Workplace Emotions And Attitudes - Copy 6o294b

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sychological, behavioural, and physiological episodes experienced toward an object, person, or event that create a state of readiness



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stonished High

Fearful

Elated



High activation Negative emotions

High activation ositive emotions

Sad

Cheerful

Low activation Negative emotions

Low activation ositive emotions

Bored

Content

Tranquil Low Negative



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ositive

ttitudes

Emotions

Judgments about an attitude object

Experiences toward an attitude object

Based mainly on rational logic

Based on awareness of our senses

Usually stable for days or longer

Occur briefly, usually lasting minutes

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!" erceived Environment Cognitive process

Emotional process

Beliefs ttitude

Emotional Episodes

Feelings Behavioural Intentions

Behaviour ‰

p # state of anxiety that occurs when an individual¶s beliefs, feelings and behaviours are inconsistent with one another Most common when behaviour is

ü `nown to others ü done voluntarily ü can¶t be undone

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$% Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions. Emotional labour higher when job requires

ü frequent and long duration display of emotions ü displaying a variety of emotions ü displaying more intense emotions



$% & Four Seasons excels at consistently high customer service, yet it also adapts its legendary service to the local culture ! "

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$% p Some cultures expect people to display a neutral emotional demeanour, with minimal emotional expression and monotonic voice (e.g., Korea, Japan, ustria). Other cultures allow or encourage emotional expression, where emotions are revealed through voice and gestures (e.g., Kuwait, Egypt, Spain, Russia). p "#$ %&

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$% p"# ifficult to display expected emotions accurately, and to hide true emotions Emotional dissonance

ü Conflict between true and required emotions ü otentially stressful with surface acting ü Less stress through deep acting

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'# bility 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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u '# Highest

Lowest

Relationship Management

Managing other people¶s emotions

Social wareness

Understanding and sensitivity to the feelings, thoughts, and situation of others

Self--management Self

Controlling or redirecting our internal states, impulses, and resources

Self--awareness Self

Understanding your own emotions, strengths, wea`nesses, values, and motives

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'# p Self (personal competence)

Other (social competence)

Recognition of emotions

Self-awareness

Social awareness

Regulation of emotions

Self-management

Relationship management

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' # '# Emotional intelligence is a set of competencies (aptitudes, s`ills) Can be learned, especially through coaching EI increases with age -- maturity

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r % & person's evaluation of his or her job and wor` context collection of attitudes about specific facets of the job

Job Content

Job Satisfaction

Career rogress

ay and Benefits

Supervisor

Co--wor`ers Co

Wor`ing Conditions ë‰

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Exit Voice

‡ Leaving the situation ‡ Quitting, transferring ‡ Changing the situation ‡ roblem solving, complaining

Loyalty

‡ atiently waiting for the situation to improve

Neglect

‡ Reducing wor` effort/quality ‡ Increasing absenteeism

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r % & Happy wor`ers are ˜ more productive wor`ers, but ë. General attitude is a poor predictor of specific behaviours. 2. Job performance affects satisfaction only when rewarded. Ñ. Job satisfaction and motivation have little effect in jobs with little employee control (e.g., assembly lines).

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r % & p Job satisfaction increases customer satisfaction and profitability because:

üJob satisfaction affects mood, leading to positive behaviours toward customers

üLess employee turnover, resulting in more consistent and familiar service

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#) p ffective commitment

ü Emotional attachment to, identification with, and involvement in an organization

Continuance commitment

ü Belief that staying with the organization serves your personal interests

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!# #) p Justice &

Shared values

Trust

‡ pply humanitarian values ‡ employee wellbeing ‡ Value congruence ‡ Employees trust org leaders ‡ Job security s trust

Organizational comprehension

‡ Know firm¶s past/present/future ‡ Open and rapid communication

Employee involvement

‡ Employees feel part of company ‡ Involvement demonstrates trust 2ë

" # p Beliefs about the and conditions of a reciprocal exchange between that person and other party

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Economic

Economic & socioemotional

Closed-ended Closedand shortshort-term

Open-ended Openand indefinite

Static

ynamic

Narrow Well--defined Well

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ervasive More subjective

" # p ' Contracts vary across cultures

ü Example: employees in Canada expect more

involvement than do employees in high power distance cultures (e.g., Mexico)

Contracts vary across generations

ü Baby boomers: ü

ssume more job security for

loyalty Gen-X/ Gen-Y: ssume more employability

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Company ractices

Satisfied Employees

‡ Less turnover ‡ Consistent service

Customer¶s erceived Value

‡ Satisfied customers ‡ Customer referrals

Higher Revenue Growth and rofits

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