Workplace Emotions and Attitudes - Copy
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C H A P T E R:C H A P T E R: F O U RF O U R
Workplace
Emotions andAttitudes
Workplace
Emotions andAttitudes
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Emotions and Attitudes at VanCity
VanCity goes beyond the
ordinary to maintain employee
satisfaction and loyalty. Shown
here, CEO Dave Mowat and happyemployees celebrate VanCity winning
the best place to work in Canada award.
Glen Baglo/Vancouver Sun
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Emotions Defined
Psychological, behavioural,
and physiological episodes
experienced toward an
object, person, or event
that create a state of
readiness.
Glen Baglo/Vancouver Sun
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Types of Emotions
Activation
Evaluation
Astonished
Tranquil
CheerfulSad
Fearful Elated
ContentBored
Low activationLow activationPositive emotionsPositive emotions
Low activationLow activationNegative emotionsNegative emotions
High activationPositive emotions
High activationHigh activationNegative emotionsNegative emotions
PositiveNegative
Low
High
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Attitudes versus Emotions
AttitudesAttitudes EmotionsEmotions
Judgments about anJudgments about an
attitude objectattitude object
Experiences toward anExperiences toward an
attitude objectattitude object
Usually stable for days orUsually stable for days or
longerlonger
Occur briefly, usuallyOccur briefly, usually
lasting minuteslasting minutes
Based mainly on rationalBased mainly on rational
logiclogic
Based on awareness ofBased on awareness of
our sensesour senses
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BehaviourBehaviour
Emotions, Attitudes and Behaviour
Perceived EnvironmentPerceived Environment
Attitude FeelingsFeelings
BeliefsBeliefs
BehaviouralBehavioural
IntentionsIntentions
Cognitiveprocess
Emotionalprocess
EmotionalEpisodes
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Cognitive Dissonance
A state of anxiety that occurs when an
individuals beliefs, feelings and behaviours
are inconsistent with one another
Most common when behaviour is
known to others
done voluntarily
cant be undone
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Emotional Labour
Effort, planning and control needed to
express organizationally desired emotions
during interpersonal transactions.
Emotional labour higher when job requires
frequent and long duration display of emotions
displaying a variety of emotions
displaying more intense emotions
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Emotional Labour at Four Seasons
Four Seasons excels at consistently
high customer service, yet it also
adapts its legendary service to the
local culture. This occurs becauseemotional labour expectations vary from one
culture to the next. Employees are also
more comfortable providing emotional labour
that fits the culture.
Courtesy of Four Seasons Hotels & Resorts
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Emotional Labour Across Cultures
Some cultures expect people to
display a neutral emotional
demeanour, with minimal emotional
expression and monotonic voice
(e.g., Korea, Japan, Austria).
Other cultures allow or encourage
emotional expression, where
emotions are revealed through voice
and gestures (e.g., Kuwait, Egypt,
Spain, Russia).
Courtesy of Four Seasons Hotels & Resorts
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Emotional Labour Challenges
Difficult to display expected emotions
accurately, and to hide true emotions
Emotional dissonance Conflict between true and required emotions
Potentially stressful with surface acting
Less stress through deep acting
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Emotional Intelligence Defined
Ability to perceive and express
emotion, assimilate emotion in
thought, understand and reason withemotion, and regulate emotion in
oneself and others
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Social AwarenessSocial Awareness
SelfSelf--managementmanagement
Understanding and sensitivity to the
feelings, thoughts, and situation ofothers
Controlling or redirecting our internal
states, impulses, and resources
SelfSelf--awarenessawarenessUnderstanding your own emotions,
strengths, weaknesses, values, and
motives
RelationshipRelationship
ManagementManagementManaging other peoples emotions
Lowest
Highest
Model of Emotional Intelligence
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Emotional Intelligence Competencies
Self-awareness Social awareness
Self-management Relationshipmanagement
Self
(personal competence)
Other
(social competence)
Recognition
of emotions
Regulationof emotions
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Improving Emotional Intelligence
Emotional intelligence is a set of
competencies (aptitudes, skills)
Can be learned, especially through coachingEI increases with age -- maturity
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Job Satisfaction
A person's evaluation of
his or her job and work
context
A collection of attitudesabout specific facets of
the job
Job
Satisfaction
SupervisorSupervisor
JobJob
ContentContent
CoCo--workersworkers
WorkingWorking
ConditionsConditions
CareerCareer
ProgressProgress
Pay andPay and
BenefitsBenefits
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LoyaltyLoyalty
VoiceVoice
ExitExit
NeglectNeglect
Leaving the situation
Quitting, transferring
Changing the situation Problem solving, complaining
Patiently waiting for the situation
to improve
Reducing work effort/quality
Increasing absenteeism
EVLN: Responses to Dissatisfaction
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Job Satisfaction and Performance
Happy workers are somewhatmore
productive workers, but
1. General attitude is a poor predictor of specific
behaviours.
2. Job performance affects satisfaction only when
rewarded.
3. Job satisfaction and motivation have little effect
in jobs with little employee control (e.g.,assembly lines).
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Job Satisfaction and Customers
Job satisfaction increases customer
satisfaction and profitability because:
Job satisfaction affects mood, leading topositive behaviours toward customers
Less employee turnover, resulting in more
consistent and familiar service
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Organizational Commitment
Affective commitment
Emotional attachment to, identification with, and
involvement in an organization
Continuance commitment
Belief that staying with the organization serves
your personal interests
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OrganizationalOrganizationalcomprehensioncomprehension
TrustTrust
Justice & supportJustice & support
EmployeeEmployeeinvolvementinvolvement
Apply humanitarian values
Support employee wellbeing
Employees trust org leaders
Job security supports trust
Know firms past/present/future
Open and rapid communication
Employees feel part of company
Involvement demonstrates trust
Building Organizational Commitment
Shared valuesShared values Value congruence
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Psychological Contract Defined
Beliefs about the terms
and conditions of a
reciprocal exchangebetween that person and
other party
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Transactional vs Relational Contracts
TransactionalContracts
RelationalContracts
Time-frame OpenOpen--endedendedand indefiniteand indefinite
ClosedClosed--endedendedand shortand short--termterm
Stability DynamicDynamicStaticStatic
PervasivePervasiveNarrowNarrowScope
More subjectiveMore subjectiveWellWell--defineddefinedTangibility
Economic &Economic &socioemotionalsocioemotional
EconomicEconomicFocus
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Psychological Contract Issues
Contracts vary across cultures
Example: employees in Canada expect more
involvement than do employees in high power
distance cultures (e.g., Mexico)
Contracts vary across generations
Baby boomers: Assume more job security for
loyalty
Gen-X/ Gen-Y: Assume more employability
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C H A P T E R:C H A P T E R: F O U RF O U R
Workplace
Emotions andAttitudes
Workplace
Emotions andAttitudes
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C H A P T E R:C H A P T E R: F O U RF O U R
Chapter Four
Extras
Chapter Four
Extras
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Employee-Customer-Profit Chain
Company
Practices
Company
Practices
Satisfied
Employees
Satisfied
Employees
Lessturnover
Consistentservice
Lessturnover
Consistentservice
Customers
Perceived
Value
Customers
Perceived
Value
Satisfiedcustomers
Customerreferrals
Satisfiedcustomers
Customerreferrals
HigherRevenue
Growth andProfits
HigherRevenue
Growth andProfits
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