Emotions And Moods Chapter 3 PDF

EMOTIONS AND MOODS SEAT WORK: 1. Differentiate emotions from moods and list the basic emotions and moods 2. Identify the sources of emotions and moods 3. Discuss the impact emotional labor has on employees 4. What is emotional dissonance? 5. Contrast the evidence for and against...

EMOTIONS AND MOODS SEAT WORK: 1. Differentiate emotions from moods and list the basic emotions and moods 2. Identify the sources of emotions and moods 3. Discuss the impact emotional labor has on employees 4. What is emotional dissonance? 5. Contrast the evidence for and against the existence of emotional intelligence TWO PRIMARY REASONS WHY EMOTIONS WERE NOT GIVEN MUCH RESEARCH ATTENTION BEFORE: 1. Myth of rationality: people were assumed to be emotionless while at work and operating only out of rational self-interest. 2. Wide-standing belief that emotions of any kind were disruptive in the work environment. DEFINITION OF EMOTIONS Emotions = a state of feeling; a conscious mental reaction subjectively experienced as strong feeling usually directed toward a specific object and typically accompanied by physiological and behavioral changes in the body. – E.g. She is attempting to control her emotions. (anger, sadness, happiness, etc.) THE STRUCTURE OF MOOD According to Plutchik’s Sequential Model, emotions are activated due to specific stimuli, which set off certain behavioral patterns. (Krohn, 2007) He identified the following survival behaviors that drive our actions: Protection: Withdrawal, retreat (activated by fear and terror) Destruction: Elimination of barrier to the satisfaction of needs (activated by anger and rage) Incorporation: Ingesting nourishment (activated by acceptance) Rejection: Riddance response to harmful material (activated by disgust) Reproduction: Approach, contract, genetic exchanges (activated by joy and pleasure) Reintegration: Reaction to loss of nutrient product (activated by sadness and grief) Exploration: Investigating an environment (activated by curiosity and play) Orientation: Reaction to contact with an unfamiliar object (activated by surprise) This means that when our emotions are activated, they are done so to elicit one of the survival behaviors. Of course, all of this happens on a subconscious level. THREE MAJOR EMOTIONAL TERMS 1. Affect = the generic term that covers a broad range of feelings that people experience. It’s an umbrella concept that encompasses both emotions and moods. 2. Emotion = the intense feelings that are directed at someone or something. 3. Moods = the feelings that tend to be less intense than emotions and often lack a contextual stimulus. EMOTIONS AND MOODS RELATIONSHIPS 1. Affect is a broad term that encompasses emotions and moods. 2. It shows differences between emotions and moods. 1. Emotions are more fleeting than moods 2. Emotions are clearly revealed by facial expressions while moods are more cognitive, they cause us to think or brood for a while 3. Emotions and moods are closely connected and can influence each other. DEFINITION OF MOODS Moods = a temporary, conscious state of mind or feeling; an angry, irritable or sullen state of mind. (moods are feelings that are longer lasting than emotions and have no clear starting point of formation. – E.g. He is obviously in a mood today. Two types of moods: 1. Positive moods would exist when employees feel excited or enthusiastic – joy, gratitude, excitement, self-assurance, cheerfulness 2. Negative moods can cause hostile employees who are stressed – anger, guilt, nervousness, stress, anxiety SOURCES OF EMOTIONS AND MOODS 1. Personality 2. Day of the week and time of the day 3. Weather = illusory correlation explains why people tend to think nice weather improves their mood. It occurs when people associate two events that in reality have no connection. 4. Social activities 5. Sleep 6. Exercise 7. Age 8. Gender WHAT IS EMOTIONAL LABOR? It is an employee’s expression of organizationally desired emotions during interpersonal transactions at work. – The true challenge arises when employees have to project one emotion while feeling another. WHAT IS EMOTIONAL DISSONANCE? The disparity of projected emotions and the real feelings. The bottled-up feelings of frustration, anger and resentment can eventually lead to emotional exhaustion and burnout.  Felt emotions = are an individual’s actual emotions Displayed emotions = those that the organization requires workers to show and considers appropriate in a given job Surface acting = is hiding inner feelings and foregoing emotional expressions in response to display rules Deep acting = is trying to modify our true inner feelings based on display rules WHAT IS EMOTIONAL INTELLIGENCE? It is the person’s ability to: a. Be self-aware to recognize his or her own emotions as they are experienced b. Detect emotions in others c. Manage emotional cues and information Self-aware people tend to be good at reading emotion cues. High EI is moderately associated with high job performance. SUPPORTERS OF THE CONCEPT OF EI ARGUED THE FOLLOWING: Intuitive appeal = the ability to detect emotions in others, controlling your own emotions, and handling social interactions well seems obvious as a way to business success.. EI predicts criteria that matter EI is biologically based DETRACTORS OF EI ARGUED THE FOLLOWING: EI is too vague a concept = the research definition of EI is too broad and varied to be helpful EI can’t be measured The validity of EI is suspect – EI is closely related to intelligence and personality, once these factors are controlled for, EI has nothing unique to offer HOW CAN MANAGERS MAKE USE OF EMOTIONS AND MOODS? It is important for managers to understand emotions and moods so they can improve their ability to explain and predict a number of organizational behavior applications. Selection = Employers should consider EI as a factor in hiring process, esp those jobs that requires high degree of social interaction. Decision-making = Emotions and moods have important effects on decision-making. Creativity = People in good moods tend to be more creative HOW CAN MANAGERS MAKE USE OF EMOTIONS AND MOODS? Motivation = emotions and moods are important in motivating employees Leadership = effective leaders rely on emotional appeals to help convey their messages Negotiation = it is an emotional process, however we say that a skilled negotiator has a “poker face”. HOW CAN MANAGERS MAKE USE OF EMOTIONS AND MOODS? Customer service = a worker’s emotional state influences customer service, which influences levels of repeat business and of customer satisfaction. – Emotional contagion = the “catching” of emotions from others. It is important because customers who catch the positive moods or emotions of employees shop longer. HOW CAN MANAGERS MAKE USE OF EMOTIONS AND MOODS? Job attitudes = studies have shown people who had a good day at work tend to be in a better mood at home that evening and vice versa Deviant workplace behaviors = anyone who has spent much time in an organization realizes people often behave in ways that violate established norms and threaten the organization, its members, or both. HOW CAN MANAGERS MAKE USE OF EMOTIONS AND MOODS? Safety and injury at work = bad moods can contribute to injury at work in several ways HOW MANAGERS CAN INFLUENCE MOODS? One can improve a friend’s mood by sharing a funny video clip, giving the person a small bag of candy, or even offering a pleasant drinks. 1. managers can use humor and give their employees small tokens of appreciation for work well done 2. when leaders are in good moods, group members are more positive, and as a result they cooperate more. 3. finally, selecting positive team members can have contagion effect as positive moods transmit from team member to team member. IMPLICATIONS FOR MANAGERS: Understanding emotions Emotions matter Controlling emotions Keep in mind: – Positive emotions can increase problem-solving skills – People with high EI maybe more effective in their jobs. – Managers need to know the emotional norms for each culture they do in business with.