The Double-Edged Sword of Sexist Humour

Cracking a sexist joke can be socially advantageous for women in workplaces of mostly men, but the same joke can disadvantage men.

What are the consequences of sexist humour within masculine organizational cultures? This study investigates the impact on social status for men and for women, while also considering whether or not social skill also plays a role. To accomplish this, the authors introduce the phrase “a sexist culture of joviality”, which blends sexism and humour, and examine the effects of this culture on the social status of men versus women.

The researchers used a two-part approach. First, they observed 99 trainees and 16 supervisors in a workplace of mostly men, focusing on interactions involving sexist jokes. Data was gathered through observations and surveys. The researchers then conducted the same observations in a controlled environment of 134 participants to see if the same behaviours occurred. This combination of real-world observation and experimentation revealed stark differences between men and women.

Women who engaged in sexist humour were seen as socially skilled and gained status, while men who engaged in these behaviours lost status, being viewed as lacking social tact. Women who conformed to sexist norms were viewed positively, while men who did so were viewed negatively. The study highlights how gender influences the way people are perceived in workplace cultures. This presents an uncomfortable question: how can organizations reduce the impact of sexist humour without punishing those who feel they must participate to get ahead?

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Study Details

Sample size(s): Part 1: 99 trainees (56 men, 43 women), 16 supervisors (15 men, 1 woman). Part 2: 134 volunteers (63.4% men, 34.8% women, 1.8% other)

Participants: 115 employees at Tech.com, 134 volunteers

Design: Mixed-method field study, experimental study

Reference:

Natalya M. Alonso, Olivia (Mandy) O’Neill (2021) Going Along to Get Ahead: The Asymmetric Effects of Sexist Joviality on Status Conferral. Organization Science 33(5):1794–1815. https://doi.org/10.1287/orsc.2021.1510

Summarized by: Fatima Warraich

Graphic by: Juliette Elfar

Edited by: Margie Christ