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Journal articles on the topic 'Workplace Humor'

Author: Grafiati

Published: 4 June 2021

Last updated: 15 February 2022

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

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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12

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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13

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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14

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

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15

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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16

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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17

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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18

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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19

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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20

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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21

Reddington, Elizabeth, and Hansun Zhang Waring. "Understanding the Sequential Resources for Doing Humor in the Language Classroom." HUMOR 28, no. 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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22

Crowe, John, Michael Yoerger, Mackenzie Harms, Nale Lehmann-Willenbrock, and Joseph A. Allen. "Meeting mirth: The critical role of impression management and humor style in meetings." HUMOR 32, no. 1 (2019): 23–48. http://dx.doi.org/10.1515/humor-2017-0103.

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Abstract Drawing from theory on humor styles, impression management, and workplace meetings, we conducted two survey studies of working adults to examine the role of positive and negative humor on meeting satisfaction. We began by investigating the positive effects of humor on meeting satisfaction as moderated by impression management. In an online survey of working adults, we found that humor use in meetings was positively related to meeting satisfaction. Impression management moderates this relationship, such that the positive relationship between the use of humor in meetings and meeting sat

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23

Abdillah, Muhammad Rasyid. "Leader Humor and Knowledge Sharing Behavior: The Role of Leader-Member Exchange." Jurnal Manajemen 25, no. 1 (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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24

Emilisa, Netania, Egabetha Amirah Yudhaputrib, and Naidah Wena Karimah. "The impact of leader’s humor styles on creativity and work engagement of call center employees in Jakarta." Journal of Management Info 8, no. 2 (2021): 120–33. http://dx.doi.org/10.31580/jmi.v8i2.2003.

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This study aimed to analyze the impact of a leader's humor style dimensions: affiliate humor style, self-enhancing humor styles, aggressive humor styles, and self-defeating humor style on creativity and work engagement. Data collected from 138 call centers from some of the Cell Phone Companies in Jakarta. The data collection technique used in this study is non-probability sampling with a purposive sampling method. The techniques used to analyze this research are instrumental tests such as validity, reliability, and hypothesis testing using Multiple Regressions with SPSS 25. The results of hypo

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25

Cooper, Cecily. "Elucidating the bonds of workplace humor: A relational process model." Human Relations 61, no. 8 (2008): 1087–115. http://dx.doi.org/10.1177/0018726708094861.

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26

Lyttle, Jim. "The judicious use and management of humor in the workplace." Business Horizons 50, no. 3 (2007): 239–45. http://dx.doi.org/10.1016/j.bushor.2006.11.001.

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27

Chapman, A. H., and Mirian Chapman-Santana. "The use of humor in psychotherapy." Arquivos de Neuro-Psiquiatria 53, no. 1 (1995): 153–56. http://dx.doi.org/10.1590/s0004-282x1995000100024.

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Humor can be a useful treatment technique in the hands of some psychotherapists. It may help the patient to see painful life events and situations from less threatening perspectives, and can take the anxiety and guilt out of many difficult circunstances and incidents. Humor can be valuable in talking with parents about the problems of their adolescent children, in working with adolescents themselves, in discussing difficulties encountered in the workplace and in social environments, in decreasing obstructive awe of the therapist and apprehensiveness about treatment, in dealing with problems su

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28

Cann, Arnie, and Nicholas A. Kuiper. "Research on the Role of Humor in Well-Being and Health: An Interview With Professor Arnie Cann." Europe’s Journal of Psychology 10, no. 3 (2014): 412–28. http://dx.doi.org/10.5964/ejop.v10i3.818.

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In this interview, Dr. Arnie Cann discusses his research and views on the ubiquitous role of humor in psychological health and well-being. The interview begins with Professor Cann recounting how he originally became interested in studying humor. He then reflects on the main findings associated with the wide variety of humor-related studies he has conducted over the years. In doing so, Dr. Cann provides suggestions and ideas for further research investigating the role of humor in health and well-being. Specific topic areas discussed include the use of humor in the workplace and other social dom

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29

Murphy, Scott Patrick. "Humor Orgies as Ritual Insult." Journal of Contemporary Ethnography 46, no. 1 (2016): 108–32. http://dx.doi.org/10.1177/0891241615605218.

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In-group members can display a sense of solidarity by earning license to direct verbal putdowns toward one another in the presence of others. An explanation of the process by which in-group members can maintain a sense of solidarity through putdowns in everyday life, however, is lacking in the literature. Set in a corner donut shop in southern California, this article describes how a group of old straight white middle-class men direct improvisational putdowns toward each other and explains how this banter maintains a sense of group solidarity for these men. The article puts forth a view of rit

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30

Mak, Bernie Chun Nam, Yiqi Liu, and Christopher Charles Deneen. "Humor in the workplace: A regulating and coping mechanism in socialization." Discourse & Communication 6, no. 2 (2012): 163–79. http://dx.doi.org/10.1177/1750481312437445.

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31

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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32

Neves, Pedro, and Miguel Pina e. Cunha. "Exploring a model of workplace ostracism: The value of coworker humor." International Journal of Stress Management 25, no. 4 (2018): 330–47. http://dx.doi.org/10.1037/str0000069.

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33

Goswami, Ashita, Prakash Nair, Terry Beehr, and Michael Grossenbacher. "The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions." Leadership & Organization Development Journal 37, no. 8 (2016): 1083–99. http://dx.doi.org/10.1108/lodj-01-2015-0001.

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Purpose The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work. Design/methodology/approach Data were obtained from 235 full-time employees working for a large information technology and business c

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34

Youmans, William Lafi. "Humor Against Hegemony: Al-Hurra, Jokes, and the Limits of American Soft Power." Middle East Journal of Culture and Communication 2, no. 1 (2009): 76–99. http://dx.doi.org/10.1163/187398609x430624.

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AbstractIn 2004, the United States launched an Arabic language satellite television station, Al-Hurra ('the free one'). As a mass media outlet designed to enhance American geopolitical influence, it is considered one manifestation of a 'soft power' strategy. Soft power, however, is only effective to the extent that it can rely on 'willing interpreters and receivers'. This article considers humor in Al-Hurra's workplace and among its intended audience as a gauge of the availability of such interpreters and receivers. Humor, this article contends, reflects greater political discourses and attitu

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35

Huntley, Mary I. "Take Time for Laughter." Creative Nursing 15, no. 1 (2009): 39–42. http://dx.doi.org/10.1891/1078-4535.15.1.39.

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Taking time for positive laughter in the workplace every day is energizing, health-promoting, and rewarding. Humor happenings and mirthful moments are all around us; we need to be receptive to them. Research provides evidence that laughter is a powerful tool when used appropriately in our personal and professional life journey.

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36

Maruyama, Junichi, and Kei Fuji. "The bidirectional effect of expressions of humor by employees in the workplace." Japanese journal of psychology 88, no. 4 (2017): 317–26. http://dx.doi.org/10.4992/jjpsy.88.15076.

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37

Holmes, Janet. "Sharing a laugh: Pragmatic aspects of humor and gender in the workplace." Journal of Pragmatics 38, no. 1 (2006): 26–50. http://dx.doi.org/10.1016/j.pragma.2005.06.007.

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38

Hemmasi, Masoud, A. Graf, and Gail S. Russ. "Gender-Related Jokes in the Workplace: Sexual Humor or Sexual Harassment?1." Journal of Applied Social Psychology 24, no. 12 (1994): 1114–28. http://dx.doi.org/10.1111/j.1559-1816.1994.tb02376.x.

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39

Breaux-Soignet, Denise M., Shannon L. Rawski, and Anne O'Leary-Kelly. "Humor or sexual harassment?:The frame analysis of workplace socio-sexual behavior." Academy of Management Proceedings 2014, no. 1 (2014): 17514. http://dx.doi.org/10.5465/ambpp.2014.17514abstract.

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40

Wang, Rong, Darius Kwan Shing Chan, Yong Wah Goh, Melissa Penfold, Timothy Harper, and Tim Weltewitz. "Humor and workplace stress: a longitudinal comparison between Australian and Chinese employees." Asia Pacific Journal of Human Resources 56, no. 2 (2017): 175–95. http://dx.doi.org/10.1111/1744-7941.12157.

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41

Cooper, Cecily, Smadar Cohen-Chen, Yuanyuan Huo, Karen Rochelle Niven, Tara Reich, and Kai Chi Yam. "Laugh It Up? Theoretical and Contextual Insights on Workplace Humor within and across Hierarchies." Academy of Management Proceedings 2019, no. 1 (2019): 12359. http://dx.doi.org/10.5465/ambpp.2019.12359symposium.

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42

Garner, Johny T., Robert C. Chandler, and J. D. Wallace. "Nothing to Laugh About: Student Interns' Use of Humor in Response to Workplace Dissatisfaction." Southern Communication Journal 80, no. 2 (2015): 102–18. http://dx.doi.org/10.1080/1041794x.2014.986586.

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43

Moody, Stephen J. "“Well, I’m a Gaijin”: Constructing identity through English and humor in the international workplace." Journal of Pragmatics 60 (January 2014): 75–88. http://dx.doi.org/10.1016/j.pragma.2013.11.001.

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44

De Clercq, Dirk, and Imanol Belausteguigoitia. "Coping and laughing in the face of broken promises: implications for creative behavior." Personnel Review 49, no. 4 (2019): 993–1014. http://dx.doi.org/10.1108/pr-11-2018-0441.

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Purpose The purpose of this paper is to consider how employees’ perceptions of psychological contract breach, due to their sense that their organization has not kept its promises, might diminish their creative behavior. Yet access to two critical personal resources – emotion regulation and humor skills – might buffer this negative relationship. Design/methodology/approach Survey data were collected from employees in a large organization in the automobile sector. Findings Employees’ beliefs that their employer has not come through on its promises diminishes their engagement in creative activiti

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45

Gibney, Katherine H., and Erik Peper. "The “Duhhh Factor”." Biofeedback 42, no. 2 (2014): 88–89. http://dx.doi.org/10.5298/1081-5937-42.2.02.

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Patients can learn self-regulation skills and biofeedback-assisted relaxation in the office, yet fail to show symptomatic improvement. In many cases, the individual is perpetuating behavior in the workplace or elsewhere that hinders healing and symptom reduction, or exacerbates their complaints. A brief case example of a 25-year-old male with repetitive motion injury from computer use serves to illustrate the problem. The biofeedback practitioners used cognitive reframing and humor to assist the patient to accept work and “workstyle” changes facilitating symptom reduction.

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46

Maruyama, Junichi, and Kei Fuji. "The effect of humor in the workplace on mental/physical health and self-evaluation of job performance." Japanese journal of psychology 87, no. 1 (2016): 21–31. http://dx.doi.org/10.4992/jjpsy.87.14059.

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47

Moake, Timothy R., Christopher Robert, and Wan Yan. "She Can’t Say That … or Can She? Perceptions of Men’s and Women’s Humor Use in the Workplace." Academy of Management Proceedings 2018, no. 1 (2018): 17674. http://dx.doi.org/10.5465/ambpp.2018.17674abstract.

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48

Maruyama, Junichi, and Kei Fuji. "For future of daily work life: The examination of function and structure of humor in the workplace." Proceedings of the Annual Convention of the Japanese Psychological Association 83 (September 11, 2019): L—012—L—012. http://dx.doi.org/10.4992/pacjpa.83.0_l-012.

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49

Rocke, Cathy. "The Use of Humor to Help Bridge Cultural Divides: An Exploration of a Workplace Cultural Awareness Workshop." Social Work with Groups 38, no. 2 (2015): 152–69. http://dx.doi.org/10.1080/01609513.2014.968944.

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50

Yang, Fu, and Deping Wen. "Combating workplace loneliness climate and enhancing team performance: The roles of leader humor and team bureaucratic practices." Journal of Business Research 136 (November 2021): 305–15. http://dx.doi.org/10.1016/j.jbusres.2021.07.053.

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