Humor in human resource development

Boverie, Patricia; Hoffman, Jeffrey F.; Klein, Diane C.; McClelland, Marilyn; Oldknow, Marlynn

doi:10.1002/hrdq.3920050108

Cited by 9 publications

(10 citation statements)

References 27 publications

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“…There is indirect support for the application of emotional contagion theory to the selection context. Studies have shown that positive affect and humor decrease the level of anxiety experienced (Boverie, Hoffman, Klein, McClelland, & Oldknow, 1994;Gelkopf & Kreitler, 1996;Morreall, 1991;Newman & Stone, 1996). Unknown is whether these findings generalize to the selection context.…”

Section: Applicant Anxietymentioning

confidence: 99%

The Influence of Perceived Interviewer and Job and Organizational Characteristics on Applicant Attraction and Job Choice Intentions: The role of applicant anxiety

Carless

Imber

2007

Int J Selection Assessment

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This study examined whether interviewer characteristics have (a) a direct influence on applicant attraction and job choice intentions, (b) an indirect influence via job and organizational characteristics, and (c) direct influence on applicant anxiety. A sample of graduate applicants (N ¼ 450) was surveyed before a selection interview (Time 1) and after the employment interview (Time 2). Structural equation modeling was used to examine the hypothesized model. The results showed that interviewer characteristics (warmth, unfriendliness, job knowledge, general competence and humor) had both a direct and indirect effect on applicant attraction and job choice intentions. In addition, interviewer characteristics had a significant positive impact on applicant anxiety. Theoretical and practical implications of the findings are discussed.

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Section: Applicant Anxietymentioning

confidence: 99%

The Influence of Perceived Interviewer and Job and Organizational Characteristics on Applicant Attraction and Job Choice Intentions: The role of applicant anxiety

Carless

Imber

2007

Int J Selection Assessment

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“…Dentro dessa perspectiva, o uso do humor em empresas tem sido associado ao aumento da moral entre os trabalhadores (Grunner, 1997), à criação de uma cultura organizacional mais positiva (Clouse e Spurgeon, 1995), à melhoria da coesão de grupos (Duncan, 1982), à redução de conflitos nas empresas (Duncan et al, 1990;Abramis, 1992;Rothwell, 1996;Smith et al, 2000), à facilitação da expressão de emoções negativas (Martineau, 1972;Pollio, 1995), à canalização da hostilidade (Wilson, 1979), à manutenção da ordem social (Dwyer, 1991), ao estímulo da criatividade individual e grupal (Csikszentmihaly, 1996;Murdock e Ganim,1993), ao aumento da motivação (Crawford, 1994;Dienstbier, 1995;Lippitt, 1982), ao incremento da produtividade (Clouse e Spurgeon, 1995;Duncan e Feisal, 1989;Avolio et al, 1999), ao aumento da eficácia de processos de mudanças nas empresas (Bovey, 2001;Kahn, 1989), ao estímulo de novas perspectivas (Dixon, 1980), ao estímulo ao comprometimento no grupo (Duncan, 1982;Martin e Lefcourt, 1983;Ziv e Gadish, 1990), e ao estímulo do aprendizado e do desenvolvimento (Boverie et al, 1994).…”

Section: Thomaz Wood Jr and Miguel P Caldasunclassified

Rindo do que? Como consultores reagem ao humor crítico e à ironia sobre sua profissão

Wood¹,

Caldas²

2005

Organ. Soc.

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RESUMOurante a última década, seguindo o rápido crescimento de seu setor, os consultores e as firmas de consultoria passaram a sofrer diversas críticas. Este artigo procura sumarizar as críticas vindas de acadêmicos, jornalistas e, especialmente, aquelas presentes em textos humorísticos e irônicos. Por meio de uma investigação colaborativa, na qual utilizaram-se técnicas de projeção e de análise de conteúdo, foram analisadas as reações a anedotas de uma amostra de consultores de quatro organizações. Os resultados sugerem que esse grupo de profissionais é sensível às críticas, embora apresente uma tendência a racionalizar, de maneira defensiva, as críticas encontradas, no lugar de utilizar as mensagens e os sentidos implícitos para reflexão e auto-desenvolvimento. ABSTRACTuring the last decade, following the rapid growth of its industry, consultants and consulting firms have been exposed to several critiques. This paper summarizes the critiques coming from scholars, journalists and, specially, those coming from comic and ironic texts. Through a collaborative investigation, in which a mixed methodology of projective techniques and content analysis was used, the reactions to jokes about consultants from a sample of consultants from four professional services organizations were analyzed. The results suggest that this group of professionals is sensitive to critiques, but tends to rationalize, in a defensive manner, the critiques, instead of using the messages and meanings for reflection and self development.

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“…Even where humour has been considered, this is often from the point of view of instructors (Boverie et al, 1994;Kaupins, 1991;Zemke, 1991). Emphasis on instructors' potential or actual uses of humour tends, however, to downplay the collaborative character of learning events.…”

Section: Humour In Corporate Training Programmesmentioning

confidence: 99%

“…Just as instructors may deploy humour in order to realize the goals they bring to learning events, so too may learners. Although learners' humour is unlikely to be 'planned' whereas instructors' may well be (Boverie et al, 1994), humour may none the less be one key resource learners use to enable them to manage the problems they encounter during their learning experiences.…”

Section: Humour In Corporate Training Programmesmentioning

confidence: 99%

I suppose you think that's funny! The role of humour in corporate learning events

Thomas¹,

Al-Maskati²

1997

The International Journal of Human Resource Management

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This paper examines the uses of humour among participants in ve bank training programmes in the UK. These programmes, run by the banks themselves, were studied using ethnographic methods and the observations reported here are based upon extensive eld notes. The paper examines the ways in which participants deployed humour during these learning events and the role humour played in the management of their relations with their fellow learners and the course instructors. The course instructors' use of humour is also examined. It is argued that humour played a far from trivial role in the programmes studied. On the contrary, humour was vital to their maintenance as viable organizational practices. In conclusion it is suggested that the more systematic study of humour could make an important contribution to the understanding of the social realities of corporate training programmes.

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Humor in human resource development

Cited by 9 publications

References 27 publications

The Influence of Perceived Interviewer and Job and Organizational Characteristics on Applicant Attraction and Job Choice Intentions: The role of applicant anxiety

The Influence of Perceived Interviewer and Job and Organizational Characteristics on Applicant Attraction and Job Choice Intentions: The role of applicant anxiety

Rindo do que? Como consultores reagem ao humor crítico e à ironia sobre sua profissão

I suppose you think that's funny! The role of humour in corporate learning events

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