Emotions, Attitudes, and

Job Satisfaction

Presented by:Mary Anne A. Portuguez, MP, RPm

FOUNDATIONS OF EMOTIONS AND MOODS

• Affects It is a generic term that covers a broad range of feelings that individuals express.• Emotions intense feelings that are directed at someone or something•Moods less intense and frequently lack a contextual stimulus

AFFECT

•Positive affectivity tendency to be perceptually positive•Negative affectivity tend to experience negative moods in a wide range of settings and under many different conditions

Types of Emotions•Anger•Fear• Joy•Love•Sadness•Disgust

Self Conscious Emotions Vs Social Emotions

• Self conscious emotions help individuals stay aware of and regulate their relationships with others• Social emotions refer to individuals’ feelings based on information external to themselves which includes pity, envy, and jealousy

Emotion versus MoodEMOTION MOOD

• identified with a source, cause • tend to be brief, episodic • many forms and types • action-oriented; link with behavior • can turn into a mood

• hard to identify source, cause • can be long lasting • either “positive” or “negative” • more cerebral; less action oriented • can influence emotions

Interesting!

•Emotion and mood contagion is the spillover of one’s emotions and mood onto others.

ORGANIZATIONAL AND CULTURAL EXEMPLARS OF EMOTIONS AND MOODS

• Emotional labor a situation where a person displays organizationally desired emotions during interpersonal transactions at work• Emotional dissonance Inconsistencies between emotions we feel and emotions we project• Deep acting (related to emotional dissonance) trying to modify your true inner feelings based on display rules• Surface acting (related to emotional dissonance) hiding your inner feelings and forgoing emotional expressions as a response to display rules

Continuation…• DISPLAY RULESinformal standards that govern the degree to which it is appropriate for people from different cultures to display their emotions similarly.Example:When Wal-Mart first went to Germany, its executives found that an emphasis on friendliness embedded in its U.S. Roots, didn’t work as well in the local culture. The more “serious” German shoppers did not respond well to Wal-Mart’s friendly greeters and helpful personnel. And along the same lines, Israeli shoppers equate smiling cashiers with inexperience.

Affective Events Theory

ATTITUDES•Predisposition to respond in a positive or negative way to

someone or something in one’s environment.

Components of Attitudes• Cognitive component reflects the beliefs, opinions, knowledge, or information a person possesses• Beliefs represent ideas about someone or something and the conclusions people draw about them • Affective component specific feeling regarding the personal impact of the antecedents• Behavioral component intention to behave in a certain way based on your specific feelings or attitudes

Attitude and Cognitive Consistency• Leon Festinger, uses the term cognitive dissonance to describe a

state of inconsistency between an individual’s attitudes and/or between attitudes and behavior.• Cognitive dissonanceDescribes a state of inconsistency between an individual’s attitudes and his or her behavior• Cognitive dissonance can be reduced by:• Changing the underlying attitude• Changing future behavior• Developing new ways of explaining or rationalizing the inconsistency

JOB SATISFACTION•The degree to which individuals feel positively or

negatively about their jobs

Facets:• The work itself•Quality of supervision•Relationships with co-workers•Promotion opportunities•Pay

Job Involvement It is the extent to which an individual is dedicated to a job.Organizational CommitmentIt is the loyalty of an individual to the organization.

Employee EngagementIt is a positive feeling or strong sense of connection with the organization.

Withdrawal Behaviors• Absenteeism•Turnover•Day dreaming•Cyber loafing

ORGANIZATIONAL CITIZENSHIP BEHAVIOR

These are the extras people do to go the extra mile in their work (can be interpersonal and organizational OCB)

COUNTERPRODUCTIVE WORK BEHAVIORS

Intentionally disrupt relationships or performance at work.

Three Possibilities of Job Satisfaction• Argument: satisfaction causes performanceManagerial implication — to increase employees’ work performance, make them happy• Argument: satisfaction causes performancePerformance in a given time period is related to satisfaction in a later time periodRewards link performance with later satisfaction• Argument: rewards cause both satisfaction and performanceProper allocation of rewards can positively influence both satisfaction and performanceHigh job satisfaction and performance