The creation of a “work hard, play hard” environment – i.e., encouraging the achievement of higher performance standards while also supporting fun at work – is largely regarded by managers as a golden path to raise employee performance. However, the lack of empirical research examining the combined impact of performance pressure and support for fun within organizations hinders our ability to assess whether this managerial approach is beneficial or detrimental to employee performance. The present study aims to address this critical issue by examining the interaction effects of performance pressure and fun-supportive organizational climates on three employee performance outcomes – task performance, interpersonal organizational citizenship behavior (OCB-I), and innovation. By integrating threat theories with the conflict and fun literatures, we propose that fun-supportive organizational climate attenuates the negative impact of performance pressure organizational climate on employee performance via reduced relationship conflict with manager. Using hierarchical linear modelling analysis, results of a three-wave multi-source study conducted at 31 holiday resorts in France supported our predictions. Results from supplemental analyses further showed that fun-supportive organizational climate enhanced the direct positive effects of performance pressure organizational climate on task performance.