Workplace Emotions and Attitudes - Chapter 4 PDF

Chapter 4 Workplace Emotions, Attitudes and Stres Learning Outcomes Explain how emotions and cognition influence attitudes and behaviour Emotional labour and the role of emotional intelligence in workplace Job satisfaction and organizational commitment The concept of stress...

Chapter 4 Workplace Emotions, Attitudes and Stres Learning Outcomes Explain how emotions and cognition influence attitudes and behaviour Emotional labour and the role of emotional intelligence in workplace Job satisfaction and organizational commitment The concept of stress Identify five ways to manage workplace stress Emotions Defined Two related terms: Emotions - Intense feelings that are directed at someone or something. - Physiological, behavioral and psychological episodes experienced towards an object, person , or event that create a state of readiness - Most emotions are nonconscious - Emotions are directed towards a person or an objective or an event Moods - Feelings that tend to be less intense than emotions and that lack a contextual stimulus Types of Emotions Emotions put us on readiness – Activation Emotions have an associated valence ( core affect)- Evaluation Types of Emotions Jump to Appendix 1 long image description Jump to Appendix 1 long image description Why Should We Care About Emotions in the Workplace? Emotions provide important information about how we understand the world around People who know their own emotions and are good at reading others’ emotions may  What is Emotional Intelligence? Emotional Intelligence (EI) An assortment of noncognitive skills, capabilities, and competencies that influence a person’s ability to succeed in coping with environmental demands and pressures Managing Emotions at work Emotional Labour The effort, planning and control needed to express organizationally desired emotions during interpersonal transactions Higher in jobs requiring: Frequent/lengthy emotion display Variety of emotions display Intense emotions display Emotional Labour Challenges Difficult to accurately display expected emotions and to hide true emotions Emotional dissonance – tension when trying to display required emotions which contrast with true emotions Felt Emotions Displayed Emotions Surface Acting Deep Acting Emotional Intelligence Hierarchy Highest Management of others’ emotions Aware of others' emotions Management of our own emotions Aware of our own emotions Lowest Emotional Intelligence Model Yourself Others Recognition of emotions Awareness of Awareness of own emotions others’ emotions Regulation Management of Management of of emotions own emotions others’ emotions Emotional Intelligence Outcomes/Development Emotional Intelligence Outcomes better teamwork better emotional labour effective leadership better decisions with others positive mindset in creativity Developing Emotional Intelligence training, coaching, practice, feedback, and age © Victor Biro/Alamy Stock Photo Attitudes versus Emotions Attitudes Emotions Judgments about an Experiences related to attitude object an Involve conscious logical attitude object reasoning Exist as events, usually More stable over time nonconsciously Experienced briefly Attitudes Attitudes are evaluative statements – either positive or negative When I say, “I like my job”, I am expressing my attitude to work. Attitudes are less stable than values Attitude The Components of an Attitude Role of Emotions, Attitudes, and Behaviour Model Perceived Environment Cognitive Emotional process process Beliefs Emotional Episodes Attitude Feelings Behavioural Intentions Behaviour Jump to Appendix 2 long image description Two Specific Attitudes at Work Job satisfaction Organizational commitment Job Satisfaction A person’s evaluation of their job and work context Does job satisfaction influences work behaviour? – general answer is yes Does job satisfaction lead to job performance? – only in some context EVLN: Responses to Dissatisfaction Exit E leaving the situation quitting, transferring Voice V changing the situation problem solving, complaining Loyalty L patiently waiting for the situation to improve Neglect N reducing work effort/quality increasing absenteeism Organizational Commitment Affective commitment Emotional attachment to, identification with, and involvement in an organization Lower turnover, higher motivation, more OCBs Risks of very high affective commitment -- conformity, protecting the company unethically Continuance commitment Calculative attachment Employees stays because (a) no choice (alternative), or (b) too costly to quit Lower turnover, performance, org citizenship, cooperation Normative commitment Commitment based on moral duty/paying back to the organization Norm of reciprocity Building Affective Commitment Justice and support Company applies humanitarian values (fairness etc) and supports employee well-being Shared values Employee-organization values congruence Trust Employees trust leaders and have a degree of job security Organizational comprehension Reasonably clear/complete mental model of the firm’s strategic, social, physical characteristics – good communication Employee involvement Psychological ownership of and social identity with the company What is Stress? Adaptive response to situations perceived as challenging or threatening to well-being Prepares us to adapt to hostile environmental conditions Eustress vs. distress © blue jean images/Getty Images RF General Adaptation Syndrome Stage 1 Stage 2 Stage 3 Alarm Reaction Resistance Exhaustion Normal Level of Resistance Jump to Appendix 4 long image description Workplace Stressors Four most common workplace stressors: 1. Organizational constraints Interferes with performance, lack of control 2. Interpersonal conflict Interferes with goals, other’s behaviour threatening Includes psychological harassment 3. Work overload More hours, intensive work 4. Low task control Worse when responsible but have limited control © blue jean images/Getty Images RF Managing Work-Related Stress Remove the stressor Minimize/remove stressors Work/life balance initiatives Withdraw from the stressor Permanent (transfers) and temporary (vacation) solutions Change stress perceptions Positive self-concept, humor Control stress consequences Healthy lifestyle, fitness, wellness Receive social support Emotional and informational support Emotion, Stress and Burnout – with Adam Grant https://www.ted.com/talks/worklife_with_adam_grant_faking _your_emotions_at_work?language