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İş Yerinde Mizahın Çalışanların Prososyal Motivasyonu Üzerindeki Etkisinin İncelenmesi: Nitel Bir Araştırma

Yıl 2026, Cilt: 44 Sayı: 1, 102 - 130, 23.03.2026
https://doi.org/10.17065/huniibf.1696707
https://izlik.org/JA73GD44TF

Öz

Bu çalışma, otelcilik sektöründe iş yerinde mizahın çalışanların prososyal motivasyonları üzerindeki etkisini incelemeyi amaçlamaktadır. Araştırma, nitel araştırma desenlerinden fenomenolojik yaklaşımla yürütülmüş ve İzmir’de çeşitli otellerde farklı pozisyonlarda görev yapan 20 çalışanla derinlemesine görüşmeler gerçekleştirilmiştir. Bulgular, iş yerinde mizahın çalışanlar arasında açık ve etkili iletişimi desteklediğini, stres ve gerginliği azalttığını, güven, empati, dayanışma ve yardımlaşmayı güçlendirdiğini göstermektedir. Özellikle katılımcı mizahın sıcak, samimi ve kapsayıcı bir iletişim ortamı oluşturarak gönüllü yardım davranışlarını teşvik ettiği belirlenmiştir. Kendini geliştirici mizahın ise çalışanların psikolojik dayanıklılığını artırdığı ve stresli durumlarda ekip içi uyumu desteklediği görülmüştür. Buna karşılık saldırgan ve kendini yıkıcı mizahın güveni zayıflattığı, iletişimde mesafe yarattığı, dışlanma duygusunu artırdığı ve prososyal davranışları olumsuz etkilediği tespit edilmiştir. Ayrıca mizahın farklı departmanlar ve hiyerarşik kademeler arasındaki etkileşimi kolaylaştırdığı, sorun çözme süreçlerine katkı sunduğu ve yöneticilerin bilinçli mizah kullanımının iş birliği isteğini artırdığı ortaya konulmuştur. Sonuç olarak, iş yerinde mizahın bilinçli ve kapsayıcı kullanımı çalışan refahı, ekip performansı ve örgütsel iklim açısından önemli bir unsur olarak değerlendirilmektedir.

Kaynakça

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  • Batson, C. D. (1987). Prosocial motivation: Is it ever truly altruistic? In L. Berkowitz (Ed.), Advances in experimental social psychology 20, 65–122. Academic Press. https://doi.org/10.1016/S0065-2601(08)60412-8
  • Batson, C. D., Ahmad, N., & Stocks, E. L. (2011). Four forms of prosocial motivation: Egoism, altruism, collectivism, and principlism. In D. Dunning (Ed.), Social motivation (pp. 103–126). Psychology Press.
  • Bierhoff, H.-W. (2002). Prosocial behaviour. Psychology Press. https://doi.org/10.4324/9780203989425
  • Bitterly, T. B., Brooks, A. W., & Schweitzer, M. E. (2017). Risky business: When humor increases and decreases status. Journal of Personality and Social Psychology, 112(3), 431–455. https://doi.org/10.1037/pspi0000079
  • Blake, I. (2023, May 25). Shared understanding: Finding the “why” behind the “what.” Work Life by Atlassian. https://www.atlassian.com/blog/leadership/shared-understanding
  • Bolino, M. C., & Grant, A. M. (2016). The bright side of being prosocial at work, and the dark side, too: A review and agenda for research on other-oriented motives, behavior, and impact in organizations. Academy of Management Annals, 10(1), 599–670. https://doi.org/10.5465/19416520.2016.1153260
  • Brender-Ilan, Y., & Reizer, A. (2021). How do we perceive a humorous manager? Manager humor, impression management, and employee willingness to work with the manager. Frontiers in Psychology, 12, 628350. https://doi.org/10.3389/fpsyg.2021.628350
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  • Can, M., & Aykaç, E. (2020). Mesleki bağlılığın prososyal motivasyon davranışı üzerindeki rolü: Mutfak çalışanları üzerine bir araştırma. Journal of Tourism and Gastronomy Studies, 8(3), 1836–1854. https://doi.org/10.21325/jotags.2020.637
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An Examination of the Impact of Workplace Humor on Employees' Prosocial Motivation: A Qualitative Study

Yıl 2026, Cilt: 44 Sayı: 1, 102 - 130, 23.03.2026
https://doi.org/10.17065/huniibf.1696707
https://izlik.org/JA73GD44TF

Öz

This study aims to examine the effects of workplace humor on employees’ prosocial motivation in the hospitality sector. Adopting a phenomenological qualitative design, the study was conducted through in-depth interviews with 20 employees working in different positions at various hotels in İzmir. The findings show that workplace humor supports open and effective communication among employees, reduces stress and tension, and strengthens trust, empathy, solidarity, and helping behaviors. In particular, affiliative humor was found to encourage voluntary helping behaviors by creating a warm, sincere, and inclusive communication environment. Self-enhancing humor, on the other hand, was found to increase employees’ psychological resilience and support team cohesion in stressful situations. In contrast, aggressive and self-defeating humor were found to weaken trust, create distance in communication, increase feelings of exclusion, and negatively affect prosocial behaviors. In addition, humor was found to facilitate interaction across different departments and hierarchical levels, contribute to problem-solving processes, and increase willingness to cooperate when used consciously by managers. As a result, the conscious and inclusive use of workplace humor is considered an important factor in terms of employee well-being, team performance, and organizational climate.

Kaynakça

  • Abdillah, M. R. (2021). Leader humor and knowledge sharing behavior: The role of leader–member exchange. Jurnal Manajemen, 25(1), 76–91. https://doi.org/10.24912/jm.v25i1.704
  • Andreoni, J. (1989). Giving with impure altruism: Applications to charity and Ricardian equivalence. Journal of Political Economy, 97(6), 1447–1458. https://doi.org/10.1086/261662
  • Batson, C. D. (1987). Prosocial motivation: Is it ever truly altruistic? In L. Berkowitz (Ed.), Advances in experimental social psychology 20, 65–122. Academic Press. https://doi.org/10.1016/S0065-2601(08)60412-8
  • Batson, C. D., Ahmad, N., & Stocks, E. L. (2011). Four forms of prosocial motivation: Egoism, altruism, collectivism, and principlism. In D. Dunning (Ed.), Social motivation (pp. 103–126). Psychology Press.
  • Bierhoff, H.-W. (2002). Prosocial behaviour. Psychology Press. https://doi.org/10.4324/9780203989425
  • Bitterly, T. B., Brooks, A. W., & Schweitzer, M. E. (2017). Risky business: When humor increases and decreases status. Journal of Personality and Social Psychology, 112(3), 431–455. https://doi.org/10.1037/pspi0000079
  • Blake, I. (2023, May 25). Shared understanding: Finding the “why” behind the “what.” Work Life by Atlassian. https://www.atlassian.com/blog/leadership/shared-understanding
  • Bolino, M. C., & Grant, A. M. (2016). The bright side of being prosocial at work, and the dark side, too: A review and agenda for research on other-oriented motives, behavior, and impact in organizations. Academy of Management Annals, 10(1), 599–670. https://doi.org/10.5465/19416520.2016.1153260
  • Brender-Ilan, Y., & Reizer, A. (2021). How do we perceive a humorous manager? Manager humor, impression management, and employee willingness to work with the manager. Frontiers in Psychology, 12, 628350. https://doi.org/10.3389/fpsyg.2021.628350
  • Brief, A. P., & Motowidlo, S. J. (1986). Prosocial organizational behaviors. Academy of Management Review, 11(4), 710–725. https://doi.org/10.2307/258391
  • Butler, N., & Stoyanova Russell, D. (2018). No funny business: Precarious work and emotional labour in stand-up comedy. Human Relations, 71(12), 1666–1686. https://doi.org/10.1177/0018726718758880
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  • Cann, A., & Collette, C. (2014). Sense of humor, stable affect, and psychological well-being. Europe’s Journal of Psychology, 10(3), 464–479. https://doi.org/10.5964/ejop.v10i3.746
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  • Goswami, A., Nair, P., Beehr, T. A., & Grossenbacher, M. A. (2016). The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions. Leadership & Organization Development Journal, 37(8), 1083–1099. https://doi.org/10.1108/LODJ-01-2015-0001
  • Grant, A. M. (2007). Relational job design and the motivation to make a prosocial difference. Academy of Management Review, 32(2), 393–417. https://doi.org/10.5465/amr.2007.24351328
  • Grant, A. M. (2008). Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity. Journal of Applied Psychology, 93(1), 48–58. https://doi.org/10.1037/0021-9010.93.1.48
  • Grant, A. M., & Berg, J. M. (2012). Prosocial motivation at work: When, why, and how making a difference makes a difference. In K. S. Cameron & G. M. Spreitzer (Eds.), The Oxford handbook of positive organizational scholarship (pp. 28–44). Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199734610.013.0003
  • Grant, A. M., & Berry, J. W. (2011). The necessity of others is the mother of invention: Intrinsic and prosocial motivations, perspective taking, and creativity. Academy of Management Journal, 54(1), 73–96. https://doi.org/10.5465/amj.2011.59215085
  • Grant, A. M., & Mayer, D. M. (2009). Good soldiers and good actors: Prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors. Journal of Applied Psychology, 94(4), 900–912. https://doi.org/10.1037/a0013770
  • Grant, A. M., & Sumanth, J. J. (2009). Mission possible? The performance of prosocially motivated employees depends on manager trustworthiness. Journal of Applied Psychology, 94(4), 927–944. https://doi.org/10.1037/a0014391
  • Gruner, C. R. (1997). The game of humor: A comprehensive theory of why we laugh. Transaction Publishers. https://doi.org/10.4324/9781315132174
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  • Hao, J., & Du, X. (2021). Preschoolers’ helping motivations: Altruistic, egoistic or diverse? Frontiers in Psychology, 12, Article 614868. https://doi.org/10.3389/fpsyg.2021.614868
  • Hardy, S. A., & Carlo, G. (2005). Identity as a source of moral motivation. Human Development, 48(4), 232–256. https://doi.org/10.1159/000086859
  • Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Online Readings in Psychology and Culture, 2(1). https://doi.org/10.9707/2307-0919.1014
  • Holmes, J., & Marra, M. (2002). Having a laugh at work: How humour contributes to workplace culture. Journal of Pragmatics, 34(12), 1683–1710. https://doi.org/10.1016/S0378-2166(02)00032-2
  • Holmes, J., & Marra, M. (2006). Humor and leadership style. Humor: International Journal of Humor Research, 19(2), 119–138. https://doi.org/10.1515/humor.2006.006
  • Holmes, J., & Stubbe, M. (2015). Power and politeness in the workplace: A sociolinguistic analysis of talk at work (2nd ed.). Routledge. https://doi.org/10.4324/9781315750231
  • Huang, M. (2022). The effect of team happy nut: Leader self-deprecating humor and team performance. Journal of Humanities and Social Sciences Studies, 4(4), 263–279. https://doi.org/10.32996/jhsss.2022.4.4.33
  • Huo, Y., Lam, W., & Chen, Z. (2012). Am I the only one this supervisor is laughing at? Effects of aggressive humor on employee strains and addictive behaviors. Personnel Psychology, 65(4), 859–885. https://doi.org/10.1111/peps.12004
  • Hwang, J. Y., Ficara, G., Noland, C., & Perreault, G. (2024). Resilient joy: How journalists use humor to cope with working expectations. [Preprint]. OSF. https://doi.org/10.31235/osf.io/xcpma
  • Khattak, S. A., Irshad, M., & Rubbab, U. (2024). Is leader humor a discursive resource for predicting innovative behavior? Examining the role of pro-social motivation and personal need for structure in hospitality industry. Leadership & Organization Development Journal, 45(4), 651–665. https://doi.org/10.1108/LODJ-03-2023-0157
  • Lehmann-Willenbrock, N., & Allen, J. (2014). How fun are your meetings? Investigating the relationship between humor patterns in team interactions and team performance. Journal of Applied Psychology, 99(6), 1278–1287. https://doi.org/10.1037/a0038083
  • Lindsey, J. (2019, 15 Ekim). How a little humor can improve your work life. Greater Good Magazine. 01.05.2026 tarihinde https://greatergood.berkeley.edu/article/item/how_a_little_humor_can_improve_your_work_life adresinden alınmıştır.
  • Mao, J., Chiang, T. J., Zhang, Y., & Gao, M. (2017). Humor as a relationship lubricant: The implications of leader humor on transformational leadership perceptions and team performance. Journal of Leadership & Organizational Studies, 24(4), 494–506. https://doi.org/10.1177/1548051817707518
  • Martin, R. A. (2007). The psychology of humor: An integrative approach. Elsevier Academic Press.
  • Martin, R. A., Puhlik-Doris, P., Larsen, G., Gray, J., & Weir, K. (2003). Individual differences in uses of humor and their relation to psychological well-being: Development of the Humor Styles Questionnaire. Journal of Research in Personality, 37(1), 48–75. https://doi.org/10.1016/S0092-6566(02)00534-2
  • Martineau, W. H. (1972). A model of the social functions of humor. In J. H. Goldstein & P. E. McGhee (Eds.), The psychology of humor (pp. 101–125). Academic Press. https://doi.org/10.1016/B978-0-12-288950-9.50011-0
  • McGraw, A. P., & Warren, C. (2010). Benign violations: Making immoral behavior funny. Psychological Science, 21(8), 1141–1149. https://doi.org/10.1177/0956797610376073
  • Mesmer-Magnus, J., Glew, D. J., & Viswesvaran, C. (2012). A meta-analysis of positive humor in the workplace. Journal of Managerial Psychology, 27(2), 155–190. https://doi.org/10.1108/02683941211199554
  • Meyer, J. C. (2000). Humor as a double-edged sword: Four functions of humor in communication. Communication Theory, 10(3), 310–331. https://doi.org/10.1111/j.1468-2885.2000.tb00194.x
  • Morreall, J. (2009). Humor as cognitive play. Journal of Literary Theory, 3(2), 241–260. https://doi.org/10.1515/JLT.2009.014
  • Morreall, J. (2014). Humor, philosophy and education. Educational Philosophy and Theory, 46(2), 120–131. https://doi.org/10.1080/00131857.2012.721735
  • Morse, J. M. (2000). Determining sample size. Qualitative Health Research, 10(1), 3–5. https://doi.org/10.1177/104973200129118183
  • Moustakas, C. (1994). Phenomenological research methods. SAGE Publications. https://doi.org/10.4135/9781412995658
  • Muceldili, B. (2022). İş yerinde mizah: Öncüller ve sonuçlar. PressAcademia Procedia, 15(1), 180–181. https://doi.org/10.17261/Pressacademia.2022.1615
  • Neubauer, B. E., Witkop, C. T., & Varpio, L. (2019). How phenomenology can help us learn from the experiences of others. Perspectives on Medical Education, 8, 90–97. https://doi.org/10.1007/s40037-019-0509-2
  • Neves, P., & Karagonlar, G. (2020). Does leader humor style matter and to whom? Journal of Managerial Psychology, 35(2), 115–128. https://doi.org/10.1108/JMP-12-2018-0552
  • Nguyen, P. T., Sanders, K., Schwarz, G. M., & Rafferty, A. E. (2022). The linkage between cognitive diversity and team innovation: Exploring the roles of team humor styles and team emotional intelligence via the conservation of resources theory. Organizational Psychology Review, 12(4), 428–452. https://doi.org/10.1177/20413866221114847
  • Pundt, A. (2015). The relationship between humorous leadership and innovative behavior. Journal of Managerial Psychology, 30(8), 878–893. https://doi.org/10.1108/JMP-03-2013-0082
  • Rantanen, J., Lyyra, P., Feldt, T., Villi, M., & Parviainen, T. (2021). Intensified job demands and cognitive stress symptoms: The moderator role of individual characteristics. Frontiers in Psychology, 12, Article 607172. https://doi.org/10.3389/fpsyg.2021.607172
  • Robert, C., & da Motta Veiga, S. P. (2017). Conversational humor and job satisfaction at work: Exploring the role of humor production, appreciation, and positive affect. Humor, 30(4), 417–438. https://doi.org/10.1515/humor-2017-0034 Romero, E. J., & Arendt, L. A. (2011). Variable effects of humor styles on organizational outcomes. Psychological Reports, 108(2), 649–659. https://doi.org/10.2466/07.17.20.21.PR0.108.2.649-659
  • Romero, E. J., & Cruthirds, K. W. (2006). The use of humor in the workplace. Academy of Management Perspectives, 20(2), 58–69. https://doi.org/10.5465/amp.2006.20591005
  • Romero, E. J., & Pescosolido, A. T. (2008). Humor and group effectiveness. Human Relations, 61(3), 395–418. https://doi.org/10.1177/0018726708088999
  • Rosenberg, C., Caballero, C. L., Hayley, A., & Walker, A. (2024). The success elements of humor use in workplace leadership: A proposed framework with cognitive and emotional competencies. PLOS ONE, 19(5), e0304650. https://doi.org/10.1371/journal.pone.0304650
  • Rosenberg, C., Walker, A., Leiter, M., & Graffam, J. (2021). Humor in workplace leadership: A systematic search scoping review. Frontiers in Psychology, 12, 610795. https://doi.org/10.3389/fpsyg.2021.610795
  • Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78. https://doi.org/10.1037/0003-066X.55.1.68
  • Scheel, T., & Gockel, C. (2017). Humor at work in teams, leadership, negotiations, learning and health. Springer. https://doi.org/10.1007/978-3-319-65691-5
  • Shao, Y., Cardona, P., & Ng, I. (2017). Are prosocially motivated employees more committed to their organization? The roles of supervisors’ prosocial motivation and perceived corporate social responsibility. Asia Pacific Journal of Management, 34(4), 951–974. https://doi.org/10.1007/s10490-017-9512-5
  • Slåtten, T., Svensson, G., & Sværi, S. (2011). Empowering leadership and the influence of a humorous work climate on service employees’ creativity and innovative behaviour in frontline service jobs. International Journal of Quality and Service Sciences, 3(3), 267–284. https://doi.org/10.1108/17566691111182834
  • Smith, J. A., Flowers, P., & Larkin, M. (2009). Interpretative phenomenological analysis: Theory, method and research. Sage.
  • Tan, L., Liu, X., Huang, L., & Zheng, W. (2021). Why so humorous? The roles of traditionality and gender (dis)similarity in leader humor behavior and employee job performance. Journal of Leadership & Organizational Studies, 28(4), 403–418. https://doi.org/10.1177/1548051820964145
  • Taylor, S., Simpson, J., & Hardy, C. (2022). The use of humor in employee-to-employee workplace communication: A systematic review with thematic synthesis. International Journal of Business Communication, 62(1), 106–130. https://doi.org/10.1177/23294884211069966
  • van Manen, M. (1990). Researching lived experience: Human science for an action sensitive pedagogy. State University of New York Press.
  • Vecchio, R. P., Justin, J. E., & Pearce, C. L. (2009). The influence of leader humor on relationships between leader behavior and follower outcomes. Journal of Managerial Issues, 21(2), 171–194.
  • Wanzer, M. B., Booth-Butterfield, M., & Booth-Butterfield, S. (2005). “If we didn’t use humor, we’d cry”: Humorous coping communication in health care settings. Journal of Health Communication, 10(2), 105–125. https://doi.org/10.1080/10810730590915092
  • Wijewardena, N., Härtel, C., & Samaratunge, R. (2017). Using humor and boosting emotions: An affect-based study of managerial humor, employees’ emotions and psychological capital. Human Relations, 70(11), 1316–1341. https://doi.org/10.1177/0018726717691809
  • Wilkins, J., & Eisenbraun, A. J. (2009). Humor theories and the physiological benefits of laughter. Holistic Nursing Practice, 23(6), 349–354. https://doi.org/10.1097/HNP.0b013e3181bf37ad
  • Yam, K. C., Christian, M. S., Wei, W., Liao, Z., & Nai, J. (2018). The mixed blessing of leader sense of humor: Examining costs and benefits. Academy of Management Journal, 61(1), 348–369. https://doi.org/10.5465/amj.2015.1088
  • Zhenjing, G., Chupradit, S., Ku, K. Y., Nassani, A. A., & Haffar, M. (2022). Impact of employees’ workplace environment on employees’ performance: A multi-mediation model. Frontiers in Public Health, 10, Article 890400. https://doi.org/10.3389/fpubh.2022.890400
Toplam 87 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular Organizasyon, Örgütsel Davranış
Bölüm Araştırma Makalesi
Yazarlar

Berkin Hanaylı 0000-0001-6590-2038

Gönderilme Tarihi 10 Mayıs 2025
Kabul Tarihi 20 Ağustos 2025
Yayımlanma Tarihi 23 Mart 2026
DOI https://doi.org/10.17065/huniibf.1696707
IZ https://izlik.org/JA73GD44TF
Yayımlandığı Sayı Yıl 2026 Cilt: 44 Sayı: 1

Kaynak Göster

APA Hanaylı, B. (2026). İş Yerinde Mizahın Çalışanların Prososyal Motivasyonu Üzerindeki Etkisinin İncelenmesi: Nitel Bir Araştırma. Hacettepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 44(1), 102-130. https://doi.org/10.17065/huniibf.1696707
AMA 1.Hanaylı B. İş Yerinde Mizahın Çalışanların Prososyal Motivasyonu Üzerindeki Etkisinin İncelenmesi: Nitel Bir Araştırma. Hacettepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi. 2026;44(1):102-130. doi:10.17065/huniibf.1696707
Chicago Hanaylı, Berkin. 2026. “İş Yerinde Mizahın Çalışanların Prososyal Motivasyonu Üzerindeki Etkisinin İncelenmesi: Nitel Bir Araştırma”. Hacettepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi 44 (1): 102-30. https://doi.org/10.17065/huniibf.1696707.
EndNote Hanaylı B (01 Mart 2026) İş Yerinde Mizahın Çalışanların Prososyal Motivasyonu Üzerindeki Etkisinin İncelenmesi: Nitel Bir Araştırma. Hacettepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi 44 1 102–130.
IEEE [1]B. Hanaylı, “İş Yerinde Mizahın Çalışanların Prososyal Motivasyonu Üzerindeki Etkisinin İncelenmesi: Nitel Bir Araştırma”, Hacettepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, c. 44, sy 1, ss. 102–130, Mar. 2026, doi: 10.17065/huniibf.1696707.
ISNAD Hanaylı, Berkin. “İş Yerinde Mizahın Çalışanların Prososyal Motivasyonu Üzerindeki Etkisinin İncelenmesi: Nitel Bir Araştırma”. Hacettepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi 44/1 (01 Mart 2026): 102-130. https://doi.org/10.17065/huniibf.1696707.
JAMA 1.Hanaylı B. İş Yerinde Mizahın Çalışanların Prososyal Motivasyonu Üzerindeki Etkisinin İncelenmesi: Nitel Bir Araştırma. Hacettepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi. 2026;44:102–130.
MLA Hanaylı, Berkin. “İş Yerinde Mizahın Çalışanların Prososyal Motivasyonu Üzerindeki Etkisinin İncelenmesi: Nitel Bir Araştırma”. Hacettepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, c. 44, sy 1, Mart 2026, ss. 102-30, doi:10.17065/huniibf.1696707.
Vancouver 1.Berkin Hanaylı. İş Yerinde Mizahın Çalışanların Prososyal Motivasyonu Üzerindeki Etkisinin İncelenmesi: Nitel Bir Araştırma. Hacettepe Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi. 01 Mart 2026;44(1):102-30. doi:10.17065/huniibf.1696707

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