PERSPECTIVES IN BUSINESS
49
000000/span>
Humor in the Workplace: Anecdotal Evidence
Suggests Connection to Employee Performance
Lauren Breeze, Adrienne Dawson, and Susanna Khazhinsky
St. Edward's University
"The
attempt to develop a sense of humor and to
see things in a humorous light is some kind of a trick
learned while mastering the art of living" (Frankl, 1959, p.
64). Viktor Frankl (1959), logotherapist and World War
II concentration camp survivor. He defines humor as
00one of the soul's weapons [used] in the fight for
self-preservation. 00it is well known that humor,
more than anything else in the human make-up, can
afford an aloofness and an ability to rise above any
situation, if only for a few seconds. (p. 63)
Humor is "any communication (joke, witticism,
pun, [etcetera]) that results in laughter or mirth" (Smith,
Harrington, & Neck, 2000, 露 8). The primary functions of
humor are coping, reframing, celebrating, communicating
ambiguity, and expressing hostility. Research (Clarke,
2002) indicates that humor may increase a person's
ability to cope, persevere, ward off illness, and become
more productive. Those activities that produce humor,
when incorporated into corporate culture such as those
of Southwest Airlines and Ben & Jerry's Homemade,
Inc., may increase employee performance (i.e., a person's
positive and productive stimulus-based reaction) (Buxman,
1996).
Viktor E. Frankl, MD, PhD (2000), first noted its
psychological benefits in the treatment of various neuroses
in his research for Man's Search for Ultimate Meaning.
Paradoxical intention00 logotherapeutic technique
that lends itself to the short-term treatment of
obsessive-compulsive and phobic neuroses00s
intended to muster and mobilize self-detachment in
general. In particular, however, it utilizes a unique and
specific aspect of self-detachment, namely, the human
sense of humor. (Frankl, 2000, p. 110)
Frankl (2000) continued, "it is remarkable and noteworthy
that Dr. Iver Hand of London's Maudsley Hospital
found that patients who had been treated along the
lines of behavior therapy in a group setting 'used humor
spontaneously as one of their main coping mechanisms'"
(p. 111). One tenet of logotherapy states that patients
must view themselves as "free and responsible agent[s],"
and the ability to laugh at oneself or see the humor in any
given situation00owever bleak00s empowering and aids
in the search for meaning (Frankl, 2000, p. 111).
Loretta LaRoche, an instructor at the Mind/Body
Medical Institute, an affiliate of Harvard Medical School,
teaches a course on humor, optimism, and cognitive restructuring.
"She believes positive psychology aids in
dealing with life's blows. [Says LaRoche,] 'Laughter is a
catharsis. It allows us to release stress'" (as cited in Clarke,
2002, 露 3, 4). Similarly, Clarke (2002) addresses humor's
medicinal benefits.
[Laughter] diminishes stress and pain and can increase
antibodies that help fight disease and combat anxiety.
00Most of all, humor releases endorphins 00it can
change and lower heart rate, lower blood pressure and
decrease stress hormones. (露 2)
50
Researchers at Loma Linda University found that
after male participants viewed humorous movies, their
white blood cell counts increased. "White blood cells can
also attack tumor cells and boost immune-system activity.
[Another] study at the University of Maryland Medical
Center 00reports that [laughter] may help reduce and
protect against heart disease and heart attacks" (Clarke,
2002, 露 2).
Humor in the Workplace
The pervasiveness of stress among the American
workforce and its resultant cost to employees and employers
has made it the ubiquitous unwanted employee.
A recent study claims that "workers consume 15 tons of
aspirin a day, [and] one in four 00suffers from an anxiety-
related illness. Soon job stress will be the [number one]
reason for worker's compensation" (Buxman, 2002, 露 1).
As more companies lose productive time of their primary
assets, their employees, to stress, it is essential that they
find ways to minimize its effects and improve employee
performance, and humor may be one of the easiest, most
cost-effective ways to do so. "Humor improves productivity.
When employees are working on a repetitive job,
humor can increase length of time on task by reducing
tension and boredom. And studies show humor doesn't
detract from tasks requiring increased concentration"
(Buxman, 2002, 露 5).
Rogers (2002) conducted an Australian industry-wide
study of 2,500 employees and found that "81 percent 00/span>
believe a fun working environment would make them
more productive; 93 percent said that laughing on the job
helps to reduce work-related stress. A further 55 percent
said they would take less pay to have more fun at work" (露
6). He concluded that "people who have a fun disposition
and can express this in the workplace have lower levels of
job stress and burnout and higher levels of job satisfaction
and organizational commitment. 00Fun at work reduces
stress and increases productivity" (Rogers, 2002, 露 4).
Even so, moderation is key. "Humor is like a loaded
weapon: If you're not careful with it, you can do some
serious damage! It is imperative that all attempts at
introducing fun and humor into the work environment
be predicated on appropriateness and common sense"
(Torchio, 2002, 露 7). Scott Adams, famed Dilbert creator,
argues that humor cannot be inserted into an organization
to cure problems: "Humor comes naturally 'after you've
done everything else right'" (as cited in Nilsen & Nilsen,
2000, p. 59).
Case Studies
Executives at Southwest Airlines and Ben & Jerry's
have long appreciated and profited from the benefits of
humor in business, aware that humor helps create the
"resilient corporate culture" that comes when employees
are allowed to be "flexible, creative, and innovative"
(Clarke, 2000, 露 3). Companies and agencies like Deloitte
& Touche, IBM, Kodak, Monsanto, Honda, and the
Internal Revenue Service have periodically hired humor
consultants and organizations to infuse humor into their
businesses (Nilsen & Nilsen, 2000). In a recent survey of
737 CEOs, more than 98%indicated they would much
rather hire a candidate with a good sense of humor than a
person without one (Goodman, n.d.).
Southwest Airlines
Southwest Airlines is consistently one of the largest,
most lucrative passenger air carriers in the United States.
It has made a profit every quarter since 1973, which has
included airline deregulation in the 1970s, a recession in
the 1980s, and the aftermath of the September 11, 2001
tragedy. America's low-cost airline leader achieves this high
level of performance through the quality of Southwest employees.
Herb Kelleher, former CEO of Southwest often
says, "The most important attribute for a Southwest employee
is a sense of humor" (as cited in Adair, 1995, 露 47).
Southwest's executives clearly see the connection between
humor and performance and use it to their advantage to
increase revenues.
Kevin Freiberg (1996) writes in NUTS!, a profile of
Southwest Airlines,
Fun, humor and laughter are treated as life-enhancing
gifts for everyone. So how does Southwest go about
creating the kind of relaxing and accepting atmosphere
that grants people the freedom to play and have fun?
The company is religious about hiring the right
people. (p. 66)
A typical interview question at Southwest asks
applicants to "explain how [they] have used a sense of
humor in the workplace." The interviewer may go on
to ask how a person has used humor to defuse a tense
situation (Freiberg, 1996, p. 67). Humor is a valued trait
of the "right" person. Southwest has the smallest number
of employees per aircraft, serves the most customers per
employee, and has the most enviable record of profitability
in the industry (Freiberg, 1996). Employee dedication
is evident by Southwest's low attrition rate00% as of
2000 (Stein, 2000, 露 24). This is impressive evidence that
humor in the workplace can increase productivity.
HUMOR IN THE WORKPLACE
PERSPECTIVES IN BUSINESS
51
Humor is a part of the daily routines of all departments
in Southwest Airlines. Southwest flight attendants are
famous for their off-the-wall safety announcements.
"There may be 50 ways to leave your lover, but there are
only six ways off this airplane." Pilots get in on the fun,
too. "We've reached our cruising altitude now, and I'm
turning off the seat belt sign. I'm switching to autopilot,
too, so I can come back there and visit with all of you
for the rest of the flight" (Freiberg, 1996, p. 211). Herb
Kelleher was quoted in a 1999 interview when he received
the honor of CEO of the year from Chief Executive
Magazine as saying, "Low costs and high spirits are the 00/span>
things I concern myself with, and they're related. 00One
way you achieve lower fares is through high employee
productivity00eople being really dedicated to what
they're doing and being proud of doing it well" ("Chief
executive," 1999, 露 56).
Ben & Jerry's Homemade, Inc.
Ben & Jerry's Homemade, Inc., a well-known ice
cream manufacturer in Vermont, is an excellent example of
a company that practices humor in its daily routine. Donna
Wood, Katz Graduate School of Business professor agrees.
"The company feels that employees are more motivated
and productivity is higher when they are satisfied with their
work" (as cited in Patel, 2001, p. 14). To increase employee
satisfaction, Ben & Jerry's cofounder Jerry Greenfield
proposed the creation of a Joy Gang at a company meeting
in the summer of 1988 to "get a group of people together
who will put more joy into every workday at the plant"
(Greenwood, 1996, 露 20). The employee-run committee
meets monthly to plan activities for coworkers that will
reinforce the value of humor. The first event was a massage
and pizza party, and it went over so well that the company
decided to arrange bimonthly massages for all workers.
The Joy Gang has also arranged such hits as Elvis Presley
Day, National Clash-Dressing Day, and Barry Manilow
Appreciation Day. The Joy Gang also strives to improve
the working environment at the Ben & Jerry's plant.
For example, in the production area, employees listen to
music, which rotates among one of the three stations that
is broadcast in the area. "Actually, the Joy Gang bought our
stereo. We listen to music and enjoy our work," says one of
the plant laborers (as cited in Laabs, 1996, 露 55).
As Ben & Jerry's started instilling humor in its daily
routine, "it discovered that the punch line is not that far
from the bottom line. If you want to get more out of your
employees, make sure that they are having a good time at
work" (Greenwood, 1996, 露 21). Having a humor policy
sets Ben & Jerry's Homemade, Inc., apart from the majority
of American companies. However, it doesn't mean that Ben
& Jerry's takes business lightly. According to an employee,
"We take business very seriously, and that is evident in the
workforce here. Ben & Jerry's has an effective business,
clearly demonstrated by its total sales last year [1995] of
77 million dollars" (Greenwood, 1996, 露 7).
In April 2000, Ben & Jerry's Homemade, Inc.,
and Unilever "agreed to a unique and ground-breaking
combination in which Ben & Jerry's [joined] forces with
Unilever to create an even more dynamic, socially positive
ice cream business with global reach" (Laabs, 1996, 露
1). After the agreement was reached, Richard Goldstein,
president of Unilever Foods in North America, said that
much of Ben & Jerry's success is based on its human-related
culture, and it is Unilever's hope and expectation that Ben
& Jerry's will continue to engage in this culture (Laabs,
1996). In 1992, Workforce Magazine, the largest magazine
in circulation for human resources (HR) professionals, gave
Ben & Jerry's Homemade, Inc., its 1992 Optimas Award
in "the Quality of Life category for creating the supportive
environment for employees, which, in turn, helps support
the company's fiscal vitality" (Laabs, 1996, 露 7).
For both Southwest Airlines and Ben & Jerry's, humor
is an intrinsic part of the company culture. However, while
there is anecdotal evidence that attributes humor to each
company's success, there is no quantitative research on the
correlation of humor in the workplace and attrition rates,
individual performance metrics, productivity rates, sick
days used, etc. Furthermore, research does not exist on the
results of companies incorporating humor as a core value
or cultural characteristic. While many companies00rom
Fortune 500 leaders IBM and UPS to accounting firm
Deloitte & Touche00ave been featured frequently in
articles about using humor consultants, there is no research
evaluating the reasons for hiring humor consultants or
whether these companies implemented humor policies
once the consultants left.
Even so, James Wall, global human resources partner
for Deloitte & Touche, LLP, cites anecdotal findings.
We have used humor consultants periodically. While
we haven't done any formal research on the subject,
we are BIG believers that life is too short, and you
work too many hours, not to have fun while you're
doing it. So part of our culture is about enjoying
each other, being passionate about what you do, and
having fun while you do it! All of this helps us serve
our clients better, exceed their expectations, and grow
faster than any of our competitors. (J. Wall, personal
communication, November 8, 2002)
52
James Copeland, Jr., Deloitte & Touche CEO, credits
Wall, who was named the 2002 Human Resources Executive
of the Year, with "[infusing] our entire organization
with an enthusiastic, entrepreneurial attitude" ("Deloitte
& Touche's," 2002, 露 3).
Through his work, the culture of our firm has become
decidedly more collaborative, supportive, and inclusive00n
environment in which all of our people can
achieve their full potential. This change in culture has
significantly reduced turnover, costs associated with
turnover, and helped to optimize continuity of service
to clients. ("Deloitte & Touche's," 2002, 露 3)
Recommendations
For those executives wanting to make humor part of
their companies' cultural visions, doing so will require
more than inviting a humor consultant to the occasional
meeting. If the techniques and suggestions offered
by humor consultants don't filter past top executives
and managers, however, then humor cannot become a
corporate strategy for improving employee performance. If
humor is worth integrating in order to achieve measurable
results, it must be infused pervasively and not relegated to
a mere agenda item.
Companies considering infusing humor into their
cultures should first establish a set of metrics to gauge
the validity of this decision, such as the following. They
should, first, clearly identify their reasons for selecting a
humor strategy over others. Then they should establish
performance metrics that will measure the change in
employee behaviors over time. This evaluation data
might come from regularly distributed questionnaires and
periodic town meetings, as well as from data on hiring,
retention, absenteeism, and customer satisfaction surveys.
The founders of Southwest Airlines and Ben & Jerry's
developed their businesses with humor as a core value,
but there are very few other companies that have used
humor from conception. However, that does not mean
that humor cannot become a value in an organization.
For some companies, humor consultants may provide
the impetus to realizing the humor-based benefits that
Southwest and Ben & Jerry's have seen for the last
twenty years.
Ruth Hamilton, executive director of the Carolina
Health and Humor Association, suggests some cost-
effective methods for promoting humor, such as "Friday
Fun-days," where employees can wear ugly ties or dress to
a theme similar to Ben & Jerry's Elvis Day. She continues
by saying, "Employers need to recognize the sense of
humor as a great asset in an employee and give special
notice to those employees who are upbeat, good natured,
and funny" (R. Hamilton, personal communication,
November 14, 2002).
Tim Gard, a professional humor consultant and
creator of Comic Visions, a Denver-based consultancy
organization, strives to "identify situational stress factors
[in the workplace] and find humor solutions" (T. Gard,
personal communication, November 18, 2002). He
explained his "humor plan," which he leaves with businesses
after he speaks to employees and managers. First, he
suggests that the company or department trying to infuse
humor hold a meeting to discuss the idea with employees.
There should be a set of guidelines developed to outline
what is acceptable humor. Gard's concept of the "absence
of malice" should also be addressed, which allows people to
openly express their feelings when they have been offended
by a joke or comment. Finally, all humor should add to
the business, not take away from the company's goals (T.
Gard, personal communication, November 18, 2002).
Encouraging humor in the workplace may be a cost-
effective means of minimizing the effects of stress and
increasing productivity. If a company wants to establish a
culture similar to the cultures of Southwest Airlines and Ben
& Jerry's, all it needs is a commitment to humor as a core
value and a humor strategy to increase employee performance.
Gordon W. Allport once said, "The neurotic who learns to
laugh at himself may be on the way to self-management;
perhaps to cure" (as cited in Frankl, 1959, p. 148).
HUMOR IN THE WORKPLACE
PERSPECTIVES IN BUSINESS
53
References
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Clarke, S. (2002, March). The best medicine [Electronic version]. Essence, 32, p. 76. Deloitte & Touche's James H. Wall
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Biography
Lauren Garrett Breeze is a 2004 graduate of the St. Edward's University Master of Business Administration program with a
concentration in Business Management. She received a BS in Marine Transportation and Third Mate's Unlimited Tonnage
Merchant Mariner's License from Texas A&M University at Galveston. She has served as Third Mate on product tankers and
as a port captain for an international containership company. She currently lives in Austin, where she is a volunteer business
consultant and full-time mom.
Adrienne Mattea Dawson graduated from the Master of Business Administration program in 2004 with a dual concentration in
Marketing and Business Management. She received a BA in English and Geology from the University of Texas at Austin in 1999
and has previously published literary criticism, poetry, and scientific research.
Adrienne and Lauren were guest presenters on quality and branding perceptions in the Czech Republic at the 10th annual W.
Edwards Deming Research Seminar at Fordham University.
Susanna B. Khazhinsky also is a 2004 graduate, with a Master of Business Administration concentrated in Finance and Business
Management. She earned a BS in Finance from Moscow State University of Economics, Statistics, and Computer Science.
Susanna worked for five years as an assistant accountant at Signal, Ltd., Moscow, Russia, where she gained experience
in accounting, preparation of financial statements, and projecting pro-forma financial statements. She has a multicultural
background and is fluent in Russian and French.
HUMOR IN THE WORKPLACE
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