Perceived organizational culture and employee performance: moderating role of supervisor humor

IF 1.6 Q2 Business, Management and Accounting Evidence-based HRM-A Global Forum for Empirical Scholarship Pub Date : 2023-09-06 DOI:10.1108/ebhrm-07-2022-0175
H. Shahidi, K. A. M. Ali, F. Idris
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Abstract

PurposeThe idea of using positive humor as a managerial tool is gaining traction in both academia and organizations. The purpose of this paper is to test whether supervisors' use of positive humor in organizations in different perceived cultures (hierarchical, clan, market and adhocracy) influences employees' in-role and extra role performance.Design/methodology/approachThe sample includes 317 clinical and non-clinical employees in public hospitals in Palermo, Italy. Hypotheses are tested using structural equation modeling.FindingsResults indicate that supervisor positive humor has a direct relationship with employee in-role and extra-role performance. Also, supervisor positive humor has a moderating impact on the relationship between organizational culture and in-role and extra-role performance. Moderating effect of supervisor humor have a greater impact on extra-role performance towards individuals or organizational citizenship behavior toward individuals (OCBI).Research limitations/implicationsThe first limitation is that this study examines only positive or adaptive kinds of leader humor; negative or maladaptive humor is not included. A further limitation is the role of social (national) organizational culture in our construct. It is claimed that, specific components of national organizational culture are more significant compared with others and that some national organizational cultures are more vital to performance in one part of the organization compared to others (Nazarian et al., 2017). Hofstede's original four dimensions of national culture: power distance, individualism, uncertainty avoidance and masculinity/femininity could be analyzed separately to investigate the role of each variable on the study’s construct.Practical implicationsAs Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed. To understand and apply appropriate organizational culture in public organizations, it is beneficial to know which types of culture encourage employee in-role/extra-role performance. This study compared the consequences of the specific dominant culture in relation to the objective of the organization. However, one solution does not fit all. Sometimes managers inevitably follow trends in their industries without noticing other variables (Mason, 2007).Social implicationsAs Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed.Originality/valueThis paper provides evidence to suggest that supervisor humor results in greater employee in-role and extra-role performance.
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感知组织文化与员工绩效:主管幽默的调节作用
目的将积极幽默作为一种管理工具的想法在学术界和组织中都越来越受欢迎。本文的目的是测试在不同感知文化(等级文化、家族文化、市场文化和临时政治文化)的组织中,主管对积极幽默的使用是否会影响员工的角色内和角色外表现。设计/方法/方法样本包括意大利巴勒莫公立医院的317名临床和非临床员工。假设使用结构方程模型进行检验。研究结果表明,主管积极幽默与角色内员工和角色外绩效有直接关系。此外,主管积极幽默对组织文化与角色内和角色外绩效之间的关系具有调节作用。上司幽默的调节作用对个体的角色外表现或组织公民对个体的行为(OCBI)有更大的影响;消极或不适应的幽默不包括在内。另一个限制是社会(国家)组织文化在我们的构建中的作用。据称,与其他组织文化相比,国家组织文化的特定组成部分更为重要,并且与其他组织相比,一些国家组织文化对组织某一部分的绩效更为重要(Nazarian et al.,2017)。霍夫斯泰德最初提出的民族文化的四个维度:权力距离、个人主义、不确定性回避和男性气质/女性气质可以分别分析,以调查每个变量在研究结构中的作用。实际含义正如罗梅罗和克鲁特里斯(2006)所提到的,组织可以建立“幽默培训研讨会”,让主管和团队成员意识到幽默在工作场所的好处。例如,可以讨论适当的幽默类型、欣赏幽默的性别和道德差异,以及幽默风格与特定组织结果的匹配等主题。为了理解和应用公共组织中适当的组织文化,了解哪些类型的文化鼓励员工在角色/额外角色中的表现是有益的。本研究比较了特定主导文化对组织目标的影响。然而,一种解决方案并不适合所有人。有时,管理者不可避免地会在没有注意到其他变量的情况下追随行业趋势(Mason,2007)。社会含义正如Romero和Crutricks(2006)所提到的,组织可以举办“幽默培训研讨会”,让主管和团队成员意识到幽默在工作场所的好处。例如,可以讨论适当的幽默类型、欣赏幽默的性别和道德差异,以及幽默风格与特定组织结果的匹配等主题。独创性/价值本文提供的证据表明,主管幽默会使员工在角色内和角色外表现更好。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
2.70
自引率
6.20%
发文量
39
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