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Journal articles on the topic 'Humor in the workplace. Supervisors'

Author: Grafiati

Published: 4 June 2021

Last updated: 16 February 2022

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1

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 (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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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 (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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Balazs, Szilvia, Daniel Kuchinka, Timothy Mantz, and David Bracken. "CREATING AN INNOVATIVE WORKPLACE: EFFECTS OF HUMOR STYLE AND SUPERVISOR SUPPORT." European Journal of Management 17, no. 2 (2017): 37–48. http://dx.doi.org/10.18374/ejm-17-2.4.

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Decker, Wayne H. "MANAGERIAL HUMOR AND SUBORDINATE SATISFACTION." Social Behavior and Personality: an international journal 15, no. 2 (1987): 225–32. http://dx.doi.org/10.2224/sbp.1987.15.2.225.

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Humor may be a useful managerial tool, contributing to effectiveness and subordinate satisfaction. A survey explored 290 workers' job satisfaction and impressions of supervisors as a function of subject age, subject sex, supervisor sense of humor, and supervisor sexual humor. Subjects rating their supervisors high in sense of humor reported higher job satisfaction and rated other supervisor qualities higher than did subjects rating their supervisors low in sense of humor. In general, the differences between ratings, given low and high sense of humor supervisors, were greater for younger (under

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Decker, Wayne H., and Denise M. Rotondo. "Use of Humor at Work: Predictors and Implications." Psychological Reports 84, no. 3 (1999): 961–68. http://dx.doi.org/10.2466/pr0.1999.84.3.961.

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This study examined 359 business school graduates' self-reported sense of humor, the use of humor at work, and perceptions of their supervisors' use of humor. Regression analyses indicated subordinates' reported use of positive (unoffensive) humor was best predicted by Multidimensional Sense of Humor Scale scores, while reported use of negative (sexual and insult) humor was best predicted by their supervisors' use of negative humor. Negative humor may stimulate responses-in-kind more than does positive humor. Alternatively, respondents may have exhibited self-serving bias, blaming others for t

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Vinton, Karen L. "Humor in the Workplace." Small Group Behavior 20, no. 2 (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 (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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Nesbit, Rebecca, Tina Nabatchi, and Lisa Blomgren Bingham. "Employees, Supervisors, and Workplace Mediation." Review of Public Personnel Administration 32, no. 3 (2012): 260–87. http://dx.doi.org/10.1177/0734371x12436981.

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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 (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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Babu, Kavitha S., Myat M. Htike, and Victoria E. Cleak. "Workplace-based assessments in Wessex: the first 6 months." Psychiatric Bulletin 33, no. 12 (2009): 474–78. http://dx.doi.org/10.1192/pb.bp.108.022889.

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Aims and MethodWe surveyed educational supervisors and trainees in Wessex about their experience of the first 6 months of using workplace-based assessments (WPBAs), to see whether they needed further support in using them and, if so, in which areas. An anonymous questionnaire was sent to all trainees and educational supervisors in Wessex.ResultsOverall, 63% of trainees and 61% of educational supervisors responded; 22% of supervisors had not received training in WPBA and 61% of trainees identified barriers to completing it. Non-medical staff were rarely approached for assessments.Clinical Impli

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

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Mak, Anita S. "Workplace Adjustments of Hong Kong Migrant Supervisors." Australian Psychologist 33, no. 2 (1998): 113–18. http://dx.doi.org/10.1080/00050069808257391.

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Mulki, Jay Prakash, and Fernando Jaramillo. "Workplace isolation: salespeople and supervisors in USA." International Journal of Human Resource Management 22, no. 4 (2011): 902–23. http://dx.doi.org/10.1080/09585192.2011.555133.

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Schindler, Paul L., and Cher C. Thomas. "The Structure of Interpersonal Trust in the Workplace." Psychological Reports 73, no. 2 (1993): 563–73. http://dx.doi.org/10.2466/pr0.1993.73.2.563.

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The importance of each of five underlying interpersonal trust components (competence, consistency, integrity, loyalty, and openness) as they affect trust among supervisors, subordinates, and peers was examined. Subjects included 66 supervisors and executives. While the importance of conditions of trust differed within each dyad, the results were not as predicted, as the order of importance was the same for all three dyads: integrity > competence > loyalty > consistency > openness. Among dyads, no differences were found for the importance of integrity, competence, or loyalty while c

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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 (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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Chow, Irene Hau-siu. "The effect of leader humor on employee adaptability." HUMOR 33, no. 1 (2020): 137–56. http://dx.doi.org/10.1515/humor-2018-0042.

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AbstractBuilding on affect-as-information theory, this study empirically tested a conceptual model of how and under what conditions a leader’s use of humor influenced employees’ adaptability using a sample of 209 subordinates and their supervisors in China. The results reveal the important mediating effect of pleasant feelings and the moderating effect of a need for humor. The impact of leader humor transmitted through pleasant feelings is effective only when an employee’s need for humor is high. The theoretical and managerial implications are discussed.

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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 (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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Saarela, Mirka, Jukka Lahtonen, Minna Ruoranen, Annika Mäkeläinen, Teuvo Antikainen, and Tommi Kärkkäinen. "Automatic Profiling of Open-Ended Survey Data on Medical Workplace Teaching." International Journal of Emerging Technologies in Learning (iJET) 14, no. 05 (2019): 97. http://dx.doi.org/10.3991/ijet.v14i05.9639.

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On-the-job medical training is known to be challenging due to the fast-paced environment and strong vocational profile. It relies on on-site supervisors, mainly doctors and nurses with long practical experience, who coach and teach their less experienced colleagues, such as residents and healthcare students. These supervisors receive pedagogical training to ensure that their guidance and teaching skills are constantly improved. The aim of such training is to develop participants’ patient, collegiate and student guidance skills in a multiprofessional environment, and to expand their understandi

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Dussault, Marc, and Éric Frenette. "Supervisors' Transformational Leadership and Bullying in the Workplace." Psychological Reports 117, no. 3 (2015): 724–33. http://dx.doi.org/10.2466/01.pr0.117c30z2.

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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 (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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Rose, David, Gordon Marshall, Howard Newby, and Carolyn Vogler. "Goodbye to Supervisors?" Work, Employment and Society 1, no. 1 (1987): 7–24. http://dx.doi.org/10.1177/0950017087001001003.

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Liberal theories of post-industrial society and Marxist theories of the labour process tend to converge in their respective accounts of the place of supervisors in relation to putative changes in the organisation of work. A common conjecture is that supervisors are progressively being denuded of their powers and functions within industry. This paper uses data from a national sample survey of Britain to discuss the substance of the supervisory role in modern capitalist enterprises. The conclusion reached is that direct supervision in the workplace is not obviously in decline. The data also rais

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Gerlach, Gisela I. "Linking justice perceptions, workplace relationship quality and job performance: The differential roles of vertical and horizontal workplace relationships." German Journal of Human Resource Management: Zeitschrift für Personalforschung 33, no. 4 (2019): 337–62. http://dx.doi.org/10.1177/2397002218824320.

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Due to decentralization, flat organizational structures and prevalence of team work, employees interact more frequently and intensively within horizontal relationships with coworkers than within vertical relationships with supervisors. The present study contributes to a more complete understanding of antecedents and outcomes of local, interpersonal workplace relationships by simultaneously investigating employee–supervisor and employee–coworker relationships. Drawing on organizational justice theory and social exchange theory as well as data collected from 571 employees at two points in time,

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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 (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 (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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Walsh, Benjamin M., Russell A. Matthews, Tatiana H. Toumbeva, Dana Kabat-Farr, Jenna Philbrick, and Ivica Pavisic. "Failing to Be Family-Supportive: Implications for Supervisors." Journal of Management 45, no. 7 (2018): 2952–77. http://dx.doi.org/10.1177/0149206318774621.

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Family-supportive supervision benefits employees in many ways. But what are the implications for the supervisors themselves, particularly when this support is not extended? Drawing on social exchange theory, we frame family-supportive supervision as a desirable resource that when withheld may trigger negative social responses from employees. We hypothesize that workplace ostracism is a mechanism through which employees sanction supervisors who fail to be family-supportive, thereby harming supervisor well-being. Study 1 captured the employee perspective and utilized an experimental design to un

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Zehr, Sarah M., and Russell Korte. "Student internship experiences: learning about the workplace." Education + Training 62, no. 3 (2020): 311–24. http://dx.doi.org/10.1108/et-11-2018-0236.

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PurposeThe purpose of this study was to explore the experiences of engineering student interns, as well as the perceptions of internship supervisors.Design/methodology/approachThe study was designed to investigate internships as a complex social phenomenon in the field, through the use of an inductive qualitative design grounded in a naturalistic paradigm guided by theories of learning and socialisation. The researchers used semistructured interviews of 24 engineering student interns and 10 internship supervisors at various organisations.FindingsStudents reported varying levels of learning abo

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Kuo, Chien-Chih, Chih-Ying Wu, and Chia-Wu Lin. "Supervisor workplace gossip and its impact on employees." Journal of Managerial Psychology 33, no. 1 (2018): 93–105. http://dx.doi.org/10.1108/jmp-04-2017-0159.

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Purpose The purpose of this paper is to explore the role of supervisor gossip in the workplace. This paper proposes a hypothetical model in which supervisor gossip has an effect on leader-member exchange (LMX), in turn resulting in perceived supervisor ostracism among subordinates. Design/methodology/approach A dyadic research design was applied to collect data from Taiwanese employees. Supervisors participated in a survey containing measures of supervisor gossip and control variables, whereas subordinates responded to a questionnaire on LMX, perceived supervisor ostracism, and control variabl

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Lu, Y. C., and J. L. Lu. "Work and stress among supervisors in selected manufacturing industries." European Psychiatry 26, S2 (2011): 1591. http://dx.doi.org/10.1016/s0924-9338(11)73295-3.

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ObjectiveThis study looked at sources of work stress among supervisor. s in manufacturing industriesAimThis research aims to elucidate data on occupational stress among supervisors in manufacturing industries and associated risk factors at work.MethodThe sample consisted of 23 establishments and from this, 47 supervisors were taken, and interviewed using survey questionnaires and focus group discussions.ResultsAmong the 47 supervisors, 51% were from garments industry while 49% from electronics industry, and 66% were women. Work among supervisors was reported to be challenging and stimulating b

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Newnam, Sharon, and Natassia Goode. "Communication in the workplace: Defining the conversations of supervisors." Journal of Safety Research 70 (September 2019): 19–23. http://dx.doi.org/10.1016/j.jsr.2019.04.009.

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Olmos-Vega, Francisco M., Diana HJM Dolmans, Carlos Guzmán-Quintero, Renée E. Stalmeijer, and Pim W. Teunissen. "Unravelling residents’ and supervisors’ workplace interactions: an intersubjectivity study." Medical Education 52, no. 7 (2018): 725–35. http://dx.doi.org/10.1111/medu.13603.

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Mao, Hsiao-Yen, An-Tien Hsieh, and Chien-Yu Chen. "The relationship between workplace friendship and perceived job significance." Journal of Management & Organization 18, no. 2 (2012): 247–62. http://dx.doi.org/10.1017/s1833367200000985.

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AbstractExisting research suggests that leaders/supervisors are the major persons in work organizations to promote employee perception of job significance, which is an intrinsic motivator for employee productivity. However, the literature remains unclear on the relationship between workplace friendship and perceived job significance. Results from a survey of 290 Taiwanese employees indicated that workplace friendship enhanced perceived job significance, and such enhancement did not vary across organizational levels. Our findings suggest intrinsically motivating employees through workplace frie

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Mao, Hsiao-Yen, An-Tien Hsieh, and Chien-Yu Chen. "The relationship between workplace friendship and perceived job significance." Journal of Management & Organization 18, no. 2 (2012): 247–62. http://dx.doi.org/10.5172/jmo.2012.18.2.247.

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AbstractExisting research suggests that leaders/supervisors are the major persons in work organizations to promote employee perception of job significance, which is an intrinsic motivator for employee productivity. However, the literature remains unclear on the relationship between workplace friendship and perceived job significance. Results from a survey of 290 Taiwanese employees indicated that workplace friendship enhanced perceived job significance, and such enhancement did not vary across organizational levels. Our findings suggest intrinsically motivating employees through workplace frie

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Holm, Kristoffer, Eva Torkelson, and Martin Bäckström. "Exploring links between witnessed and instigated workplace incivility." International Journal of Workplace Health Management 12, no. 3 (2019): 160–75. http://dx.doi.org/10.1108/ijwhm-04-2018-0044.

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Purpose The purpose of this paper is to explore how witnessing workplace incivility from coworkers and supervisors relates to instigating incivility toward others. A further aim was to investigate if witnessed incivility is indirectly related to instigated incivility via perceived stress and low job satisfaction. An additional aim was to study if control, social support and job embeddedness moderate the relationships between witnessed and instigated incivility. Design/methodology/approach A total of 978 individuals, sourced from a Swedish trade union, completed an online questionnaire. Finding

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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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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 (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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Guan, Xiaoyu, and Stephen J. Frenkel. "Explaining supervisor–subordinate guanxi and subordinate performance through a conservation of resources lens." Human Relations 72, no. 11 (2018): 1752–75. http://dx.doi.org/10.1177/0018726718813718.

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Relationships outside of work impact employee effectiveness at work. But how do we explain this? Our study focuses on the guanxi relationship in China. This is based on close personal ties between supervisors and subordinates initiated outside the workplace. Drawing on conservation of resources theory, we develop a model that explains how supervisor–subordinate guanxi constitutes a social resource that spills over into the workplace and impacts subordinates’ job resources (including autonomy, support and development at work), job crafting (proactive behaviors aimed at increasing resources and

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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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Pacheco, Emelda C. R. L., Ana Bártolo, Fabiana Rodrigues, Anabela Pereira, João C. Duarte, and Carlos F. Silva. "Impact of Psychological Aggression at the Workplace on Employees’ Health: A Systematic Review of Personal Outcomes and Prevention Strategies." Psychological Reports 124, no. 3 (2021): 929–76. http://dx.doi.org/10.1177/0033294119875598.

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Psychological aggression perpetrated by customers, coworkers, and supervisors is a behavior frequently experienced in the workplace with negative consequences for an individual’s health. The aim of this systematic review was to examine the personal outcomes of overt workplace psychological aggression and summarize empirical evidence on how to prevent and reduce its effects. A search on PubMed, Scopus, ProQuest, and Web of Science electronic databases was made. Data were obtained from 30 studies (26 cross-sectional, 3 longitudinal, 1 quasi-experimental) representing 20,683 employees. Longitudin

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Gatling, Anthony, Jungsun (Sunny) Kim, and John Milliman. "The relationship between workplace spirituality and hospitality supervisors’ work attitudes." International Journal of Contemporary Hospitality Management 28, no. 3 (2016): 471–89. http://dx.doi.org/10.1108/ijchm-08-2014-0404.

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Purpose The purpose of this paper is to investigate the extent to which workplace spirituality (WPS) is related to hospitality supervisors’ organizational commitment (OC) and intention to quit (ITQ), examined through the lens of self-determination theory (SDT). Design/methodology/approach Based on survey data collected from 190 supervisors employed by a large US hospitality organization, the relationships were examined using confirmatory factor analysis, second-order factor analysis and structural equation modeling. Findings The results of this study suggest that three dimensions of WPS (i.e.

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Mabrito, Mark. "Writing on the Front Line: A Study of Workplace Writing." Business Communication Quarterly 60, no. 3 (1997): 58–70. http://dx.doi.org/10.1177/108056999706000305.

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Althoteoh researchers have studied extensively the workplace writing of col lege-degreed professionals, less is known about the writing habits of those without such degrees. This study examined the on-the-job writing of one such group—60 front-line supervisors in a Midwest steel manufacturing plant. Responses to a questionnaire, interviews, and an analysis of 246 documents produced information about the frequency, type, purpose, and length of writ ing produced along with the challenges the supervisors faced as writers on the job. This information will help business communications instructors e

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Mama, Robin Sakina. "Violence in the Field: Experiences of Students and Supervisors." Journal of Baccalaureate Social Work 7, no. 1 (2001): 17–26. http://dx.doi.org/10.18084/1084-7219.7.1.17.

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Workplace violence is a growing concern for employees and employers. Violence at work occurs in a variety of settings, and is not limited to employees, but can also extend to students in internships, clinical training, or residency programs. Very few studies have surveyed the effect of workplace violence on social work students, either at the BSW or MSW level. This article reports findings of a survey of senior BSW students and their field internship supervisors; it is based on a similar survey conducted in 1990–1991 at the University of Georgia's School of Social Work.

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Laharnar, Naima, Nancy Perrin, Ginger Hanson, W. Kent Anger, and Nancy Glass. "Workplace domestic violence leave laws: implementation, use, implications." International Journal of Workplace Health Management 8, no. 2 (2015): 109–28. http://dx.doi.org/10.1108/ijwhm-03-2014-0006.

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Purpose – Intimate partner violence (IPV), affecting 30 percent of women worldwide, may affect employment and workplace safety. In all, 16 US states adopted laws providing leave for employed survivors. These qualitative findings are from an evaluation of Oregon’s state leave law. The paper aims to discuss these issues. Design/methodology/approach – The authors interviewed Oregon government employees (n=17) with past year IPV and Oregon supervisors (n=10) of past year IPV survivors. Interviews were transcribed, analyzed and coded. Findings – Participants agreed that IPV has an effect on work. T

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Culbertson, Deborah. "Conflict: Your Role in How It Ends." Perspectives on Administration and Supervision 18, no. 3 (2008): 99–104. http://dx.doi.org/10.1044/aas18.3.99.

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Abstract Conflict in the workplace is commonplace, yet many health care providers seek to either ignore conflict or confront it in a manner that might lead to personal attacks and/or prevent future collaboration. Health care practitioners and supervisors can learn about the nature of conflict, sources of conflict, and ways to manage and limit conflict. Practitioners and supervisors are jointly responsible for working toward conflict resolution. If effective strategies are used, then conflict can lead to innovative solutions and deepened trust. This article presents information about workplace

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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 (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 (2012): 155–90. http://dx.doi.org/10.1108/02683941211199554.

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Jalalkamali, Mohammad, Mohammad Iranmanesh, Davoud Nikbin, and Sunghyup Sean Hyun. "An empirical analysis of the effects of humor on communication satisfaction and job performance in international joint ventures in Iran." Journal of Management & Organization 24, no. 2 (2016): 295–311. http://dx.doi.org/10.1017/jmo.2016.19.

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AbstractThis study investigates the relationships between humor (frequency and effectiveness), communication satisfaction (informational and relational), and employee job performance (task and contextual) in international joint ventures in Iran. Based on a survey of 375 employees and their supervisors in two of the biggest joint ventures in the automotive industry in Iran, the results indicate that the frequency of humor had significant positive effects on contextual and task performance as well as on informational and relational communication satisfaction. In addition, informational communica

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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 (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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