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

Hooman Shahidi, Khairul Anuar Mohd Ali and Fazli Idris

Evidence-based HRM, 2023, vol. 12, issue 2, 305-335

Abstract: Purpose - The 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/approach - The sample includes 317 clinical and non-clinical employees in public hospitals in Palermo, Italy. Hypotheses are tested using structural equation modeling. Findings - Results 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/implications - The 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 (Nazarianet 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 implications - As 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 implications - As 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/value - This paper provides evidence to suggest that supervisor humor results in greater employee in-role and extra-role performance.

Keywords: Supervisor positive humor; Organizational culture; In-role; Extra-role performance (search for similar items in EconPapers)
Date: 2023
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ebhrmp:ebhrm-07-2022-0175

DOI: 10.1108/EBHRM-07-2022-0175

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