COB8 Ch04-September 19th
Transcript of COB8 Ch04-September 19th
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Chapter4
WorkplaceEmotions,
Attitudes, andStress
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Emotions and Stress at JetBlue
Former JetBlue employee
Steven Slater (shown in
photo) and other flight
attendants are expected to
manage their emotions on
the job even when faced
with significant stressors.
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Emotions Defned
sychological! behavioural!
and physiological episodes
that create a state of
readiness. "ost emotions occur without
our awareness
#wo features of all emotions$
% &ll have some degree ofactivation
% &ll have core affect 'evaluate
that something is goodbad
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Types o Emotions
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Attitudes versusEmotions
$ttit(de$ttit(de )motion)motion
*(d%ment a+o(t an *(d%ment a+o(t an
attit(de o+,ectattit(de o+,ect
Baed mainl onBaed mainl on
rational lo%icrational lo%ic
.(all ta+le or da.(all ta+le or da
or lon%eror lon%er
)perience related to an)perience related to an
attit(de o+,ectattit(de o+,ect
Baed on innate and learnedBaed on innate and learned
repone to en&ironmentrepone to en&ironment
.(all eperienced or.(all eperienced or
econd or leecond or le
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Traditional Model oAttitudes
urely cognitive approach
% Beliefs$ established perceptions of attitude object
% Feelings$ calculation of good or bad based on
beliefs about the attitude object% Behavioural intentions$ calculated motivation to act
in response to the attitude object
roblem$ gnores important role of emotionsin shaping attitudes
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Beha&io(rBeha&io(r
Attitudes: rom Belies toBe!aviour
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ercei&ed )n&ironmentercei&ed )n&ironment
$ttit(de 5eelin%5eelin%
BelieBelie
Beha&io(ralBeha&io(ral
"ntention"ntention
Co%niti&eproce
)motionalproce
)motional)piode
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Emotions, Attitudes, andBe!aviour
*ow emotions influence attitudes$
+. Feelings and beliefs are influenced by cumulative
emotional episodes (not just evaluation of beliefs)
,. -e listen in/ on our emotions otential conflict between cognitive and
emotional processes
0motions also directly affect behaviour% e.g. facial expression
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"eneratin# $ositiveEmotions at Work
1ompanies are aware of the
dual cognitive2emotional
attitude process.
#hey actively create more
positive than negative
emotional episodes! which
produces more positive wor3
attitudes.
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%o#nitive Dissonance
& condition whereby we perceive an
inconsistency between our beliefs! feelings!
and behaviour.
#his inconsistency generates emotions (e.g.!feeling hypocritical) that motivate us to
increase consistency.
0asier to increase consistency by changingfeelings and beliefs! rather than change
behaviour.
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Emotional &a'ourDefned
0ffort! planning and control needed to express
organi4ationally desired emotions during interpersonal
transactions.
*igher in job re5uiring$% Fre5uentlengthy emotion display
% 6ariety of emotions display
% ntense emotions display
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Emotional &a'our Across%ultures
7isplaying or hiding emotions varies acrosscultures
% "inimal emotional expression and monotonic
voice in 0thiopia! Japan! &ustria% 0ncourage emotional expression in 8uwait! 0gypt!
Spain! 9ussia
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Emotional &a'our%!allen#es
7ifficult to display expected emotions
accurately! and to hide true emotions
0motional dissonance% 1onflict between true and re5uired emotions
% "ore stressful with surface acting
% :ess stressful with deep acting
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Emotional (ntelli#enceDefned
&bility to perceive and
express emotion!
assimilate emotion in
thought! understandand reason with
emotion! and regulate
emotion in oneself andothers
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Model o Emotional(ntelli#ence
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Sel-awarene$warene o
other7 emotion
Sel-mana%ement Mana%ement oother7 emotion
Sel peronal competence9
Otherocial competence9
:eco%nitiono emotion
:e%(lationo emotion
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$warene o
other7emotion
Sel-mana%ement
ercei&in% and (ndertandin% themeanin% o other7 emotion
Mana%in% o(r own emotion
Sel-awareneercei&in% and (ndertandin% themeanin% o o(r own emotion
Mana%ement oother7emotion
Mana%in% other people7emotion
;owet
Hi%het
Emotional (ntelli#ence)ierarc!y
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(mprovin# Emotional(ntelli#ence
0motional intelligence is a set of
abilitiess3ills
1an be learned! especially through coaching
0 increases with age 22 maturity
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Jo' Satisaction
& person;s evaluation of his or her job and
wor3 context
&n appraisal of the perceived job
characteristics! wor3 environment! andemotional experience at wor3
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;oalt;oalt
?(ittin%! tranerrin%
> Chan%in% the it(ation
> ro+lem ol&in%!complainin%
> atientl waitin% or theit(ation to impro&e
> :ed(cin% wor@ eAort/(alit> "ncreain% a+enteeim
E*&+: esponses toDissatisaction
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Jo' Satisaction and$erormance
*appy wor3ers are somewhat more productive
wor3ers! but$
+.
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Service $roft %!ain at%lydesdale Bank
1lydesdale Ban3 improved
customer service by giving
its contact centre
employees more positive
experiences at wor3.
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CompanCompanprota+ilitprota+ilitand %rowthand %rowth
Ser&iceSer&ice(alit(alit
C(tomerC(tomeratiactionatiaction/percei&ed/percei&ed
&al(e&al(e
C(tomerC(tomerloalt andloalt and
reerralreerral
)mploee)mploeemoti&ationmoti&ation
andand
+eha&io(r+eha&io(r
Or%aniDationaOr%aniDational practicel practice
)mploee)mploeeatiactionatiactionandand
commitmentcommitment
)mploee)mploeeretentionretention
Service $roft %!ainModel
Job satisfaction increases customersatisfaction and profitability because$
+.Job satisfaction affects mood! leading
to positive behaviours towardcustomers
,.Job satisfaction reduces employeeturnover! resulting in more consistent
and familiar service
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-r#ani.ational%ommitment
&ffective commitment
% 0motional attachment to! identification with! and
involvement in an organi4ation
1ontinuance commitment
% 1alculative attachment ' stay because too costly
to 5uit
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Buildin# A/ective%ommitment
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SharedShared
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W!at is Stress0
&daptive response to situations perceived as
challenging or threatening to well2being
repares us to adapt to hostile or noxious
environmental conditions
0ustress vs. distress
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Sta#e 1Alarm eaction
Sta#e 2esistance
Sta#e 3E4!austion
+ormal&evel o
esistance
"eneral AdaptationSyndrome
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Beha&io(ralBeha&io(ral
cholo%iccholo%ic
alal
Eor@ perormance! accident!a+enteeim! a%%reion!poor deciion
Fiatiaction! moodine!depreion! emotional ati%(e
hiolo%ichiolo%ic
alalCardio&ac(lar dieae!hpertenion! headache
%onse5uences oDistress
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W!at are Stressors0
Stressors are the causes of stress 22 any
environmental condition that places a
physical or emotional demand on the person.
Some common wor3place stressors include$
% *arassment an incivility
% -or3 overload
% :ow tas3 control
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$syc!olo#ical)arassment
9epeated and hostile or
unwanted conduct! verbal
comments! actions or
gestures! that affect anemployee;s dignity or
psychological or physical
integrity and that result in a
harmful wor3 environment for
the employee.
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Work -verload and Task%ontrol Stressors
-or3 >verload
% -or3ing more hours! more intensely than one can
cope
% &ffected by globali4ation! consumerism! idealwor3er norm
#as3 1ontrol
% 7ue to lac3 control over how and when tas3s areperformed
% Stress increases with responsibility
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(ndividual Di/erences inStress
ndividual differences that minimi4e distress$
Better physical health ' exercise! lifestyle
&ppropriate stress coping strategies
:ower neuroticism
*igher extraversion
ositive self2concept
:ower wor3aholism
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Mana#in# Work6elatedStress
9emove the stressor % "inimi4eremove stressors
% -or3life balance initiatives
-ithdraw from the stressor % 6acation! rest brea3s
1hange stress perceptions% ositive self2concept! humour
1ontrol stress conse5uences% *ealthy lifestyle! fitness! wellness
9eceive social support
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Chapter4
WorkplaceEmotions,
Attitudes, andStress