Emotions & Moods PDF

Emotions & Moods Affect, Emotions & Moods  The Structure of Mood High Negative High Positive Affect Affect Low Negative Low Positive Affect Affect Circumplex Model of Affect  Universa...

Emotions & Moods Affect, Emotions & Moods  The Structure of Mood High Negative High Positive Affect Affect Low Negative Low Positive Affect Affect Circumplex Model of Affect  Universal Emotions 1. Anger 2. Fear 3. Sadness 4. Happiness 5. Disgust 6. Surprise  Moral Emotions  Moral emotions: emotions that have moral implications because of our instant judgement of the situation that evokes them. – Our responses to moral emotions differ from our responses to other emotions.  Moral emotions are developed during childhood.  Because morality is a construct that differs between cultures, so do moral emotions.  Do emotions make us ethical?  Research on moral emotions questions the previous belief that emotional decision making is based on higher-level cognitive processes.  Our beliefs are shaped by our groups, resulting in unconscious responses and a shared moral emotion.  This may allow us to justify purely emotional reactions as rationally ethical just because we share them with others.  Emotions and Moods OB Poll Emotional States *Respondents in 148 countries worldwide during 2014 were asked whether they experienced five positive (well-rested, treated with respect, enjoyment, smiling and laughing, learning or doing something interesting) and five negative emotions (anger, stress, sadness, physical pain, worry) daily. Source: Based on J. Clifton, “Latin Americans Lead World in Emotions,” Gallup (August 27, 2015), http://www.gallup.com/poll/184631/latin-americans-leadworld- emotions.aspx.  Sources of Emotions & Moods  Personality  Day of the week & Time of the day  Stress  Social activities  Sleep  Exercise  Age  Gender  Sources of Emotions & Moods  Personality  Moods and emotions have a trait component.  Affect intensity: how strongly people experience their emotions.  Time of Day  There is a common pattern for all of us.  Happier in the midpoint of the daily awake period.  Day of the Week – Happier toward the end of the week.  Weather  Illusory correlation – no effect.  Stress  Even low levels of constant stress can worsen moods.  Sources of Emotions & Moods  Social Activities  Physical, informal, and dining activities increase positive moods.  Sleep  Poor sleep quality increases negative affect.  Exercise  Does somewhat improve mood, especially for depressed people.  Age  Older people tend to focus on more positive stimuli than younger adults.  Sex  Women tend to be more emotionally expressive, feel emotions more intensely, have longer-lasting moods, and express emotions more frequently than men. Emotional Labor  Emotions  Emotion is an internal decision. It is one's mind, consciously & subconsciously, balancing, integrating & juggling various different, & often conflicting, facts, experiences & concepts  Emotion displayed through voice, gestures, body language  Display is manageable  Emotional Labor “An employee’s expression of organizationally desired emotions during interpersonal transactions at work” “The management of feelings to create a publicly observable facial and bodily display; emotional labor is sold for a wage and therefore has exchange value” -Hochschild (1983)  Emotional dissonance  Emotional dissonance is when an employee has to project one emotion while simultaneously feeling another  Felt & Displayed Emotions  Felt Emotions:  the individual’s actual emotions  Displayed Emotions:  the learned emotions that the organization requires workers to show and considers appropriate in a given job  Surface Acting is hiding one’s true emotions  Deep Acting is trying to change one’s feelings based on display rules  Surface Acting  Suppressing their real feelings & instead, present emotions on the "surface" that they don't actually feel but put on a facade as if they feel them.  Surface acting means that emotional dissonance exists between inner feelings & outer expression  Leads to emotional exhaustion  Deep Acting  Try to feel the emotions that they need to express & spend effort to regulate their own genuine emotions  Deep acting is where you try to change your basic attitudes towards the people you interact with by positively altering your thoughts & deeper feelings you have about them.  Emotional effort is more  Impact of Emotional Labour  Emotional dissonance: Inconsistencies between the emotions people feel and the emotions they project.  Long-term emotional dissonance is a predictor for job burnout, declines in job performance, and lower job satisfaction.  Consequences Positive Negative Job satisfaction Burnout, Sense of achievement Stress, Anxiety Affective Events Theory (AET) Describe Affective Events Theory Affective events theory (AET): employees react emotionally to things that happen to them at work and this influences job performance and satisfaction. – Emotions provide valuable insights into how workplace events influence employee performance and satisfaction. – Employees and managers shouldn’t ignore emotions or the events that cause them, even when they appear minor, because they accumulate.  How Can Managers Influence Moods?  Use humor to lighten the moment  Give small tokens of appreciation  Stay in a good mood themselves – lead by example  Hire positive people  Emotional Intelligence “The ability to monitor one's own & others' feelings & emotions, to discriminate among them & to use this information to guide one's thinking & actions” - Peter Salovey and John D. Mayer (1990)  Emotional Intelligence: A person’s ability to:  Perceive emotions in the self and others.  Understand the meaning of these emotions.  Regulate one’s emotions accordingly in a cascading model.  EI / EQ  Behavioral model originally developed during 70's & 80's by psychologists Howard Gardner, Peter Salovey & John Mayer  Rose to prominence with Daniel Goleman's 1995 Book called 'Emotional Intelligence'.  The EQ concept argues that IQ, or conventional intelligence, is too narrow; that there are wider areas of emotional intelligence that dictate & enable how successful we are.  Emotional Intelligence - Why it matters? EQ principles provide a new way to understand & assess people's behaviors, management styles, attitudes, interpersonal skills,& potential. Emotional Intelligence is an important consideration in human resources planning, job profiling, recruitment interviewing & selection, management development, customer relations & customer service …….  The Emotional Competencies model (Daniel Goleman) “Focuses on EI as a wide array of competencies & skills that drive managerial performance” The main EI constructs  Self-awareness - The ability to read one's emotions & recognize their impact while using gut feelings to guide decisions.  Self-management & self motivation- involves controlling one's emotions & impulses & adapting to changing circumstances.  Social awareness - the ability to sense, understand, & react to other's emotions while comprehending social networks  Relationship management - the ability to inspire, influence, and develop others while managing conflict The Emotional Competencies model (Daniel Goleman) Self Motivation  The Emotional Competencies model (Daniel Goleman) -Goleman includes a set of emotional competencies within each construct of EI. - Emotional competencies are not innate talents, but rather learned capabilities that must be worked on & developed to achieve outstanding performance.  The Business Case for EI  At L’Oreal, sales agents selected on the basis of certain emotional competencies significantly outsold salespeople selected using the company’s old selection procedure.  On an annual basis, salespeople selected on the basis of emotional competence sold $91,370 more than other salespeople did. Applications of Emotions & Moods  Selection  Decision Making  Leadership  Creativity  Motivation  Negotiations  Customer Service  Job Attitudes & Deviant workplace behaviors Applications of Emotions & Moods  Selection  EI should be a hiring factor, especially for social jobs.  Decision Making  Positive emotions can lead to better decisions.  Creativity  Positive mood increases flexibility, openness, and creativity. Applications of Emotions & Moods …  Motivation  Positive mood affects expectations of success.  Feedback amplifies this effect.  Leadership  Emotions are important to acceptance of messages from organizational leaders.  Negotiation  Emotions can affect negotiations. Applications of Emotions & Moods..  Customer Service  Emotions influence customer service.  Influences repeat business and customer satisfaction.  Emotional contagion: “catching” emotions.  Work-Life Satisfaction  A good day at work tends to be followed by a good mood at home and vice versa.  This usually dissipates overnight. Applications of Emotions & Moods  Deviant Workplace Behaviors  Negative emotions lead to workplace deviant behaviors.  Actions that violate norms and threaten the organization.  Safety and Injury at Work  Don’t do dangerous work when in a bad mood.  Implications for Managers  Recognize that emotions are a natural part of the workplace and good management does not mean creating an emotion-free environment.  To foster effective decision making, creativity, and motivation in employees, look to model positive emotions and moods as much as is authentically possible.  Provide positive feedback to increase the positivity of employees. Of course, it also helps to hire people who are predisposed to positive moods.  In the service sector, encourage positive displays of emotion, which make customers feel more positive and thus, improve customer service interactions and negotiations.  Understand the role of emotions and moods to significantly improve your ability to explain and predict your coworkers’ and others’ behavior.