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Transcript of Workplace Emotions, Attitudes, and Stress McGraw-Hill/Irwin McShane/Von Glinow OB 5e Copyright ©...
Workplace Emotions, Attitudes, andStress
McGraw-Hill/IrwinMcShane/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
AttitudesAttitudes EmotionsEmotions
Judgments about anJudgments about anattitude objectattitude object
Judgments about anJudgments about anattitude objectattitude object
Based mainly onBased mainly onrational logicrational logic
Based mainly onBased mainly onrational logicrational logic
Usually stable for daysUsually stable for daysor longeror longer
Usually stable for daysUsually stable for daysor longeror longer
Experiences related to anExperiences related to anattitude objectattitude object
Experiences related to anExperiences related to anattitude objectattitude object
Based on innate and learned Based on innate and learned responses to environmentresponses to environment
Based on innate and learned Based on innate and learned responses to environmentresponses to environment
Usually experienced forUsually experienced forseconds or lessseconds or less
Usually experienced forUsually experienced forseconds or lessseconds 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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BehaviorBehavior
Attitudes: From Beliefs to Behavior
Perceived EnvironmentPerceived Environment
Attitude FeelingsFeelings
BeliefsBeliefs
BehavioralBehavioralIntentionsIntentions
Cognitive process
Emotional process
Emotional Episodes
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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-attitudes-behavior 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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Social Awareness
Self-management
Perceiving and understanding the meaning of others’ emotions
Managing our own emotions
Self-awareness perceiving and understanding the meaning of your own emotions
Relationship Management
Managing other people’s emotions
Lowest
Highest
Model of Emotional Intelligence
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Emotional Intelligence Competencies
Self-awareness Social awareness
Self-managementRelationship management
Self(personal competence)
Other(social competence)
Recognition of emotions
Regulationof emotions
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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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LoyaltyLoyalty
VoiceVoice
ExitExit
NeglectNeglect
• Leaving the situation• Quitting, transferring
• Changing the situation• Problem solving, complaining
• Patiently waiting for the situation to improve
• Reducing work effort/quality• Increasing absenteeism
EVLN: Responses to Dissatisfaction
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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
2. 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
SharedSharedValuesValuesSharedSharedValuesValues • Values congruence• Values congruence
Justice/ Justice/ SupportSupportJustice/ Justice/ SupportSupport
• Apply humanitarian values• Support employee wellbeing
EmployeeEmployeeInvolvementInvolvementEmployeeEmployee
InvolvementInvolvement• Employees feel part of company• Involvement demonstrates trust
OrganisationalOrganisationalComprehensionComprehensionOrganisationalOrganisationalComprehensionComprehension
• Know firm’s past/present/future• Open and rapid communication
TrustTrustTrustTrust • Employees trust org leaders• Job security supports trust
• Employees trust org leaders• Job security supports trust
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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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Stage 1Alarm Reaction
Stage 2Resistance
Stage 3Exhaustion
NormalLevel of
Resistance
General Adaptation Syndrome
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BehavioralBehavioral
PsychologicPsychologicalal
Work performance, accidents, absenteeism, aggression, poor decisions
Dissatisfaction, moodiness, depression, emotional fatigue
PhysiologicPhysiologicalal
Cardiovascular disease, hypertension, headaches
Consequences of Distress
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CynicismCynicism
Reduced Personal Reduced Personal AccomplishmentAccomplishment
Physiological,Physiological,
psychological,psychological,
and behavioraland behavioral
consequencesconsequences
EmotionalEmotionalExhaustionExhaustion
Interpersonal andRole-Related Stressors
Job Burnout Process
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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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© Photodisc. With permission.
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
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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
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Workplace Emotions, Attitudes, andStress
McGraw-Hill/IrwinMcShane/Von Glinow OB 5e Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.4-35