at risk of disengagement.

Theoretical Contributions

This research contributes to the theoretical understanding of workplace relationships by extending the high-quality connections framework (Dutton & Heaphy, 2003) to highlight the pivotal role of deep conversations in fostering employee attachment and belonging. While prior research has demonstrated the importance of positive social relationships in the workplace (Chiaburu & Harrison, 2008), the present study advances the literature by positing that the depth of conversational exchanges is a crucial mechanism for building such high-quality connections. Much has been written about the development of high-quality connections (Carmeli, Ben-Hador, et al., 2009; Carmeli, Brueller, & Dutton, 2009; Ehrhardt & Ragins, 2019), and the present study provides useful empirical insights as to how high-quality connections develop, namely through deep conversations, along with an inclusion climate and workplace fun. These findings also align with recent meta-analytic evidence in hospitality research (Ma et al., 2023), which shows that inclusive and relationally supportive work environments foster organizational citizenship behaviors—highlighting the broader benefits of positive social climates at work.

Extending the work of Kardas et al. (2021), this research highlights the importance of distinguishing deep from shallow informal conversations. While small talk has been conceptualized as trivial and lacking substantial meaning (Malinowski, 1923/1972; Methot et al., 2021), informal workplace communication can manifest at different levels of depth. Informal workplace communication can indeed be shallow, but can also encompass more meaningful interactions. Prior research supports the value of both types of conversations (Allen et al., 2014; Kardas et al., 2021; Methot et al., 2021), yet the findings herein indicate that deep conversations are more influential in enhancing constituent attachment. Deep conversations exhibited a strong positive relationship with constituent attachment, while shallow conversations were negatively associated. These findings suggest that engaging in deeper conversations fosters more meaningful conversations by promoting feelings of closeness, commitment, and belonging with coworkers. Notably, the results do not imply that conversations must be lengthy, but rather that they should be meaningful and substantive.

This research also broadens the applicability and relevance of inclusion climate (Nishii, 2013) and workplace fun (Michel et al., 2019) as facilitators of deeper conversations, utilizing Kahn’s (1990) theory of engagement to articulate how these factors can facilitate safety, availability, and meaningfulness to engage in more substantive dialogue. While prior research has recognized the importance of an inclusion climate and workplace fun in driving workplace outcomes (Michel et al., 2019; Nishii, 2013), this study highlights their role in fostering more meaningful conversations among employees, which has not been examined or validated heretofore. Given the significance of these results, our findings contribute to the organizational support literature (Eisenberger et al., 1986) by identifying specific types of support in the work environment that facilitate greater attachment among constituents through deeper forms of informal communication. Whereas prior research often focuses on more general forms of organizational support, such as perceived organizational support or perceived supervisory support (Kurtessis et al., 2017), the present study highlights the value gained by examining specific facets. Our findings indicate that all three proposed antecedent conditions—inclusion climate, manager support for fun, and fun activities—were positively associated with deep conversations. In addition, inclusion climate and manager support for fun were negatively associated with shallow conversations, implying that these aspects of the workplace can help reduce the occurrence of surface-level conversations. Interestingly, formal fun activities were not significantly related to shallow conversations, suggesting that while such activities may foster deeper conversations, they do not necessarily contribute to reducing shallower ones.

We proposed that an inclusion climate and workplace fun would enhance constituent attachment, with these effects being amplified when mediated by deep rather than shallow conversations. The results supported this hypothesis, demonstrating that deep conversations mediated the relationships between each antecedent—inclusion climate, manager support for fun, and fun activities—and constituent attachment. Conversely, no evidence supported shallow conversations as a mediating mechanism. By highlighting the significance of deep conversations as a mediator, this research bridges the gap between organizational efforts to cultivate inclusion and fun and the underlying social mechanisms that contribute to constituent attachment. That is, this research helps to explain how an inclusion climate and fun in the workplace achieve desirable workplace outcomes. It should be noted that while fun activities were indirectly related to constituent attachment through deep conversations, they were not directly linked to constituent attachment, unlike manager support for fun and an inclusion climate. This finding suggests that the informal, continuous nature of managerial support and an inclusion climate play a more critical role in fostering employee bonds. The relatively weaker relationship between fun activities and constituent attachment aligns with previous research indicating that manager-driven initiatives to create enjoyable and supportive environments yield greater relational benefits compared to one-off events (Tews et al., 2014). These results underscore the importance of sustained, ongoing support and an inclusive atmosphere in shaping meaningful workplace relationships relative to periodic activities alone.

Practical Implications

The hospitality industry thrives on interpersonal connections, both in guest-facing roles and behind-the-scenes among employees. This study offers valuable insights with practical applications critical in service-oriented environments. A key takeaway is the pivotal role of deep workplace conversations in fostering stronger emotional bonds, or constituent attachment, which significantly influences employee retention (Tews et al., 2014). In an industry known for high turnover, retaining employees by nurturing these emotional bonds is essential for maintaining service quality and operational stability. Although casual chatting has traditionally been viewed as a distraction from productivity in fast-paced hospitality settings, this study challenges that notion. It reveals that as long as informal conversations are meaningful in some ways, they can contribute to employee well-being. Hospitality managers, often focused on efficiency and guest satisfaction, should reconsider the belief that such interactions are wasted time. Instead, they should recognize and foster the value of promoting deeper conversations in building cohesive and engaged teams. One practical approach is to integrate structured, but informal, team check-ins or peer mentoring programs that allow employees to engage in conversations that enhance connection. In addition, incorporating conversation catalysts, such as rotating discussion prompts in break rooms or brief reflection moments in team huddles, can encourage meaningful conversation.

This research highlights the importance of fostering an inclusive climate, which directly influences deeper, more substantive conversations. In the hospitality sector, where diversity in the workforce is a hallmark, creating an environment that encourages meaningful dialogue and interpersonal connection is crucial. Managers can achieve this by promoting a sense of psychological safety—ensuring employees feel valued for their authentic selves (Kark & Carmeli, 2009)—and belonging, fostering supportive and caring relationships (Chung et al., 2020). Doing so can involve respecting diverse perspectives, celebrating cultural differences, and encouraging open communication without fear of judgment or repercussions. One way to help operationalize such an inclusive climate is through regular inclusivity-focused team meetings or establishing employee resource groups (ERGs), where staff can share experiences, voice concerns, and collaboratively strengthen workplace culture.

The study also underscores the vital role of manager support for fun in strengthening workplace dialogue and cohesion. In the fast-paced and often high-pressure environment of hospitality, moments of levity and camaraderie can greatly enhance team dynamics and morale. Managers who skillfully balance professionalism with informality—whether through lighthearted pre-shift meetings, shared jokes during busy service, or providing opportunities for employees to relax and unwind—foster a more inclusive and enjoyable workplace. Implementing brief but consistent team-building activities, such as icebreakers before shifts or friendly competitions, can help reinforce this culture without disrupting operations. In hospitality, where teamwork directly influences guest experiences, managers should recognize that fostering fun is not necessarily a distraction but a powerful tool for building trust and reducing social barriers. For example, gamifying routine tasks, such as speed challenges for side work or trivia contests about menu knowledge, can make daily responsibilities more engaging while strengthening team cohesion. Managers who avoid an “all work and no play” mentality cultivate stronger bonds with their teams, leading to higher engagement, reduced turnover, and improved performance. One important caveat is the influence of national culture. As Chen and Ayoun (2021) found, national culture moderated the effects of humor and fun on embeddedness, highlighting the need for managers to tailor fun-related initiatives to cultural expectations and norms.

When thoughtfully designed, more formalized fun activities can also serve as a tool to deepen employee connections and promote attachment. However, structured activities like team-building events or staff parties may not always resonate with all employees. Sometimes, they may even face resistance (Baptiste, 2009; Taylor & Bain, 2003). To avoid such resistance, hospitality managers should tailor activities to reflect employee preferences and the unique culture of the establishment. A simple approach is to offer a mix of optional engagement opportunities, both within and outside of the formal workplace, that allow employees to choose how they participate. Involving staff in planning and ensuring that activities feel authentic and inclusive—not obligatory—enhances participation and effectiveness. The aim is to foster genuine shared experiences that naturally promote connection, contributing to a more cohesive and engaged workforce.

As the above discussion suggests, managers play a pivotal role in fostering an inclusive workplace climate and promoting fun as part of organizational culture. In this light, organizations should carefully select managers who prioritize inclusion and workplace fun alongside productivity. Management development programs should equip leaders with the skills to cultivate psychologically safe spaces, address biases, and foster collaboration through inclusive practices. One way to reinforce these competencies is through hands-on leadership simulations or scenario-based training that allow managers to practice inclusive and engaging management. In addition, establishing structured peer coaching programs where experienced managers mentor newer leaders on integrating inclusivity and engagement into daily operations can further reinforce these competencies. Furthermore, reward systems should be tailored to reinforce these efforts, recognizing and incentivizing managers and teams that actively contribute to creating engaging, inclusive, and enjoyable work environments. Aligning leadership selection, development, and rewards with these values may help to firmly embed inclusion and fun into the organization’s culture.

Limitations and Opportunities for Future Research

The findings from this research should be interpreted considering its limitations. One key limitation is the correlational survey design, which restricts the ability to draw firm conclusions about cause-and-effect relationships. While the study highlights significant associations between inclusion climate, manager support for fun, deep conversations, and constituent attachment, the absence of experimental manipulation leaves the directionality and underlying mechanisms open to question. Future research could address this limitation by incorporating experimental designs that manipulate workplace fun and diversity-related interventions to assess their direct impact on conversation quality and constituent attachment. Another important limitation is the demographic homogeneity of the sample, which was predominantly Caucasian/White. This lack of diversity constrains the generalizability of the findings, as experiences of inclusion, workplace fun, and conversational engagement may differ across racial, ethnic, and cultural lines. Employees from underrepresented backgrounds might interact with inclusion climates and fun initiatives in distinct ways, influencing their conversational depth and attachment to the organization. Future studies should recruit more diverse samples to enhance generalizability, ensuring that the observed relationships hold across varied identities and workplace environments. In addition, the study’s exclusive focus on the quality of informal communication, rather than its frequency, presents a further limitation. While deep conversations are shown to be valuable, the role of conversational frequency—whether shallow or deep—in shaping workplace relationships remains unexplored. Future research that focuses on how often deep and shallow informal conversations occur at work would thus be valuable.

In addition to those discussed above, several opportunities for future research are worth pursuing. One key area is the further validation of the newly developed measure of deep and shallow conversations. Our findings support the distinction between deep and shallow conversations, as demonstrated by preliminary validation efforts and the differential patterns observed with antecedents and constituent attachment. However, validation is an ongoing process. Future research could provide valuable insights by examining the predictive value of these new measures in comparison to existing ones, such as Methot and colleagues’ (2021) measure of small talk. Exploring how the new measure can be applied in various contexts will further establish its utility and robustness. Another promising avenue is to formally test how Kahn’s (1990) conditions of engagement influence the relationship between inclusion climate and fun, as well as deep conversations. While we have provided theoretical arguments for why inclusion climate and fun should promote engagement in deep conversations, the conditions of safety, availability, and meaningfulness were not explicitly measured. Future research would benefit from explicitly examining these conditions to validate the extent to which they expand and strengthen this relationship. In a related vein, future research should examine how trust influences the degree to which workers engage in deep conversations, as trust may play a critical role in creating the psychological safety necessary for open and meaningful dialogue. A final opportunity for future research is examining individual differences as moderators (e.g., gender, ethnicity/national origin, and personality) in the relationship between informal communication and constituent attachment. Research such as this would tell us for whom informal communication is most desired and beneficial.

Conclusion

This study highlights the significance of meaningful informal conversations in today’s organizations, while recognizing the need for research to further validate the findings herein. These results underscore the importance of organizations prioritizing the creation of an inclusion climate and fostering an environment that encourages fun. By doing so, organizations can promote deep informal conversations and enhance constituent attachment, ultimately contributing to a healthy and thriving work environment. While not intended to be a definitive test, it is hoped that the results from this study have shed meaningful light on the phenomenon of informal communication in the workplace and will stimulate future research in this area.

Footnotes

Declaration of Conflicting Interests

The authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Funding

The authors received no financial support for the research, authorship, and/or publication of this article.

ORCID iDs

Michael J. Tews

Sydney T. Pons

Notes

Author Biographies

Michael J. Tews, PhD (email: mjt17@psu.edu) is an associate professor in the School of Hospitality Management at Penn State University in University Park, PA, USA.

John W. Michel, PhD (email: jwmichel@loyola.edu) is an associate professor in the Sellinger School of Business at Loyola University in Baltimore, MD, USA.

Sydney T. Pons (email: stp5226@psu.edu) is a doctoral student in the School of Hospitality Management at Penn State University in University Park, PA, USA.

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