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Thematische Bibliographien / Workplace humour / Zeitschriftenartikel

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Zeitschriftenartikel zum Thema „Workplace humour“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 3. Februar 2022

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1

Lehane, Mike. "Humour belongs in the workplace." Nursing Standard 22, no. 30 (April 2, 2008): 28. http://dx.doi.org/10.7748/ns.22.30.28.s34.

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Bhattacharyya, Pratishtha, Lalatendu Kesari Jena, and Sajeet Pradhan. "Resilience as a Mediator Between Workplace Humour and Well-being at Work: An Enquiry on the Healthcare Professionals." Journal of Health Management 21, no. 1 (January 22, 2019): 160–76. http://dx.doi.org/10.1177/0972063418821815.

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Humour is considered as a crucial job resource for healthcare professionals. It has been further credited for several positive outcomes such as resilience and well-being. This study investigated: (a) the mediating role of resilience between adaptive humours styles (self-enhancing and affiliative) and well-being at work and (b) the moderating role of self-esteem in the indirect relationship between the adaptive humour styles and well-being at work via resilience. The study was conducted on a sample of 354 healthcare professionals. The findings of the study indicate a significant association bet

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Taylor, Phil, and Peter Bain. "‘Subterranean Worksick Blues’: Humour as Subversion in Two Call Centres." Organization Studies 24, no. 9 (November 2003): 1487–509. http://dx.doi.org/10.1177/0170840603249008.

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This article engages in debates stimulated by previous work published in Organization Studies, and more widely, on the purpose and effects of workers’ humour and joking practices. The authors emphasize the subversive character of humour in the workplace, rejecting perspectives which see humour as inevitably contributing to organizational harmony. Drawing on methodologies, including ethnography, which permitted the authors to penetrate the organizational surface of two call centres, rich evidence of satire and joking practices were uncovered. While long-acknowledged motives were revealed, parti

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Mesmer-Magnus, Jessica, Rebecca Guidice, Martha Andrews, and Robert Oechslin. "The effects of supervisor humour on employee attitudes." Journal of Management Development 37, no. 9/10 (November 12, 2018): 697–710. http://dx.doi.org/10.1108/jmd-01-2018-0034.

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Purpose The purpose of this paper is to examine how employees’ perceptions of their supervisor’s use of four types of humour relate to employee job satisfaction, organisational pride, organisational commitment and self-esteem. Supervisor favourability is also examined as a mediating variable in these relationships. Design/methodology/approach An online survey of 216 working individuals provided data on the effect of supervisor use of humour on employee attitudes. Findings Perceptions of positive forms of humour (affiliative and self-enhancing) positively related to employee various attitudes,

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Rawlings, Maren. "The Complexity of Workplace Humour: Laughter, Jokers and the Dark Side of Humor." HUMOR 31, no. 3 (July 26, 2018): 563–65. http://dx.doi.org/10.1515/humor-2018-0049.

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Plester, Barbara. "Crossing the line: boundaries of workplace humour and fun." Employee Relations 31, no. 6 (October 2, 2009): 584–99. http://dx.doi.org/10.1108/01425450910991749.

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HOLMES, J. "Politeness, Power and Provocation: How Humour Functions in the Workplace." Discourse Studies 2, no. 2 (May 1, 2000): 159–85. http://dx.doi.org/10.1177/1461445600002002002.

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Mathew, Hima Elizabeth, and V. Vijayalakshmi. "Changing Definitions of Work and Play: Importance of Workplace Humour." Psychological Studies 62, no. 1 (March 2017): 12–20. http://dx.doi.org/10.1007/s12646-017-0395-9.

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9

Goriup, Jana, Jadranka Stričević, and Vida Sruk. "Is Education for Using Humour in Nursing Needed? (Slovenian Case Study on Sociological and Ergonomic Aspects of the Impact of Humour on Nursing Professionals)." Acta Educationis Generalis 7, no. 3 (December 20, 2017): 45–62. http://dx.doi.org/10.1515/atd-2017-0023.

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Abstract Introduction: Although there has been considerable discussion regarding the presence of therapeutic aspects of humour in the nurse educational programme and syllabus, little is known about the use of humour in the nurse - patient relationship and the needed topics in the Slovene educational system for nurses. From educational and medical perspectives, humour is anything that evokes laughter and it has been proven that laughter contributes to physical health. A sense of humour in nursing has a conformist, quantitative and productive importance which is manifested through the essential

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Bres, Julia de, Janet Holmes, Meredith Marra, and Bernadette Vine. "Kia ora matua." Journal of Asian Pacific Communication 20, no. 1 (January 14, 2010): 46–68. http://dx.doi.org/10.1075/japc.20.1.03deb.

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Many aspects of the use of the Maori language are highly controversial in New Zealand, and humour is one way in which the sensitivities relating to the language can be negotiated in everyday workplace contexts. This article examines the use of the Maori language by Maori and Pakeha participants during humorous episodes at staff meetings in a Maori organisation in New Zealand. The episodes analysed include humour indirectly relating to the Maori language, where the language is not the topic of discussion but its use plays an important implicit role, as well as humour directly focussed on the Ma

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Georganta, Katerina, and Anthony Montgomery. "Workplace fun: a matter of context and not content." Qualitative Research in Organizations and Management: An International Journal 14, no. 3 (August 29, 2019): 317–36. http://dx.doi.org/10.1108/qrom-06-2017-1541.

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Purpose During the last years, workplace fun has emerged as a potential indicator of a healthy workplace. Congruently, organisations have become interested in enhancing positive experiences at work, such as joy in the workplace. While such trends have resulted in a growing literature on fun in the workplace, humour and play, academics and practitioners are still uncertain as to the nature of fun and its antecedents. The purpose of this paper is to explore the concept of fun in the modern organisation and understand the underlying elements necessary for creating environments that valorise and p

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Berk, Ronald. "Derogatory and cynical humour in clinical teaching and the workplace: the need for professionalism." Medical Education 43, no. 1 (January 2009): 7–9. http://dx.doi.org/10.1111/j.1365-2923.2008.03239.x.

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Petraki, Eleni, and Ismarita Ramayanti. "Navigating the Indonesian workplace hierarchy: Managers' use of humour as a rapport building strategy." Journal of Pragmatics 134 (September 2018): 199–209. http://dx.doi.org/10.1016/j.pragma.2018.06.010.

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Landstad, Bodil J., Marianne Hedlund, and Stig Vinberg. "How managers of small-scale enterprises can create a health promoting corporate culture." International Journal of Workplace Health Management 10, no. 3 (June 5, 2017): 228–48. http://dx.doi.org/10.1108/ijwhm-07-2016-0047.

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Purpose Small-scale enterprises (SSEs) are important for sustainable development in Europe and account for a significant proportion of private enterprises and their large contribution to employment. The purpose of this paper is to explore workplace health management (WHM) from the perspective of managers in SSEs in Norway and Sweden. Design/methodology/approach In-depth interviews with 18 managers in SSEs were conducted and a stepwise qualitative analysis was used. Findings The findings are presented as two main patterns: inter-organisational dynamics and participative leadership. Managers dis

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Watts, Jacqueline. "IV. Can't Take a Joke? Humour as Resistance, Refuge and Exclusion in a Highly Gendered Workplace." Feminism & Psychology 17, no. 2 (May 2007): 259–66. http://dx.doi.org/10.1177/0959353507076560.

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Mullany, Louise. "Gender, politeness and institutional power roles: Humour as a tactic to gain compliance in workplace business meetings." Multilingua - Journal of Cross-Cultural and Interlanguage Communication 23, no. 1-2 (January 30, 2004): 13–37. http://dx.doi.org/10.1515/mult.2004.002.

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Vivona, Brian D. "“To laugh or not to laugh”: Understandings of the appropriateness of humour and joking in the workplace." European Journal of Humour Research 2, no. 1 (March 2014): 1–18. http://dx.doi.org/10.7592/ejhr2014.2.1.vivona.

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Plester, Barbara, Helena Cooper-Thomas, and Joanne Winquist. "The fun paradox." Employee Relations 37, no. 3 (April 7, 2015): 380–98. http://dx.doi.org/10.1108/er-04-2013-0037.

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Purpose – Fun means different things to different people and the purpose of this paper is to attempt to answer the question “what is fun at work?”. Given that perceptions of fun differ among people, the answer is that a pluralistic concept of fun best captures different notions of what constitutes fun at work. Design/methodology/approach – The research combines two separate studies. The first is an in-depth ethnographic project involving interviews, participant observations and document collection investigating fun and humour in four different New Zealand companies. The second study extends fi

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Kamthan, Shivam, Bhawna Pant, Deepak Kumar, Monika Gupta, and Kaynat Nasser. "The quality of life and coping skills of patients with human immunodeficiency virus among different occupation." International Journal Of Community Medicine And Public Health 6, no. 10 (September 26, 2019): 4563. http://dx.doi.org/10.18203/2394-6040.ijcmph20194529.

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Background: Nowadays, HIV and AIDS has become an important public health issue across the world. Quality of life (QOL) is an important tool to assess general wellbeing of HIV patients. Coping skills are the psychological skills to face the difficult situations like HIV or AIDS. The workplace plays an important role in determining general wellbeing and the psychological problems in HIV patients. Therefore, it is very important to assess the quality of life and coping skills of HIV patients among different occupations.Methods: A cross-sectional study consisting of conveniently selected 200 HIV p

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Plester, Barbara, and Ann Hutchison. "Fun times: the relationship between fun and workplace engagement." Employee Relations 38, no. 3 (April 4, 2016): 332–50. http://dx.doi.org/10.1108/er-03-2014-0027.

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Purpose – The idea of workplace fun seems positive, straightforward and simple but emerging research suggests a surprising complexity and ambiguity to this concept. Drawing on recent literature and empirical data, the purpose of this paper is to use three different forms of workplace fun: managed, organic and task fun to examine the relationship between fun and workplace engagement. Design/methodology/approach – Using an ethnographic approach, the qualitative data originated from four different New Zealand organizations, within different industries. Organizations included a law firm, a financi

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Pinkevičienė, Dalia. "Mixed speech at work: a case study." Taikomoji kalbotyra, no. 9 (May 19, 2017): 73–108. http://dx.doi.org/10.15388/tk.2017.17448.

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The paper delves into the situated usage of mixed speech produced by adult Lithuanians at work, the environment hardly ever sociolinguistically researched in Lithuania. By mixed speech, Lithuanian speech interspersed with occasional insertional elements from other languages is meant. The study aims to see how more diverse linguistic resources that are now available in Lithuania are used to construct and negotiate social relations and social identities in the talk at work. The case study, which is a part of an ongoing larger scale project on Lithuanian workplace discourse, draws on digital audi

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Srivastava, Urmila Rani, and Vandana Maurya. "Organizational and Individual Level Antecedents of Psychological Capital and its Associated Outcomes: Development of a Conceptual Framework." Management and Labour Studies 42, no. 3 (August 2017): 205–36. http://dx.doi.org/10.1177/0258042x17718739.

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The importance of positivity in life has been recognized long time back with the pioneering works of Seligman. Positive psychology as a field was founded on the belief that people want to lead meaningful and fulfilling lives, to cultivate what is best within them, and enhance their experiences of love, work and play. However, the potential need to incorporate the principles of positive psychology to enhance the lives of employees at workplace has been identified very lately. This review article starts with the journey from positive psychology to positive organizational behaviour (POB) followed

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AlAfnan, Mohammad Awad. "The influences of corporate cultures on business communication: An ethnographic and textual analysis." Journal of Governance and Regulation 10, no. 2 (2021): 34–43. http://dx.doi.org/10.22495/jgrv10i2art3.

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It is proven that corporate cultures have a great impact on productivity, job satisfaction, and turnover. This study, through ethnographic and textual analysis, aims to investigate the influences of corporate/organizational cultures (Cooke & Szumal, 1993) on management and business communication. To form a comprehensive, holistic, and in-depth understanding of the organizational culture and its direct and indirect effects on professional communication in the workplace, participant observations were conducted, interviews were carried out and interorganizational and intraorganizational textu

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Sung, Chit Cheung Matthew. "Book review: Stephanie Schnurr, Leadership Discourse at Work: Interactions of Humour, Gender and Workplace Culture. Basingstoke and New York: Palgrave Macmillan, 2009. xii + 161 pp. US$75 (hbk)." Discourse & Communication 4, no. 1 (February 2010): 87–89. http://dx.doi.org/10.1177/1750481309358257.

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Blagg, Rosie, and Stephanie Petty. "Sustainable staff well-being within older adult mental health." Mental Health Review Journal 20, no. 2 (June 8, 2015): 92–104. http://dx.doi.org/10.1108/mhrj-08-2014-0027.

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Purpose – The purpose of this paper is to explore how staff attend to their well-being when working in an inpatient mental health setting with older adults with dementia and complex mental health needs; how staff understand the link between their well-being and the well-being of patients. Design/methodology/approach – A semi-structured group interview was held with 11 members of two multidisciplinary teams. The discussion was audio-recorded and analysed using thematic analysis. Findings – Staff reported managing their well-being by both connecting with and avoiding the difficult emotions of th

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Vinton, Karen L. "Humor in the Workplace." Small Group Behavior 20, no. 2 (May 1989): 151–66. http://dx.doi.org/10.1177/104649648902000202.

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Evans, Thomas Rhys, and Gail Steptoe-Warren. "Humor Style Clusters: Exploring Managerial Humor." International Journal of Business Communication 55, no. 4 (October 15, 2015): 443–54. http://dx.doi.org/10.1177/2329488415612478.

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The current study is the first to explore the relationships between managerial humor and workplace facets using cluster analysis. Two-hundred and two employed adults rated their managers’ humor and workplace facets online. K-means cluster analyses identified three managerial humor clusters, mostly replicating those found in the existing literature. A significant pattern of differences in stress, communication, creativity, perceptions of leader power, and job satisfaction were found between the clusters. Findings suggest negative humor use is most likely to be damaging to organizations when not

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Flam, Helena. "Corporate Emotions and Emotions in Corporations." Sociological Review 50, no. 2_suppl (October 2002): 90–112. http://dx.doi.org/10.1111/j.1467-954x.2002.tb03593.x.

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Although sociology of organizations never banned emotions from its field of inquiry, first the sociology of emotions elevated them to central research objects. Disparate research on various types of enterprises shows that both managers and employees are much more emotional than most scientists would care to admit. Under constant pressure not to display their fears, anxieties or worries, they have to balance a mixture of emotions attending solidarity and competition with their peers. Whereas managerial roles actually call for occasional displays of anger at subordinates, anger is beyond the pal

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Lang, Josephine Chinying, and Chay Hoon Lee. "Workplace humor and organizational creativity." International Journal of Human Resource Management 21, no. 1 (January 2010): 46–60. http://dx.doi.org/10.1080/09585190903466855.

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Chen, Han, and Baker Ayoun. "Is negative workplace humor really all that "negative"? Workplace humor and hospitality employees' job embeddedness." International Journal of Hospitality Management 79 (May 2019): 41–49. http://dx.doi.org/10.1016/j.ijhm.2018.12.010.

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Witt Smith, Janice, and Mak Khojasteh. "Use Of Humor In The Workplace." International Journal of Management & Information Systems (IJMIS) 18, no. 1 (December 31, 2013): 71. http://dx.doi.org/10.19030/ijmis.v18i1.8340.

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Humor is an organizational tool which, when used appropriately, can be effective in facilitating a better work environment. Organizational benefits include increased group cohesion, reduced conflict (through reduced stress), increased leadership effectiveness, and improved communication. There are implications that humor in diverse groups, which relate to gender or ethnicity, must be used with caution.

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Black, Leah, and Denise Forro. "Humor in the Academic Library: You Must Be Joking! or, How Many Academic Librarians Does It Take to Change a Lightbulb?" College & Research Libraries 60, no. 2 (March 1, 1999): 165–72. http://dx.doi.org/10.5860/crl.60.2.165.

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In an effort to improve profits and productivity for employers and the quality of work life for employees, many U.S. companies have begun to embrace humor in the workplace. Humor is thought to be a means to promote teamwork, reduce stress, stimulate creativity, and improve communication, morale, and productivity. Initiatives in business have included official programs such as creation of “humor rooms” for employee use as well as less-structured mechanisms such as encouraging the use of humor in memos and staff newsletters. This investigation discusses appropriate and potentially helpful applic

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Hall, Sharon P. "Laughlines Finding Humor in Our Workplace." AWHONN Lifelines 2, no. 6 (December 1998): 64–65. http://dx.doi.org/10.1111/j.1552-6356.1998.tb01055.x.

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Mills, Carol Bishop, Marieke Keller, Alexa Chilcutt, and Mark D. Nelson. "No Laughing Matter: Workplace Bullying, Humor Orientation, and Leadership Styles." Workplace Health & Safety 67, no. 4 (December 21, 2018): 159–67. http://dx.doi.org/10.1177/2165079918811318.

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Workplace bullying is associated with a host of negative outcomes for the worker who is the target of bullying, as well as for the organization where the bullying occurs. Moreover, we know that rates of bullying are particularly high in health care settings; however, we are less familiar with the factors that may reduce workplace bullying in hospitals. Thus, this study was conducted to determine whether the humor orientation styles of individuals, including nurses working in hospitals, as well as their managers’ leadership styles, can influence perceptions of bullying in the workplace. Using d

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Ozyer, Yagmur. "Relatıonshıp Among Humor Styles, Internal Marketıng Practıces And Communıcatıon." European Scientific Journal, ESJ 12, no. 4 (February 28, 2016): 353. http://dx.doi.org/10.19044/esj.2016.v12n4p353.

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Although humor at workplace provides positive results for the brands and intraorganizational management, there are only a few theorized studies proving this fact in the literature. Studies on humor at workplace can be mostly seen in the organizational behavior literature. Humor can be considered as a very critical component for both the internal customers and external customers in the marketing literature. Humor is effective in creating consumer perceptions and loyalty through various marketing channels and additionally, can be considered as a very important concept for maintaining the holisti

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Mirawati, Ira, Asep Suryana, Mien Hidayat, and Herlina Agustin. "Gender Differences in Workplace Humor Among Lecturers: Study on Whatsapp Group(S)." International Journal of Engineering & Technology 7, no. 2.29 (May 22, 2018): 628. http://dx.doi.org/10.14419/ijet.v7i2.29.13987.

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Humor is an important part of workplace communication. Among lecturers, an online chatting group, such as WhatsApp group, is a scene of humor. As well as real-world humor, gender relations also shape humor in this virtual world. This study investigated gender differences in workplace humor among lecturers on WhatsApp group(s), including the topics, the message forms, and the participants’ feelings. The subjects were 15 male and 15 female lecturers from three Universities in West Java, Indonesia. The findings of this phenomenology research revealed that humor topic is the first difference. Almo

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Erbaugh, Mary S. "Linguistic Engineering: Language and Politics in Mao's China. By JI FENGYUAN. [Honolulu: University of Hawai‘i Press, 2004. 351 pp. $50.00. ISBN 0-8248-2536-5.]." China Quarterly 181 (March 2005): 184–86. http://dx.doi.org/10.1017/s0305741005290100.

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Can the nightmare of language control in Orwell's 1984 work in reality? Linguistic Engineering offers a detailed look at Cultural Revolution slogans and draconian punishments for ‘incorrect’ speech, especially in schools and the workplace. Ji offers much-needed evidence from linguistics and psychology that, even for Red Guards, new vocabulary for ‘class struggle’ against ‘cow ghosts and snake gods’ could not produce a complete or permanent change in thought. Language control is fortunately impossible, however much intellectuals or propagandists may wish. Mere exposure to a phrase does not mean

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Romero, Eric J., and Kevin W. Cruthirds. "The Use of Humor in the Workplace." Academy of Management Perspectives 20, no. 2 (May 2006): 58–69. http://dx.doi.org/10.5465/amp.2006.20591005.

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Romero, Eric, and Kevin Cruthirds. "The use of humor in the workplace." IEEE Engineering Management Review 34, no. 3 (2006): 18. http://dx.doi.org/10.1109/emr.2006.261378.

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Trif, Sabina, and Oana C. Fodor. "The Dark Side of Humor in the Workplace: Aggressive Humor, Exhaustion and Intention to Leave the Organization." Psihologia Resurselor Umane 17, no. 2 (November 20, 2019): 74–100. http://dx.doi.org/10.24837/pru.v17i2.292.

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Humor is inherent to social interaction and research has mainly focused on the potential benefits of using humor at work. However, different types of humor exist and this study builds on the Job Demands-Resources Model (JD-R) to argue that aggressive humor in the workplace is a demand rather than a resource. Specifically, the study explores the association of aggressive humor and the intention to leave the organization manifested by the employees and the role of exhaustion as a potential explanatory mechanism. Moreover, the study explored the potential buffering role of the quality of leader-e

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الزوکة, ميراندا. "Humour in Selected Egyptian Workplaces: A Socio-Pragmatic Study." مجلة کلية الآداب . جامعة الإسکندرية 92, no. 92 (April 1, 2018): 1–24. http://dx.doi.org/10.21608/bfalex.2018.154607.

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Love, Zachary M., Jennifer L. Bowler, and Mark C. Bowler. "The influence of humor on workplace mentoring and employee attitudes." Social Behavior and Personality: an international journal 48, no. 9 (September 2, 2020): 1–12. http://dx.doi.org/10.2224/sbp.8459.

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Organizations are under continual pressure to cultivate an environment in which employees feel valued and committed, and mentoring provides one channel through which this may be achieved. In particular, the dynamics characterizing the mentoring relationship are of paramount importance. In the current study of 108 direct-care staff at a psychiatric hospital, we investigated the influence of 2 aspects of these dynamics—mentor humor style and the frequency with which humor is used—on protégé satisfaction with the mentoring relationship and on several key work-related outcomes (i. e., organization

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Maruyama, Junichi, and Kei Fuji. "Bring humor to your gloomy workplace: The relationship between the humor in the workplace and employee’s creativity, mediating the psychological safety." Proceedings of the Annual Convention of the Japanese Psychological Association 83 (September 11, 2019): 3C—086–3C—086. http://dx.doi.org/10.4992/pacjpa.83.0_3c-086.

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Darrah, Charles. "Workplace Training, Workplace Learning: A Case Study." Human Organization 54, no. 1 (March 1995): 31–41. http://dx.doi.org/10.17730/humo.54.1.b157846883363978.

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Tremblay, Michel. "Understanding the effects of (dis)similarity in affiliative and aggressive humor styles between supervisor and subordinate on LMX and energy." HUMOR 34, no. 3 (February 12, 2021): 411–35. http://dx.doi.org/10.1515/humor-2020-0082.

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Abstract Prior studies on humor have primarily focused on the effects of either leader or subordinate humor styles and thus have neglected the influence of (dis)similarity in humor styles between supervisor and subordinate. We draw on the similarity-attraction perspective to suggest that (dis)similarity in supervisor’s and subordinate’s affiliative and aggressive humor influences workplace energy via the leader-member exchange (LMX). Results show that LMX is higher when leader and subordinate both display high-affiliative and low-aggressive humor behaviors. Furthermore, LMX is higher when a lo

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Reddington, Elizabeth, and Hansun Zhang Waring. "Understanding the Sequential Resources for Doing Humor in the Language Classroom." HUMOR 28, no. 1 (January 1, 2015): 1–23. http://dx.doi.org/10.1515/humor-2014-0144.

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AbstractHumor scholars have made great strides in identifying markers of humor such as prosody and laughter as well as the various social functions of humor in both everyday talk and workplace communication. Less research has been devoted to understanding the mechanisms of humor or how humor is done in naturally occurring interaction. Based on videotaped data from adult English-as-a-second-language (ESL) classrooms, we describe a specific set of sequential resources for producing humor in the language classroom and do so within a conversation analytic framework. We also give some preliminary c

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Maruyama, Junichi, and Kei Fuji. "The Effects of Humor at Workplace; The humor could work as medicine or poison." Proceedings of the Annual Convention of the Japanese Psychological Association 78 (September 10, 2014): 3AM—2–038–3AM—2–038. http://dx.doi.org/10.4992/pacjpa.78.0_3am-2-038.

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Jack Duncan, W., and J. Philip Feisal. "No laughing matter: Patterns of humor in the workplace." Organizational Dynamics 17, no. 4 (March 1989): 18–30. http://dx.doi.org/10.1016/s0090-2616(89)80024-5.

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Mesmer‐Magnus, Jessica, David J. Glew, and Chockalingam Viswesvaran. "A meta‐analysis of positive humor in the workplace." Journal of Managerial Psychology 27, no. 2 (February 10, 2012): 155–90. http://dx.doi.org/10.1108/02683941211199554.

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Abdillah, Muhammad Rasyid. "Leader Humor and Knowledge Sharing Behavior: The Role of Leader-Member Exchange." Jurnal Manajemen 25, no. 1 (February 21, 2021): 76. http://dx.doi.org/10.24912/jm.v25i1.704.

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A function in using humor in the workplace is to build relationships between employees involved in such behavior. This study seeks to explain the relationship between leader humor and knowledge-sharing behavior using social exchange theory. Specifically, this study endeavors to explain the mechanism process underlying the relationship between leader humor and knowledge-sharing behavior through the leader-member exchange. To test the hypotheses, the current study collected data from employees working at communication and information company in Pekanbaru City, Riau, Indonesia with utilizing PLS-

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