When workplace humour turns into conflict: exploring HR practices in the case of conflict management

Abstract

PurposeAlthough humour and conflict are popular topics in management, little attention has been paid to the negative effects of humour in terms of how workplace humour could turn into unexpected conflicts. From the perspective of conflict management, human resources (HR) need to better understand this dynamic transition process. The purpose of this research is to explore the transition from humour to conflict and how HR perform when addressing humour-related issues.Design/methodology/approachA secondary data, multiple case study approach is adopted. Case studies are analysed qualitatively and thematically through a content analysis matrix.FindingsAggressive humour is closely related to conflict. Humour content and the context in which it takes place are important influential factors contributing to the transition from humour to conflict. It is challenging for HR to deal with humour-related issues: most victims are unwilling to report the issue at an early stage until they cannot bear the joke, forcing HR to perform reactively.Practical implicationsWorkplace humour-related issues should not be overlooked. HR should adopt an early, proactive approach to prevent severe conflict from developing and relationships deteriorating.Originality/valueThis study highlights the dynamics and complexity of the transition from humour to conflict, providing new insights for HR in terms of effective conflict management.