Journal articles: 'Workplace humour'

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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 between the adaptive humour styles and well-being at work with resilience as a mediator. Furthermore, self-esteem was found to significantly moderate the indirect relationship between self-enhancing humour and well-being at work via resilience.

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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, particularly relief from boredom and routine, workers’ use of humour took novel, call centre specific forms. Overwhelmingly, though, humour contributed to the development of vigorous countercultures in both locations, which conflicted with corporate aims and priorities. However, the particular combinations of managerial culture, attitudes to trade unionism and dissent, and the nature of oppositional groupings helped impart a different character to humour between the two call centres. At Excell, the presence of a group of activists seeking to build workplace trade unionism in circumstances of employer hostility was a crucial contrast. These activists were instrumental in their use of humour, aware that it helped make the union popular and served to weaken managerial authority. This evidence, that subversive satire can be allied to a wider collective union organizing campaign at workplace level, makes a distinctive contribution to the recent literature on organizational humour.

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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, while aggressive humour was negatively associated with those attitudes. Results also support the intervening role of supervisor favourability in the relationship between supervisors’ positive use of humour and employees’ job satisfaction, affective commitment and organisational pride. Research limitations/implications Studies of the effects of workplace humour can benefit from using more fine-grained operationalisation of positive and negative humour. Research can also benefit from considerations of intervening mechanisms to the humour–work outcome relationship. Practical implications The results underscore the benefits of affiliative and self-enhancing humour on employee attitudes in the workplace. While negative humour can have an undesirable effect, there may be circumstances under which self-defeating humour is not negatively received. Originality/value This paper fulfils an identified need to better understand supervisors’ use of different, more discriminating forms of humour on employee 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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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 elements of humour: meta-communication sensitivity, personal affection for humour and emotional admissibility. As nurses spend a lot of time with patients, humour adds to the quality of their work as well as to the nurses’ satisfaction with their work with patients. The aim of this paper is to contribute to a better understanding of the significance of humour in nursing both for the employees and for the patients and to discuss humour within the framework of nursing profession in Slovenia. The specific objective of our study is to explore the attitudes of Slovenian nurses towards humour and their actual use of humour during their interaction with patients. Methods: For the purpose of this study, a quantitative research methodology was adopted. A questionnaire was used to collect data on the topic and a set of statistical analyses (frequency distribution method, the χ2 and Spearman rank correlation test) was performed on the data obtained. Results: Our study shows that Slovenian nurses are prone to the use of humour in their work and they welcome it as an integral part of their work with patients. We found that humour also enhances their sense of belonging to the nursing profession and serves as a tool for socialization. Discussion: Humour, employed in nursing can help overcome certain difficulties which nurses face in the workplace as they also try to fulfil some social objectives and get socialized via humour. These psychological-sociological features of humour stand out as cognitive and social benefits of the positive emotions of joy, the use of humour for social communication and their influence on the release of stress and coping, which draws from the ergonomics of humour as social interaction. Therefore, topics of humour in nurse education are required. Limitations: 279 Slovenian nurses with different levels of education participated in the study. Conclusions: Humour should be used by nurses since it is important in their professional interaction with patients. It can be used as a bridge between individuals and can serve as a means of individual's integration into groups, cultures and, consequently, into the society as a whole.

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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 Maori language, where use of the language is the explicit topic of the humour. Use of the Maori language in these episodes includes Maori greetings, pronunciation of Maori words, the use of Maori lexical items, more extended stretches of Maori, Maori discursive features, and lexical items in English with Maori cultural connotations. The Maori language is used in a humorous context by both Maori and Pakeha staff members, in similar and different ways. Humorous episodes using the Maori language appear to serve a range of functions, including releasing tension (e.g. relating to sensitive issues around the Maori language), marking ingroups and outgroups (and sometimes bonding between the two), referencing Maori cultural norms, and constructing Maori identity.

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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 promote fun. Design/methodology/approach The authors conducted semi-structured individual interviews with open-ended questions with 34 employed individuals from a variety of professions. The data were analysed using thematic analysis. Findings The analyses revealed organised fun as a distinct type of workplace fun that can have a significant impact through its social support function and psychological safety as the underlying element for promoting healthy positive fun interactions. The culture of the organisation and management attitudes towards fun emerged as key issues in promoting a fun workplace. Originality/value Organised fun emerged as a new type of workplace fun. The relational characteristic of fun and its function as a social support method are discussed. The study has delineated the contextual factors that should be addressed by researchers when studying workplace fun.

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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 discussed opportunities for WHM to foster solidarity and flexibility in the workplace, the potential of employees for self-governance and a cultural environment at the workplace characterized by safety, trust, care, loyalty and humour. The managers employed a process-oriented communicator style, were all-rounders, and demonstrated dedicated and distinct management. Managers in SSEs were lone problem solvers and experienced high and conflicting work demands and work-family conflicts. Research limitations/implications The findings should be interpreted with caution concerning representation of SSEs generally. The enterprises were recruited from an intervention project focussing on WHM and might, therefore, have a positive attitude. Practical implications The managers obtain recommended information about what to do and how to address WHM in SSEs. Originality/value This study adds important knowledge regarding the preconditions for creating health promoting workplaces in SSEs, an area for which limited research exists. The findings provide insights and knowledge about managers’ possibilities and obstacles in WHM. The findings could be transferrable to management in similar contexts if managers develop more awareness and knowledge.

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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 findings from the first by specifically asking participants to reply to survey questions asking “what is fun at work?”. Findings – Currently fun is described in a variety of ways by researchers using different descriptors for similar concepts. Combining current conceptions of fun with the own research the authors categorize the complex notion of workplace fun into three clear categories: organic, managed and task fun. This tripartite conception of fun combines and extends current models of fun and collates earlier findings into a synthesized model of fun. The investigation found that fun is ambiguous and paradoxical which creates issues for both managers and employees. The authors recognize fun as a multifaceted concept and use paradox theory and the concept of flow to theorize the multilateral fun framework. Practical implications – The authors find significant implications for managers in regards to creating and fostering fun in the organizational context. Differing perceptions of fun may result in misunderstandings that can negatively impact morale and workplace relationships. A wider conceptualization of fun offers potential for more harmonious and productive workplaces and creates a greater tolerance for competing and paradoxical perceptions of fun. Originality/value – Current literature on workplace fun uses a variety of descriptors of fun and emphasizes a duality between managed and organic forms of fun. In suggesting a new term “task fun” the authors synthesize earlier conceptions of fun to create an integrated model of fun. The model clearly outlines three overlapping yet paradoxical categories of fun.

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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 patients was conducted at ART center LLRM Medical College, Meerut. The study subjects were interviewed by using questionnaire consisting of WHOQOL HIV BREF (WHO quality of life questionnaire) and Brief-COPE scale questionnaires. Descriptive statistics and ANOVA test were used for analysis of the data.Results: 36% of HIV patients were housewives and 26.5 % of HIV patients were drivers. The quality of life score was higher in HIV patients who were in unemployed (14.98) and farmers (14.49) whereas was lowest in all others category (10.73). The housewives, farmers, government jobs or service, drivers and other had maximum adaptive coping in religion and minimum adaptive coping in humour. There was no uniform pattern of maladaptive coping skills of HIV patients among different occupations.Conclusions: Quality of life score was better in HIV patients who were unemployed and farmers as compared to HIV patients who were drivers, housewives, government jobs or service. Religion was most effective adaptive coping strategy and humour was least effective adaptive coping strategy in HIV patients.

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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 financial institution, an information technology company and a utility services provider. Data for this study were collected from semi-structured interviews with a range of participants in each company. In total 59 interviews were conducted with approximately 15 originating from each of the four organizations. One full-time month was spent within each company experiencing the everyday life and behaviours at all levels of each organization. The specific focus of the research is organizational culture and humour and during analysis findings emerged that linked to engagement, fun, disengagement and the concept of flow. Findings – This paper offers exploratory findings that suggest some specific connections between the concepts of fun and engagement. Empirical connections between these concepts are not currently apparent in either engagement or fun research, yet the data suggest some firm associations between them. The exploratory findings suggest that some forms of workplace fun offer individual employees a refreshing break which creates positive affect. Participants perceive that such affect results in greater workplace and task engagement. Additionally the data show that some people experience their work tasks as a form of fun and the authors link this to a specific form of engagement known as “flow” (Csikszentmihalyi, 1975; Moneta, 2010). The authors suggest an organizational-level effect, where workplace fun creates enjoyment which stimulates greater overall engagement with the team, unit or organization itself. Conversely the data also suggest that for some people managed or organic fun (see Plester et al., 2015) creates distraction, disharmony or dissonance that disrupts their flow and can foster disengagement. Practical implications – The ambiguity and complexity in the relationship between these concepts is an emerging topic for research that offers a variety of implications for scholars and practitioners of HRM and organizational behaviour. The authors contend that workplace fun potentially offers practitioners opportunities for fostering a climate of high engagement which may include most employees and thus create additional workplace benefits. Additionally through highlighting employee reactions to different types of fun we suggest ways of avoiding employee disengagement, disharmony and cynicism and the associated negative effects. Originality/value – The concept of fun is not empirically linked with current engagement research and the authors assert that workplace fun is an important driver of employee engagement. The authors identity engagement at the individual task level and further extend engagement research by emphasizing that fun has the potential to create engagement at the team, unit or organizational level. These differing levels of engagement have not thus far been differentiated in the extant literature.

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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 audio recordings of naturally occurring spontaneous conversations between employees collected by a volunteer in a media-related company in Vilnius. The recordings containing elements of languages other than Lithuanian (English and Russian) have been transcribed and analysed using Interactional Sociolinguistics (IS), an in-depth qualitative approach that combines the application of the interpretive methods of discourse analysis with insights into social and cultural issues. The paper argues that mixed speech in Lithuanian workplace discourse is creatively used as group or individual stylistic choice to construct certain social images and to perform various functions: for instance, mixed speech containing Russian insertions, slang and swear words serves as an index of belonging to the group (or a community of practice), whereas English is a necessary tool for doing well in a contemporary work environment and presenting oneself as an expert in one’s professional field; English insertions tend to be employed when things need to be quickly and efficiently done while Russian is still used more extensively for off-task talk, such as small talk, gossiping, humour and jokes, which constitute an integral part of the talk at work. It can be hypothesised, however, that the range of functions performed by English insertions is gradually expanding as the command of Russian among co-workers is decreasing. The study depicts mixed speech as a means of negotiating social identities of a friendly and supportive colleague, a skilled and experienced professional, a creative, playful and adaptive communicator, and an open-minded, educated and sophisticated person.

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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 by the elaborated conceptual development of psychological capital (PsyCap) and its uniqueness in relation to other positive constructs. Next section of the article presents evidence of major theoretical contributions in developing the field of POB and PsyCap along with distinction between states versus trait paradigm in Psychology. The purpose of this article is to provide an overview of recently introduced concept of PsyCap and reveal its antecedents and consequences. We have synthesized and integrated recent empirical research examining the nature of the construct of PsyCap and develop a conceptual framework regarding its individual and organizational antecedents and consequences for further understanding of the relevant issues in the area of PsyCap and POB. The organizational level antecedents of PsyCap included in this article are work engagement, organizational justice, workplace social support and authentic leadership. Likewise, individual level antecedents of PsyCap covered in this article are sense of humour and positive emotions. The major potential outcomes of PsyCap in the present article included both desirable (mental health, organizational citizenship behaviour (OCB), creative performance and ethical performance) and undesirable (incivility) work-related organizational outcomes. Several preliminary propositions have been offered to guide future research and the role of PsyCap within a broad theoretical and empirical context is discussed. Finally, we have discussed the gaps in the relevant literature, major issues for future research on PsyCap along with implications and interventions about how management can enhance each within their employees for performance management, leadership development and HR development.

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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 textual data was collected from an educational institute. The ethnographic and textual analysis revealed that the act of adaptiveness to the organizational culture shaped the communicative practices, the linguistic structures, and the behavioral norms of the place discourse community. As the employees were bound by the rules and regulations, they made direct and indirect references to the policies using referential intertextuality, functional intertextuality, and conventional formulaic expressions. As the employees were also bound to be supportive, friendly, and respectful, they strived to use proper opening and closing markers, positive and negative politeness, and affiliative humour to create a positive environment and reduce stress. Employees also used ellipsis, substitutions, hedges, and emoticons to mark excitement in conversations and writing. The study revealed that organizational cultures influence business communication through shaping the “I think”, “I feel”, and “I act” attitudes in different situations.

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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 the work. The team avoided the gravity of the work through humour, a task-focus, an absence of thinking and the displacement of workplace frustrations onto an outgroup. Connecting with emotions was done in tolerable ways: in contained reflective spaces, in the presence of supportive others, through genuine connections with patients as people and when the organisation demonstrated care for the staff. Practical implications – Avoidant strategies appeared to represent short-term ways of maintaining staff well-being, while connecting with the gravity of the work appeared to represent what we hope is a more sustainable approach to managing well-being. A crucial premise for staff well-being is teams embedded within organisations that care for their employees. Originality/value – Poor staff well-being can have serious consequences for an organisation, particularly in the existentially challenging environment of dementia care. This study offers a unique opportunity to explore staff well-being in a UK inpatient mental health setting with older adults with dementia and complex mental health needs.

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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 used alongside positive humor types, and it is not merely the frequency with which a manager uses an individual humor type, but the holistic view of their humor, which is of importance in gauging valence of organizational facets. Using cluster analysis was beneficial in challenging assumptions from the existing literature, further contextualizing our understanding of humor and reinforcing the importance of humor use in the workplace.

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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 pale for subordinates who are supposed to swallow anger, humiliation or fear. Capitalist labour, no matter whether this of managers or that of workers, exacts a heavy emotional toll. While in handling their work managers rely heavily on the emotional support of their peers and secretaries, employees spin nostalgic stories or take to subversive workplace humour. Against this broader perspective, Arlie Hochschild's research and its critique have focused exclusively on the workers' emotional toll. In centre of interest is emotional labour exacted by employers and the many ways of managing undesired feelings which this labour requires. Hochschild's critics stress that subordinates often find ways of evading supervision and playing with rules for emotional display, so that they are much less subject to emotion management than her research agenda implies. Although Hochschild's research and its echo produced the only coherent body of theory-guided research to emerge so far within the sociology of organizations under the influence of the sociology of emotions, the chapter ends with an argument that her valuable yet work-focused approach has become constraining in times of disjointed, turbulent capitalism. Social change demands that we enlarge our scope of inquiry to include the experience of lay-off and unemployment as well as work-unrelated emotions and the broader society into our purview.

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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 applications of workplace humor to enhance the work atmosphere in academic libraries.

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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 data from 459 workers employed in a large hospital in the Southern United States, we examined associations between the Multidimensional Sense of Humor Scale, which has four dimensions, as well as the Multifactor Leadership Questionnaire, with three leadership substyles, and their associations with the risk of being bullied. We observed that one of the four humor subscales, Humor Appreciation, did affect perceptions of bullying in the workplace. The other three, Humor Recognition, Humor Production, and Humor for Coping, did not. However, the leadership styles of managers did affect reports of negative acts. In fact, transformational leadership was associated with 22% of the variance in reports of decreased bullying activity. This work is consistent with previous work on the importance of leadership styles for creating positive work environments, particularly in hospital settings. Given these findings, we offer suggestions for leaders to further improve nursing communication.

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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 holistic marketing approach in internal marketing practices. Behaviors and attitudes of marketing department managers with different humor styles can increase cohesion among employees and maximize their performance. This study examines the effect of humor styles of the marketing department managers on the internal marketing practices under the moderating role of persuasive communication variable.

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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. Almost all topics are applicable for male lecturers, and the most frequent ones are their colleague weaknesses, either physical or nonphysical, and sexual content. Female lecturers scarcely initiate humor talk, but they can join it. Being the topic of humor, 73% of female lecturers feel victimized, but only 60% of male lecturers feel the same way. There are 40% male lecturers who feel proud to be the object of humor, because it increases their personal attractiveness and relations as well as their popularity. Female lecturers can freely laugh at her male colleagues’ weaknesses, but not vice versa.

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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 people will learn it, much less believe it. Humans inevitably interpret the world by experience, context and possible rewards, using humour, subversion, indifference, and simple daily routine to find ways to live around even the most oppressive propaganda.Linguistic Engineering focuses mainly on the spoken language of political discussion groups and propaganda between 1966 and 1972, with additional examples from school textbooks, and some model literature and operas. Once labels like ‘rightist,’ ‘bad element’ or ‘capitalist roader’ became linked with everything from ostracism to job loss to prison, passionate battles erupted. Traditional four character phrases such as “confess without being pressed” (bu da zi zhao) grew heavily politicized. Other new vocabulary, however, such as ‘tractor’ or ‘work unit’ was a more benign reflection of new technology and social systems, and remains part of everyday life.Lazy research mars what should have been a better book. Most of the Chinese examples are lifted from English language secondary sources by political scientists, then back-translated (well) into Chinese. Other examples come from English language memoirs of former Red Guards. They are rather unevenly chosen and cited, but most examples have already received meticulous discussion over the past 30 years. This book uses the term ‘Maoist worship,’ for example, very simplistically, ignoring the extensive literature on the distinctions between religious rites and political rallies. The term ‘linguistic engineering’ itself, comes not from Stalin, but from his propagandist, Zhadnov, who said writers are “engineers of human souls.” Other sections are original, but less compelling (e.g. the heroine of the model opera, “On the Docks,” gets 42 per cent of the dialogue).

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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-employee exchange (LMX) for the negative effects of aggressive humor. The study employed a cross-sectional design in order to test a moderated mediation model. Data were collected from 101 call-center operators and team leaders working in a multinational company. Our findings show indeed that aggressive humor in the workplace is predictive for exhaustion, which, in turn, predicts the employees’ intentions to leave the organization. Contrary to our expectation, the moderating role of LMX did not receive empirical support. Theoretical and practical implications are discussed.

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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., organizational commitment, job satisfaction, and turnover intentions). Overall, mentor humor style and frequency were both positively associated with protégés' mentoring satisfaction. Furthermore, mentoring satisfaction favorably influenced protégés' affective organizational commitment and job satisfaction, both of which were inversely related to their turnover intentions. Theoretical and practical implications of these results, along with the role of indirect effects, are discussed.

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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 low-affiliative humor subordinate is paired with a high-affiliative humor leader and when a high-aggressive humor subordinate is paired with a low-aggressive humor leader. Our findings reveal that LMX mediated the relationship between (dis)similarity in humor styles and employee energy. Taken together, our results contribute to the understanding of the effects of similarity and dissimilarity in humor behaviors in energic relational processes.

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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 consideration to the applicability of the findings in other interactional contexts as well as to the question of whether participants are oriented towards moments of humor as opportunities for language learning.

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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-SEM analysis. The finding shows that leader humor can encourage employee knowledge sharing behavior through the relationship quality between leaders and employees.

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Journal articles on the topic 'Workplace humour'

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