Workplace Emotions, Attitudes, and Stress

Workplace Emotions, Attitudes, and Stress

Chapter Four

McGraw-Hill/Irwin

Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Serious Fun at Cxtec Cxtec employees live up to their company values, which include having fun at work. 

 

Helium-filled balloons adorn the office. Work-life balance. Miniature golf tournaments along the hallway.

Courtesy of CXtec

4-2

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 Courtesy of CXtec

4-3

Attitudes versus Emotions Attitudes Judgments about an attitude object

Based mainly on rational logic

Usually stable for days or longer

Emotions Experiences related to an attitude object

Based on innate and learned responses to environment

Usually experienced for seconds or less

4-4

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

4-5

Emotions, Attitudes and Behavior Perceived Environment Cognitive process

Emotional process

Beliefs Attitude

Emotional Episodes

Feelings Behavioral Intentions

Behavior 4-6

Role of Emotions in Attitudes Feelings toward attitude object influenced by cumulative emotional episodes toward it We ‘listen in’ on our emotions while thinking through what we like or dislike Cognitive and emotional processes don’t always agree with each other Emotions also directly affect behavior 

e.g. facial expression

4-7

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.

Courtesy of CXtec

4-8

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

4-9

Emotional Labor and Emotional Intelligence

Workplace Emotions, Attitudes, and Stress

McGraw-Hill/Irwin

Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Emotional Labor Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions. Emotional labor higher when job requires:   

frequent and long duration display of emotions displaying a variety of emotions displaying more intense emotions

4-11

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

4-12

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

4-13

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

4-14

Model of Emotional Intelligence Highest

Lowest

Relationship Management

Managing other people’s emotions

Social Awareness

Understanding and sensitivity to the feelings, thoughts, and situation of others

Self-management

Controlling or redirecting our internal states, impulses, and resources

Self-awareness

Understanding your own emotions, strengths, weaknesses, values, and motives 4-15

Emotional Intelligence Competencies Self (personal competence)

Other (social competence)

Recognition of emotions

Self-awareness

Social awareness

Regulation of emotions

Self-management

Relationship management

4-16

Improving Emotional Intelligence Emotional intelligence is a set of competencies (aptitudes, skills) Can be learned, especially through coaching

EI increases with age -- maturity

4-17

Job Satisfaction and Organizational Commitment Workplace Emotions, Attitudes, and Stress

McGraw-Hill/Irwin

Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Job Satisfaction A person's evaluation of his or her job and work context A collection of attitudes about specific facets of the job

4-19

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 4-20

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. Depends on employee control of job performance (e.g.

limited in assembly lines)

4-21

Happy Staff = Happy Customers at Wegmans

Courtesy of Wegmans Food Markets

Wegmans Food Market enjoys strong customer loyalty and low employee turnover by keeping employees happy. Shown here, CEO Danny Wegman meets with staff during a new store opening.

4-22

Job Satisfaction and Customers

Courtesy of Wegmans Food Markets

Job satisfaction affects mood, leading to positive behaviors toward customers Less employee turnover, resulting in more consistent and familiar service

4-23

Organizational Commitment Affective commitment 

Emotional attachment to, identification with, and involvement in an organization

Continuance commitment 

Belief that staying with the organization serves your personal interests

4-24

Building Organizational Commitment Justice and support  Apply humanitarian values 

Support employee wellbeing

Shared values 

Values congruence

Trust 

Employees trust org leaders



Job security supports trust

Organizational comprehension  Know firm’s past/present/future 

Open and rapid communication

Employee involvement 

Employees feel part of company



Involvement demonstrates trust

4-25

Workplace Stress and Stress Management

Workplace Emotions, Attitudes, and Stress

McGraw-Hill/Irwin

Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

What is Stress? An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being A complex emotion that prepares us for fight or flight Eustress vs. distress

4-27

General Adaptation Syndrome Stage 1 Alarm Reaction

Stage 2 Resistance

Stage 3 Exhaustion

Normal Level of Resistance

4-28

Consequences of Distress Physiological

Behavioral

Psychological

Cardiovascular disease, hypertension, headaches

Work performance, accidents, absenteeism, aggression, poor decisions

Dissatisfaction, moodiness, depression, emotional fatigue

4-29

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

4-30

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

4-31

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

4-32

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

4-33

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.

4-34

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 4-35

Workplace Emotions, Attitudes, and Stress

Chapter Four

McGraw-Hill/Irwin

Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.