Transcript
ORGANIZATIONAL BEHAVIOUR
EMOTIONS AND ATTITUDES
OBJECTIVE OF THE PRESENTATION
WHAT ARE EMOTIONS???? ITS SOURCES ASPECTS TYPES CHARACTERISTICS WHAT IS E.Q??? ITS DIMENSIONS, EFFECTS, RESULTS
WHAT IS EMOTIONAL COMPETENCE? SOME BASIC CONCEPTS ASSOCIATED WITH
EMOTIONS MEASUREMENT OF EMOTIONS CORRELATES OF EMOTIONS THEORIES WHAT ARE ATTITUDES???? ITS COMPONENTS, SOURCES, TYPES THEORIES EFFECTS EFFECT OF EMOTIONS ON INDIVIDUAL’S
BEHAVIOUR AND ATTITUDE
INTRODUCTION
The word “EMOTION” was derived from the LATIN word “EMOVERE” which means “TO EXITE”
DEFINITION
“Emotions involve reactions consisting of subjective cognitive state, psychological reactions and expressive behaviour”
-Baron and Byron(1980)
EMOTIONALMIIND
RATIONALMIND
ASPECTS OF EMOTIONS
There are basically three major aspects involved in emotions:
Feelings are involved. Internal bodily changes. External expressive behaviour.
CHARACTERISTICS
Emotions are: Diffused Persistent Cumulative Motivational in nature
TYPES OF EMOTIONS
LINDZEY,HALL and THOMPSON in 1978 talked about 7 types of main emotions:
Love and affection Joy and elation Sadness and depression Boredom Fear and anxiety Anger Jealously
INDICATOR OF A PERSON’S SUCCESS IN LIFE
80% EQ
EMOTIONAL INTELLIGENCE
Also known as EMOTIONAL QUOTIENT “Emotional awareness and emotional
management skills which provide the ability to balance emotion and reason so as to maximise long-term happiness.
EMOTIONAL INTELLIGENCE
Self awareness Ability to manage moods Motivation Empathy Social skills: Cooperation Leadership, etc.
DIMENSIONS OF E.Q.Personal competence Social competence
RecognitionOf
emotions
RegulationOf
emotions
Self-awarenessEmotional self-awarenessAccurate self-assessment
Self-confidence
Social awarenessEmpathy
Organizational AwarenessService
Self-managementEmotional self-control
TransparencyAdaptability
InitiativeOptimism
Relationship managementInspirational leadership
Developing othersChange catalyst
Conflict managementBuilding bondsTeamwork andCollaboration
E.Q.
The new manager is too sensitive; he takes everything too personally.
She is jealous of her colleagues. The boss is always in a hostile mood. The manager doesn’t understand the
feelings of others. The production manager is very rude.
EQ
LOW EQ
HIGH EQ
ANGERFRUSTATIONEMPTINESS
FAILUREFEARGUILT
LETHARGYDEPENDENCE
,etc
MOTIVATIONSATISFACTION
PEACEDESIRE ELATION
FREEDOMHAPPINESS
AWARENESSFRIENDSHIP
SELF-CONTROL,etc
THE MARSHMALLOW EXPERIMENT
Done in 1960s in US by WALTER MISCHEL, a psychologist at Stanford University.
Most widely acclaimed paper on EQ. 4 year old children. Given a marshmallow each. Asked to postpone eating it for 15-20
minutes.
IQ EQ
GETS YOU
HIRED
GETS YOU
PROMOTED
THE PROFESSIONAL SUCCESS
EMOTIONAL COMPETENCE It is a learned capability that leads to
outstanding performance at work. EQ is what determines one’s potential for learning practical skills which are based on the five elements of EQ (as mentioned in the book “EMOTIONAL INTELLIGENCE AT WORK”:
• Self awareness Empathy• Motivation Adeptness in
relations • Self regulation
THE EMOTIONAL COMPETENCE FRAMEWORK
PERSONAL COMPETENCE: Determine how one manages oneself. SELF AWARENESS: Emotional awareness Accurate self assessment Self confidence
THE EMOTIONAL COMPETENCE FRAMEWORK
SELF REGULATION: Self control Trustworthiness Conscientiousness Adaptability innovation
THE EMOTIONAL COMPETENCE FRAMEWORK
MOTIVATION:o Achievement driveo Commitmento Initiative
SOME CONCEPTS ASSOCIATED….
EMOTIONAL LABOUR MANAGING EMOTIONS AT WORK EMOTIONAL DISPLAY NORMS ACROSS
CULTURE EMOTIONAL DISSONANCE
Measurement of Emotions
PHYCHOLOGICAL
1.RATING SCALE2.OBSERVATION METHOD
3.PSYCHOANALYTIC TECHNIQUE
4.QUESTIONNAIRE METHOD
PHYSIOLOGICAL
1. GSR2.CHANGES IN
BLOOD PRESSURE
PHYSIOLOGICAL CORRELATES OF EMOTIONS
PHYSIOLOGICAL CHANGES
EXTERNAL BODILY CHANGES
INTERNAL BODILY CHANGES
JAMES-LANGE THEORYGiven by William James and Carl
Lange (Danish Physiologists) in 1880
Common sense says:
Emotion Provokingstimulus
Emotional experience
Emotionalbehaviour
But this theory said:
Emotion provokingstimulus
PhysiologicalReaction
Subjective state
CANNON-BARD THEORY
In 1927, Walter Cannon gave this theory.But later it was supported by Bard on the
basis of his research work.
Basic assumption: Emotion provoking stimuli or events
simultaneously produce physiological arousal or subjective reaction i.e. emotion
CEREBRAL CORTEX
HYPOTHALAMUS
VISCERALORGANS
ATTITUDES
Attitudes are EVALUATED STATEMENTS –either favourable or unfavourable- concerning objects, people or events. They reflect HOW ONE FEELS ABOUT SOMETHING.
On the other hand, VALUES represent basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct.
COMPONENTS OF ATTITUDE
COGNITION
AFFECT
BEHAVIOUR
COMPONENTS
COGNITIVE component of an attitude The opinion or belief segment of an attitude.
AFFECTIVE component of an attitudeThe emotional or feeling segment of an
attitude.
BEHAVIOURAL component of an attitudeAn intention to behave in a certain way toward
someone or something.
AFFECTIVITY
NEGATIVE POSITIVE
SOURCES OF ATTITUDES
TEACHERS
PARENTS
PEER GROUP
OFFICE PEOPLE
ENVIRONS
TYPES OF ATTITUDES
JOB INVOLVEMENT The degree to which a person identifies
with his or her job, actively participates in it and considers his or her performance important to self worth.
JOB SATISFACTIONAn individual’s general attitude towards
his or job.
LIFE
LEISURE
POLI-TICS
JOB
FAMILY
RELIGION
TURNOVER
ABSENCES
TURNOVER AND ABSENCES
JOB
SATISFACTION
H
HL
TYPES…
ORGANIZATIONAL COMMITMENTThe degree to which an employee
identifies with a particular organization and its goals, and wishes to maintain membership in the organization.
COGNITIVE DISSONANCE THEORY
LEON FESTINGER, in late 1950s proposed this theory.
The theory aims to explain the link between attitudes and behaviours.
Cognitive Dissonance refers to any incompatibility between two or more attitudes or between behaviours and attitudes
INDIVIDUAL REDUCE STABLILITYDISCOMFORT
ELEMENTS
INDIVIDUALIF
REQUIREDCHANGE
UNIMPORTANTIMPORTANTREWARDSPRESSURE
A-B RELATIONSHIP
In 1960s, the assumed relationship between attitudes and behaviour (A-B) was challenged.
MODERATING VARIABLES
SOCIAL CONSTRAINTS
EXPERIENCE WITH THEATTITUDE
INQUESTION
EFFECTS OF EMPLOYEE ATTITUDES
NEGATIVE
PSYCHOLOGICAL WITHDRAWAL
(daydreaming on the job)PHYSICAL
WITHDRAWAL(unauthorized absences,
early departures,Extended breaks,Work slowdownsAGGRESSION
RETALIATION FOR PRESUMED WRONGS
POSITIVE
IMPROVED CUSTOMER
SERVICEACTIVE BEHAVIOUR
DILIGENCEINCREASED EFFICIENCY
THE PERFORMANCE-SATISFACTION-EFFORT LOOP
PERFORMANCE REWARDSEconomic
SociologicalPsychological
Perception of EQUITY inREWARDS
SatisfactionDissatisfaction
Greater or LesserEffort
Greater or Lesser Commitment
TURNOVERABSENTEEISM
TARDINESSTHEFT
VIOLENCEPOOR ORGANIZATIONAL
CITIZENSHIP
FOUR PRODUCTS OF EMPLOYEE-ORGANIZATION ATTITUDES
+VE
-VE
+VE -VE
EMPLOY
EE’SATTI.--ORGANI
ZATION
ORGANIZATION’S ATTITUDE TOWARD EMPLOYEE
EMPLOYEE STAYS
EMPLOYEE LEAVESVOLUNTARILY
EMPLOYEE IS TERMINATED
EMPLOYEELEAVES
BY MUTUAL AGREEMENT
PERCEIVED ENVIRONMENT
BELIEFS
FEELINGS
BEHAVIOURALINTENTIONS
BEHAVIOUR
EMOTIONALEPISODES
ATTITUDE
COGNITIVE PROCESS EMOTIONALPROCESS
THANKYOU……..
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