After-work socials may not boost everyone’s morale, study finds

After-work drinks and team dinners are often seen as ways to build stronger teams—but new research suggests they may not always have the intended effect.

A study by the University of Georgia’s Terry College of Business found that invitations to after-hours social gatherings can affect employees differently depending on their personality. Extroverted employees tend to feel more positive and connected when invited to such events, while their more reserved peers may experience stress, anxiety, and even withdrawal.

“We always think that social activity is so great, right? If you’re social with your co-workers, you feel energised and connected. But those invitations are not necessarily always good,” said Dr Joanna Lin, corresponding author of the study and a W. Richard and Emily Acree Professor of Management at the University of Georgia. “There’s a social pressure that makes people feel like they have to say yes and need to be there. These outings seem like an obligation, even if they’re supposed to just be something fun.”

The study analysed data from multiple surveys, involving hundreds of full-time employees. It found that while socially confident employees often appreciate being included, those who identify as shy or less comfortable in group settings tend to feel pressured and apprehensive about attending.

READ MORE: Drinks after work? More Kiwis seek post-work socialising

“There’s also that uncertainty. ‘If I say yes, how long will it take? Who else is going? Or if I say no, what are the consequences? Maybe my co-worker will be mad at me, or I will feel left out.’ There are lots of psychological decision-making points that a simple invite causes,” Lin explained.

The researchers also highlighted that the dynamics of the invitation matter, particularly whether it comes from a supervisor or a peer. Power dynamics can intensify the perceived obligation to attend and affect how employees evaluate their relationships at work afterwards.

Ultimately, the study encourages organisations to think more broadly about what inclusion and engagement mean in practice. While some employees thrive in social settings, others may prefer alternative ways of connecting, such as team lunches during work hours or small-group collaboration sessions.