Bono teaches experienced and aspiring managers how to create environments that achieve business objectives while supporting employee autonomy and well-being. She studies the advancement of women leaders, the effects of managers on employees’ quality of work life, and job attitudes and emotions.
Industry Expertise (5)
Health and Wellness
Areas of Expertise (8)
Attitudes and Motivation
Quality of Work Life
Gender at Work
Media Appearances (3)
Returning to the office? Experts share advice to reduce stress and anxiety for work transition
ABC WFTS Tampa Bay online
There may be some steps employers can take as well to make the transition easier for employees. Dr. Joyce Bono, a Professor of Management at the University of Florida’s Warrington College of Business, says she thinks it’s about having a conversation not just about flexibility, but about autonomy. “I think organizations, if they want this to be ideal for the long-run, they should be talking with employees or employ groups, job types, about what are the essential functions that need to be done in the office, what are the essential socialization needs that require us to be physically together and listening to what are the family needs of our workers,” said Dr. Bono.
What Will Be Forever Changed As a Result of COVID-19?
NPR - From the Front Lines radio
Melissa Feito spoke with Dr. Joyce Bono professor of management at the University of Florida's Warrington College of Business. She recently completed the first phase of a research project called "work and family during the time of Covid," detailing how working parents have adapted to these times (10:06).
Biased expectations can sink female managers
“If you’re doing performance evaluations, there’s a record in an HR file you could reference, and gender bias could be identified and dealt with,” Bono says. “But perceptions of derailment potential exist in a supervisor’s head. They’re never recorded. They’re informal assessments that supervisors make, yet they have important implications for the opportunities that supervisors provide.”
On melting pots and salad bowls: A meta-analysis of the effects of identity-blind and identity-conscious diversity ideologiesJournal of Applied Psychology
Lisa M Leslie, Joyce E Bono, Yeonka Sophia Kim, Gregory R Beaver
2020 Significant debate exists regarding whether different diversity ideologies, defined as individuals’ beliefs regarding the importance of demographic differences and how to navigate them, improve intergroup relations in organizations and the broader society. We seek to advance understanding by drawing finer-grained distinctions among diversity ideology types and intergroup relations outcomes. To this end, we use random effects meta-analysis (k = 296) to investigate the effects of 3 identity-blind ideologies—colorblindness, meritocracy, and assimilation—and 1 identity-conscious ideology—multiculturalism—on 4 indicators of high quality intergroup relations—reduced prejudice, discrimination, and stereotyping and increased diversity policy support. Multiculturalism is generally associated with high quality intergroup relations (prejudice: ρ = −.32; discrimination: ρ = −.22; stereotyping: ρ = −.17; policy support: ρ = .57). In contrast, the effects of identity-blind ideologies vary considerably. Different identity-blind ideologies have divergent effects on the same outcome; for example, colorblindness is negatively related (ρ = −.19), meritocracy is unrelated (ρ = .00), and assimilation is positively related (ρ = .17) to stereotyping. Likewise, the same ideology has divergent effects on different outcomes; for example, meritocracy is negatively related to discrimination (ρ = −.48), but also negatively related to policy support (ρ = −.45) and unrelated to prejudice (ρ = −.15) and stereotyping (ρ = .00). We discuss the implications of our findings for theory, practice, and future research.
Fostering Positive Emotions: Shifting Organizations’ Cultures to Value Well-BeingAcademy of Management Proceedings
Joyce Bono, Thomas Bussen, Michael Lance Frazier, Lauren Christine Howe, Jochen I Menges, Olivia Amanda O'Neill, Constantinos V. Coutifaris
2020 Organizations that focus upon the development of positive emotions, from the individual to the organizational culture level, improve employee well-being, engagement and attitudes, as well as experience performance payoffs by reducing employee withdrawal, burnout, absenteeism, and risky out-of-work behavior (Barsade & Gibson, 2007; Barsade & O’Neil, 2014; O’Neill & Rothbard, 2017; Tsui, 2010; 2013; Rynes et al 2012; Van Looy, 2010). Yet there are various organizational countervailing forces, such as financial pressures, geographic distance, performance pressures, and the belief that anger leads to better performance, that can prevent employees from experiencing positive emotions and enhancing them in others. In this symposia, we examine the influence of the tensions between these countervailing forces and the building of positive affect from the individual-level to the organizational level of cultures of companionate love. We also seek to provide solutions, such as “micro- moments” and gratitude, through which organizational members at all levels of the organization can help promote positive emotions and gain their associated benefits.
Theoretical and Empirical Advances on Mindfulness at WorkAcademy of Management Proceedings
Ute Regina Hulsheger, Christopher James Lyddy, Theodore Charles Masters-Waage, Elizabeth E Stillwell, Tao Yang
2019 Mindfulness, or nonjudgmental awareness of and attention to present-moment experiences, has drawn growing interest among organizational scholars and practitioners. While research suggests mindfulness is largely beneficial for workers’ well-being, such as greater job satisfaction and lower stress, open questions concerning mindfulness remain. Aiming to advance theory and practice on mindfulness at work, the collection of empirical work in this symposium: (1) examines the role of mindfulness in work-family spillover; (2) explores work-related social functioning (e.g., helping behavior, social loafing, social undermining) related to mindfulness; and (3) identifies the nature and theoretical effect of facets of mindfulness (e.g., present awareness, non-reactivity). The set of papers deploy rigorous methods, such as experiments, experience sampling designs, and longitudinal designs.
Breaking the cycle: The effects of role model performance and ideal leadership self-concepts on abusive supervision spilloverJournal of Applied Psychology
Min-Hsuan Tu, Joyce E Bono, Cass Shum, Liva LaMontagne
2018 Building on identity theories and social learning theory, we test the notion that new leaders will model the abusive behaviors of their superiors only under certain conditions. Specifically, we hypothesize that new leaders will model abusive supervisory behaviors when (a) abusive superiors are perceived to be competent, based on the performance of their teams and (b) new leaders’ ideal leadership self-concepts are high on tyranny or low on sensitivity. Results of an experiment in which we manipulated abusive supervisory behaviors using a professional actor, and created a role change where 93 individuals moved from team member to team leader role, generally support our hypotheses. We found the strongest association between abuse exposure and new leader abuse under conditions where the abusive superior’s team performed well and the new team leaders’ self-concepts showed low concern for others.
Building personal resources through interventions: An integrative reviewJournal of Organizational Behavior
Elisabeth Gilbert, Trevor Foulk, Joyce Bono
2018 In recent years, a variety of disparate literatures have emerged to test interventions intended to increase individuals' psychological, cognitive, and physiological resources. Although many of these interventions were originally designed for individual or clinical use, a growing number of commentators have called for their adoption in organizations. But controversy remains about their efficacy in the workplace. We review the research literature on 6 interventions that have been used to build volatile personal resources: malleable, individual-level constructs that are vital for withstanding work stress and proximal to work outcomes. In so doing, we evaluate the generalizability of these interventions to organizational settings, along with their potential benefits and costs. Our findings highlight new opportunities for both research and practice.