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Article
Publication date: 1 January 2002

James Poon Teng Fatt

Outlines the benefits of humour in the workplace. Briefly looks at the place of humour in advertising and the effect of it in areas such as attention, comprehension, persuasion…

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Abstract

Outlines the benefits of humour in the workplace. Briefly looks at the place of humour in advertising and the effect of it in areas such as attention, comprehension, persuasion and likeability. Discusses humour in the workplace and provides some suggestions for employers. Covers humour in training and concludes that modest investment in all these areas can bring benefits to the workplace.

Details

Management Research News, vol. 25 no. 1
Type: Research Article
ISSN: 0140-9174

Keywords

Article
Publication date: 1 September 1986

Jack Mendleson, Steven Golen and Patricia Adams

Until recently most managers were wary of using humour as a communication technique in the business setting, believing that the two did not mix. Now comic techniques are gaining…

Abstract

Until recently most managers were wary of using humour as a communication technique in the business setting, believing that the two did not mix. Now comic techniques are gaining acceptance as tools of business communication. Humour and laughter are coping skills. One of the most important tasks of a manager is to implement these skills throughout all levels of the firm to preserve the individual health of the employees and the entire firm. Humour can promote “good feelings” on the job and enhance oral presentations. Managers may not adopt a humorous approach themselves but should accept it in others and try to see the humour in situations. Those who do not want to employ humorous techniques should match it to the situation and/or audience, and never use it at the expense of an individual.

Details

Industrial Management & Data Systems, vol. 86 no. 9/10
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 1 January 1991

Gundars E. Kaupins

This article compares the humour used in university and corporatetraining programmes and discusses survey implications. Based on a surveyof 183 university business professors and…

Abstract

This article compares the humour used in university and corporate training programmes and discusses survey implications. Based on a survey of 183 university business professors and 243 corporate trainers, both groups were found to use similar types of humour (e.g. short stories, exaggeration), have similar reasons for using humour (e.g. help trainees relax, keep training interesting), and use humour in similar settings (e.g. humour occurs in lectures most often). Based on survey results and a literature review, both groups should consider making their humour understandable, non‐coercive, and relevant to the training situation. University and corporate trainers should also listen to what types of humour can be students like. Practising humour can be a way to gain these humour skills.

Details

Journal of Management Development, vol. 10 no. 1
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 July 2006

John McIlheran

The purpose of this paper is to investigate how humor can be used to help improve understanding of a message, as well as to validate the findings of the Booth‐Butterfield humor…

2923

Abstract

Purpose

The purpose of this paper is to investigate how humor can be used to help improve understanding of a message, as well as to validate the findings of the Booth‐Butterfield humor orientation scale.

Design/methodology/approach

The study used the Booth‐Butterfield humor orientation scale to measure the effectiveness of using humor to maintain focus on written or verbal messages.

Findings

The results showed that participants who rated higher on this scale are more apt to understand and use humor in their daily communications with each other and the home office. The study also showed that there is no significant difference in the frequency and effectiveness of humor usage by participants based on age or geographic location.

Research limitations/implications

All of the managers for this conservative company are currently male. This limits any analysis of this study based on gender. It also removes gender as an additional variable, which could have complicated the results.

Practical implications

Humor has been proven to contribute to increases in compliance, learning, attitude shifts and enjoyment. It also contributes to improved organizational cohesiveness. By knowing whether an audience perceives humor differently, based on age or location, the sender can target the message more effectively.

Originality/value

This paper took the findings of the Booth‐Butterfield study and expanded the parameters to include a larger age range and demographic area to test the impact on the humor orientation scale.

Details

Corporate Communications: An International Journal, vol. 11 no. 3
Type: Research Article
ISSN: 1356-3289

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Article
Publication date: 6 July 2023

Qiandan Liao and Jenna Pandeli

Although humour and conflict are popular topics in management, little attention has been paid to the negative effects of humour in terms of how workplace humour could turn into…

Abstract

Purpose

Although humour and conflict are popular topics in management, little attention has been paid to the negative effects of humour in terms of how workplace humour could turn into unexpected conflicts. From the perspective of conflict management, human resources (HR) need to better understand this dynamic transition process. The purpose of this research is to explore the transition from humour to conflict and how HR perform when addressing humour-related issues.

Design/methodology/approach

A secondary data, multiple case study approach is adopted. Case studies are analysed qualitatively and thematically through a content analysis matrix.

Findings

Aggressive humour is closely related to conflict. Humour content and the context in which it takes place are important influential factors contributing to the transition from humour to conflict. It is challenging for HR to deal with humour-related issues: most victims are unwilling to report the issue at an early stage until they cannot bear the joke, forcing HR to perform reactively.

Practical implications

Workplace humour-related issues should not be overlooked. HR should adopt an early, proactive approach to prevent severe conflict from developing and relationships deteriorating.

Originality/value

This study highlights the dynamics and complexity of the transition from humour to conflict, providing new insights for HR in terms of effective conflict management.

Details

Employee Relations: The International Journal, vol. 45 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 28 April 2023

Shane Sizemore and Kimberly O'Brien

The purpose of the current study is to explain best practices for attempting humor in the workplace. Research on humor in the workplace has emphasized the use of leader humor but…

Abstract

Purpose

The purpose of the current study is to explain best practices for attempting humor in the workplace. Research on humor in the workplace has emphasized the use of leader humor but has neglected to provide guidance on how to successfully use humor. This is an important gap because unsuccessful humor attempts are associated with lowered status and disruptive behavior.

Design/methodology/approach

This paper summarizes three types of humor theories (i.e. cognitive, social and contextual) and derives principles from these theories that can be applied to improve humor success. Then, the authors apply the understanding of humor to workplace applications, providing suggestions for future empirical research inferred from the humor theories.

Findings

Humor attempts are most likely to land (i.e. invoke mirth) when they include a benign violation of mental schemas, societal norms or other expectations or when humor evokes shared feelings of benign superiority in the audience. Humor is less effective in goal-directed situations. Mirth is expected to increase group cohesion, leader trust and organizational identification and mitigate the effects of job stressors. Finally, employee learning and development activities (e.g. onboarding, training) seem like a good place to use humor to facilitate cognitive flexibility.

Originality/value

These suggestions from across psychological disciplines are synthesized to inform best practices for leader humor.

Details

Management Research Review, vol. 46 no. 12
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 19 May 2023

Xi Wang, Fu Yang, Songbo Liu and Wen Feng

Based on social information processing theory, this paper aims to explore how and when leader self-deprecating humor may spark subordinate learning from failure. The authors cast…

Abstract

Purpose

Based on social information processing theory, this paper aims to explore how and when leader self-deprecating humor may spark subordinate learning from failure. The authors cast perspective taking as a novel explanatory mechanism for this indirect effect, and further consider leader–member exchange as a boundary condition of the relationship.

Design/methodology/approach

The authors tested the hypotheses by conducting a multiwave and multisource survey of 604 members from 152 teams in a Chinese high-technology company.

Findings

Results of multilevel path analyses demonstrate that leader self-deprecating humor positively influences subordinate learning from failure via perspective taking. Further, this mediation effect is stronger at higher levels of leader–member exchange.

Research limitations/implications

This study contributes to the theoretical understanding of the relationship between leader self-deprecating humor and subordinate learning from failure. However, the research design was not longitudinal or experimental, and thus the authors were unable to make strong inferences about absolute causality.

Practical implications

The work yields useful insights for practitioners aiming to encourage subordinates to learn from failure.

Originality/value

This study provides evidence that leader self-deprecating humor can stimulate subordinate learning from failure via perspective taking, and the indirect effect is further strengthened by leader–member exchange. The findings offer new directions for research on leader self-deprecating humor and learning from failure.

Details

Journal of Knowledge Management, vol. 28 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 12 July 2023

Gheorghe Andreea, Petru Lucian Curșeu and Oana Cătălina Fodor

This study aims to investigate the relationship between different styles of humorous communication (i.e. controlling and liberating) and conflict transformation in groups, in…

Abstract

Purpose

This study aims to investigate the relationship between different styles of humorous communication (i.e. controlling and liberating) and conflict transformation in groups, in particular the transformation of task and process conflicts into relationship conflict. This study also examines the extent to which power distance moderates the association between controlling humor and relationship conflict.

Design/methodology/approach

The authors collected data using a survey from 536 participants from two different countries varying in power distance (Romania and The Netherlands) working in groups in organizations from various sectors.

Findings

Supporting the hypotheses presented in this study, multi-level data analyses showed that liberating humor has a positive association with task conflict, while controlling humor has a positive association with both process and relationship conflict. Moreover, task and process conflict mediate the relationship between liberating and controlling humor (predictors) and relationship conflict (outcome). The hypothesis regarding the moderating effect of power distance was not fully supported by the data.

Originality/value

To the best of the authors’ knowledge, this study is the first to explore the multilevel interplay of humor and intragroup conflict in cross-cultural settings and shows how various types of humor can shape the emergence of conflict and its transformation.

Details

International Journal of Conflict Management, vol. 34 no. 5
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 2 May 2023

Chen Yang and Xiaojiao Yang

The purpose of this paper is to investigate the relationship of leader aggressive humor on employee extra-role behaviors of proactivity and creativity by probing feeling…

Abstract

Purpose

The purpose of this paper is to investigate the relationship of leader aggressive humor on employee extra-role behaviors of proactivity and creativity by probing feeling ostracized as a mediator and team identification and professional identification as boundary conditions.

Design/methodology/approach

A survey sample of 347 employees was collected from three technology companies in Sichuan and Guizhou, China. Hierarchical regression analysis and PROCESS macro in SPSS were used to test the hypotheses.

Findings

The results indicate that leader aggressive humor is negatively related to employee extra-role behaviors. Feeling ostracized is an important mechanism linking leader aggressive humor and employee extra-role behaviors and team identification and professional identification moderate the relationship.

Practical implications

Organizations should make rules to prevent leaders from using aggressive humorous behaviors and encourage coworkers to show more affiliative funny behaviors during breaks to reduce employees' sense of ostracism.

Originality/value

Building on sociometer theory, this research demonstrates the opposite moderating effects of team identification and professional identification in the effects of leader aggressive humor on feeling ostracized and consequently employee extra-role behaviors.

Details

Journal of Managerial Psychology, vol. 38 no. 4
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 6 October 2022

Fei Kang, Jiyu Li, Han Zhang and Ying Zhang

Despite the increasingly growing empirical research on leader humor, the critical issue of how and when leader humor affects newcomer adjustment was largely overlooked. The…

Abstract

Purpose

Despite the increasingly growing empirical research on leader humor, the critical issue of how and when leader humor affects newcomer adjustment was largely overlooked. The purpose of this study is to examine the relationship between leader humor and newcomer adjustment. Based on social information processing theory, the authors identify newcomers' role breadth self-efficacy (RBSE) as the mediator and suggest that newcomers' cognitive flexibility moderates the effects.

Design/methodology/approach

Data were obtained from a 2-wave sample of 195 newcomers. The authors utilized the PROCESS procedure developed by Hayes to assess the hypothesized moderated mediation model.

Findings

The findings showed that leader humor could boost newcomers' RBSE which, in turn, was beneficial to newcomer adjustment. Besides, newcomers' cognitive flexibility plays a moderating role in the relationship between leader humor and newcomers' RBSE.

Research limitations/implications

This study utilized a cross-sectional research design, making the design difficult to obtain causal conclusions. Moreover, the data were all based on self-reports from newcomers, which may raise a concern of common method bias.

Originality/value

This paper extends the literature on leader humor and newcomer adjustment by treating RBSE as the mediator and newcomers' cognitive flexibility as the moderator. This study is one of several empirical studies to test the link between leader humor and newcomer adjustment.

Details

Leadership & Organization Development Journal, vol. 43 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

1 – 10 of over 5000