Introduction to the Field of Organizational Behavior
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Workplace Emotions, Attitudes, and Stress
McGraw-Hill/Irwin McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
Positive Emotions at Mott MacDonald To attract and keep talented employees, companies are finding creative ways to generate positive emotions in the workplace. Employees at Mott MacDonald have plenty of fun. For example, the Abu Dhabi oil and gas team has an annual desert safari, complete with camel rides (shown in photo).
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Emotions Defined
Psychological, behavioral, and physiological episodes experienced toward an object, person, or event that create a state of readiness.
Most emotions occur without our awareness
Moods – lower intensity emotions without any specific target source
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Types of Emotions
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Attitudes versus Emotions Attitudes
Emotions
Judgments about an attitude object
Experiences related to an attitude object
Based mainly on rational logic
Usually stable for days or longer
Based on innate and learned responses to environment
Usually experienced for seconds or less
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Traditional Model of Attitudes
Purely cognitive approach • Beliefs: established perceptions of attitude object • Feelings: calculation of good or bad based on
beliefs about the attitude object • Behavioral intentions: motivation to act in response to the attitude object
Problem: Ignores important role of emotions in shaping attitudes
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Attitudes: From Beliefs to Behavior Perceived Environment Cognitive process
Emotional process
Beliefs Attitude
Emotional Episodes
Feelings Behavioral Intentions
Behavior 4-7
Emotions, Attitudes, and Behavior
How emotions influence attitudes: 1. Feelings are shaped by cumulative emotional
episodes (not just evaluation of beliefs) 2. We ‘listen in’ on our emotions when determining our attitude toward something
Potential conflict between cognitive and emotional processes Emotions also directly affect behavior • e.g. facial expression
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Generating Positive Emotions at Work
The emotions-attitudesbehavior model illustrates that attitudes are shaped by ongoing emotional experiences.
Thus, successful companies actively create more positive than negative emotional episodes.
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Cognitive Dissonance
A state of anxiety that occurs when an individual’s beliefs, feelings and behaviors are inconsistent with one another
Most common when behavior is: • known to others • done voluntarily • can’t be undone
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Emotional Labor Defined Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions. Emotional labor is higher when job requires: • frequent and long duration display of emotions • displaying a variety of emotions • displaying more intense emotions
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Emotional Labor Across Cultures
Displaying or hiding emotions varies across cultures • Minimal emotional expression and monotonic voice
in Korea, Japan, Austria • Encourage emotional expression in Kuwait, Egypt, Spain, Russia
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Emotional Labor Challenges
Difficult to display expected emotions accurately, and to hide true emotions
Emotional dissonance • Conflict between true and required emotions • Potentially stressful with surface acting • Less stress through deep acting
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Emotional Intelligence Defined Ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others
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Model of Emotional Intelligence Highest
Lowest
Relationship Management
Managing other people’s emotions
Social Awareness
Perceiving and understanding the meaning of others’ emotions
Self-management
Managing our own emotions
Self-awareness
perceiving and understanding the meaning of your own emotions
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Emotional Intelligence Competencies Self (personal competence)
Other (social competence)
Recognition of emotions
Self-awareness
Social awareness
Regulation of emotions
Self-management
Relationship management
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Improving Emotional Intelligence
Emotional intelligence is a set of competencies (aptitudes, skills)
Can be learned, especially through coaching
EI increases with age -- maturity
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Job Satisfaction
A person's evaluation of his or her job and work context A collection of attitudes about specific facets of the job
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EVLN: Responses to Dissatisfaction Exit Voice
• Leaving the situation • Quitting, transferring • Changing the situation • Problem solving, complaining
Loyalty
• Patiently waiting for the situation to improve
Neglect
• Reducing work effort/quality • Increasing absenteeism
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Job Satisfaction and Performance Happy workers are somewhat more productive workers, but: 1. General attitude is a poor predictor of specific
behaviors 2. Job performance affects satisfaction only when rewarded 3. Effect on performance strongest in complex jobs because of greater employee influence on job performance (e.g. limited in assembly lines)
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Happy Staff=Happy Customers at Wegman’s Wegmans Food Market enjoys strong customer loyalty and low employee turnover by keeping employees happy.
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Job Satisfaction and Customers Job satisfaction increases customer satisfaction and profitability because: 1.
Job satisfaction affects mood, leading to positive behaviors toward customers
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Job satisfaction reduces employee turnover, resulting in more consistent and familiar service
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Organizational Commitment
Affective commitment • Emotional attachment to, identification with, and
involvement in an organization
Continuance commitment • Calculative attachment – stay because too costly to
quit
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Building (Affective) commitment Justice/ Support
Shared Values Trust
• Apply humanitarian values • Support employee wellbeing
• Values congruence
• Employees trust org leaders • Job security supports trust
Organisational Comprehension
• Know firm’s past/present/future • Open and rapid communication
Employee Involvement
• Employees feel part of company • Involvement demonstrates trust 4-24
What is Stress?
An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being Aphysiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions Eustress vs. distress
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General Adaptation Syndrome Stage 1 Alarm Reaction
Stage 2 Resistance
Stage 3 Exhaustion
Normal Level of Resistance
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Consequences of Distress Physiological
Cardiovascular disease, hypertension, headaches
Behavioral
Work performance, accidents, absenteeism, aggression, poor decisions
Psychological
Dissatisfaction, moodiness, depression, emotional fatigue
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Job Burnout Process Interpersonal and Role-Related Stressors
Emotional Exhaustion
Cynicism
Physiological, psychological, and behavioral consequences
Reduced Personal Accomplishment 4-28
What are Stressors?
Stressors are the causes of stress -- any environmental condition that places a physical or emotional demand on the person. Some common workplace stressors include: • Harassment an incivility • Work overload • Low task control
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Psychological Harassment Repeated and hostile or unwanted conduct, verbal comments, actions or gestures, that affect an employee's dignity
or psychological or physical integrity and that result in a harmful work environment for the employee.
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Sexual Harassment
Unwelcome conduct -- detrimental effect on work environment or job performance
Quid pro quo • employment or job performance is conditional on
unwanted sexual relations
Hostile work environment • an intimidating, hostile, or offensive working
environment
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Work Overload and Task Control Stressors
Work Overload Stressor • Working more hours, more intensely than one can
cope • Affected by globalization, consumerism, ideal worker norm
Task Control Stressor • Due to lack control over how and when tasks are
performed • Stress increases with responsibility
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Individual Differences in Stress
Different threshold levels of resistance to stressor Use different stress coping strategies Resilience to stress • Due to personality and coping
strategies
Workaholism • Highly involved in work
• Inner pressure to work • Low enjoyment of work
© Photodisc. With permission.
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Managing Work-Related Stress
Remove the stressor • Minimize/remove stressors
Withdraw from the stressor • Vacation, rest breaks
Change stress perceptions • Positive self-concept, humor
Control stress consequences • Healthy lifestyle, fitness, wellness
Receive social support 4-34
Workplace Emotions, Attitudes, and Stress
McGraw-Hill/Irwin McShane/Von Glinow OB 5e
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. 4-35
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