Work-related stress and its effects are on the rise, as highlighted, for example, by the Job Stress Index 2022 published by Gesundheitsförderung Schweiz (Swiss Health Promotion Foundation). The consequences are serious. They include both mental and physical illnesses, leading to more errors, higher absenteeism and increased turnover – factors that can ultimately hurt a company’s economic success.

In response, many companies are actively seeking ways to enhance employee well-being, and one approach gaining traction is the use of humour. This is where Marina Pletscher's study comes in.

As a research assistant and doctoral candidate at the Center for Human Resource Management (CEHRM), Pletscher has explored how humour in the workplace and the alignment of humour styles between superiors and employees affect the quality of their relationships. The study represents the second of three parts of her cumulative dissertation and is based on data collected from the research project "Biases in Talent Identification" (2020-2024), funded by the Swiss National Science Foundation (SNSF) and directed by Bruno Staffelbach, Professor of Business Administration.

Integration into the work culture

Pletscher’s study reveals that humour can serve as a valuable management tool, enabling leaders to build stronger working relationships and strengthen team cohesion. Encouraging employees to express their humour can also be beneficial.

"A sense of humour enhances every human interaction," Pletscher posits, adding that the same holds true also in the workplace: "A bit of fun can lift a team's mood and boost motivation." However, she emphasizes the importance of using humour appropriately, ensuring that it brings people together rather than alienating them. Being mindful of different humour styles and understanding that they can have both positive and negative effects is key.

Similarities are an advantage

The literature distinguishes between four humour styles: affiliative (cooperative and socially oriented), self-enhancing, self-defeating and aggressive. The first two styles are generally seen as mood-boosting, while the latter two are often linked to a decline in mood. For example, aggressive humour might involve a superior making disparaging jokes at the expense of employees, disregarding their feelings.

Meanwhile, self-defeating humour can positively affect the work atmosphere when used moderately, as it helps reduce social distance and soften status differences. However, the latter style can backfire if overused; it may be perceived as a sign of low self-esteem in leaders, or cause employees to appear less credible.

The study confirms Pletscher's hypotheses that similarities in affiliative, self-enhancing and self-defeating humour positively impact the relationship quality between superiors and employees. In contrast, aggressive humour negatively impacts work relationships, regardless of whether the humour styles are similar or not. This finding underscores the importance of leaders promoting non-aggressive humour that suits the situation – an approach that can even help reduce work-related stress. When superiors and employees share a similar humour style, the positive impact is even greater.

Pletscher points out that humour styles are not fixed personality traits but rather behavioural patterns. This means they can be consciously modified or developed. For instance, superiors can adjust their use of humour to better support team dynamics and improve relationships.