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Chapter 4
WORKPLACE
EMOTIONS,
ATTITUDES AND
STRESS
Workplace Emotions, Attitudes, andStress
McGraw-Hill/Irwin
McShane/Von Glinow OB
5eCopyright © 2010 by The McGraw-Hill Companies, Inc. All rights
reserved.
Positive Emotions at Mott MacDonald
To attract and keep talented
employees, companies are
finding creative ways to generate
positive emotions in the
workplace. Employees at Mott
MacDonald have plenty of fun.
For example, the Abu Dhabi oil
and gas team has an annual
desert safari, complete with camel
rides (shown in photo).
4-3
Emotions Defined
Psychological, behavioral, and
physiological episodes
experienced toward an object,
person, or event that create a
state of readiness.
Most emotions occur without our
awareness
Moods – lower intensity emotions
without any specific target source
4-4
Types of Emotions
4-5
Attitudes versus Emotions
Attitudes Emotions
Judgments about anattitude object
Based mainly onrational logic
Usually stable for daysor longer
Experiences related to anattitude object
Based on innate and learned responses to environment
Usually experienced forseconds or less
4-6
Traditional Model of Attitudes
Purely cognitive approach
• Beliefs: established perceptions of attitude object
• Feelings: calculation of good or bad based on
beliefs about the attitude object
• Behavioral intentions: motivation to act in response
to the attitude object
Problem: Ignores important role of emotions
in shaping attitudes
4-7
Behavior
Attitudes: From Beliefs to Behavior
Perceived Environment
Attitude Feelings
Beliefs
BehavioralIntentions
Cognitive process
Emotional process
Emotional Episodes
4-8
Emotions, Attitudes, and Behavior
How emotions influence attitudes:
1. Feelings are shaped by cumulative emotional
episodes (not just evaluation of beliefs)
2. We ‘listen in’ on our emotions when determining
our attitude toward something
Potential conflict between cognitive and
emotional processes
Emotions also directly affect behavior
• e.g. facial expression
4-9
Generating Positive Emotions at Work
The emotions-attitudes-
behavior model illustrates that
attitudes are shaped by
ongoing emotional experiences.
Thus, successful companies
actively create more positive
than negative emotional
episodes.
4-10
Cognitive Dissonance
A state of anxiety that occurs when an
individual’s beliefs, feelings and behaviors
are inconsistent with one another
Most common when behavior is:• known to others
• done voluntarily
• can’t be undone
4-11
Emotional Labor Defined
Effort, planning and control needed to express
organizationally desired emotions during interpersonal
transactions.
Emotional labor is higher when job requires:
• frequent and long duration display of emotions
• displaying a variety of emotions
• displaying more intense emotions
12 4-12
Emotional Labor Across Cultures
Displaying or hiding emotions varies across
cultures
• Minimal emotional expression and monotonic voice
in Korea, Japan, Austria
• Encourage emotional expression in Kuwait, Egypt,
Spain, Russia
4-13
Emotional Labor 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
4-14
Emotional Intelligence Defined
Ability to perceive
and express emotion,
assimilate emotion in
thought, understand
and reason with
emotion, and regulate
emotion in oneself
and others
4-15
Social Awareness
Self-management
Perceiving and understanding the meaning of others’ emotions
Managing our own emotions
Self-awarenessperceiving and understanding the meaning of your own emotions
Relationship Management
Managing other people’s emotions
Lowest
Highest
Model of Emotional Intelligence
4-16
Emotional Intelligence Competencies
Self-awareness Social awareness
Self-managementRelationship management
Self(personal competence)
Other(social competence)
Recognition of emotions
Regulationof emotions
4-17
Improving Emotional Intelligence
Emotional intelligence is a set of
competencies (aptitudes, skills)
Can be learned, especially through coaching
EI increases with age -- maturity
4-18
Job Satisfaction
A person's evaluation of his or her job and
work context
A collection of attitudes about specific facets
of the job
4-19
Loyalty
Voice
Exit
Neglect
• 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
4-20
Job Satisfaction and Performance
Happy workers are somewhat more productive workers,
but:
1. General attitude is a poor predictor of specific
behaviors
2. Job performance affects satisfaction only when
rewarded
3. Effect on performance strongest in complex jobs
because of greater employee influence on job
performance (e.g. limited in assembly lines)
4-21
Happy Staff=Happy Customers at Wegman’s
Wegmans Food Market
enjoys strong customer
loyalty and low employee
turnover by keeping
employees happy.
4-22
Job Satisfaction and Customers
Job satisfaction increases
customer satisfaction and
profitability because:
1. Job satisfaction affects
mood, leading to positive
behaviors toward customers
2. Job satisfaction reduces
employee turnover, resulting
in more consistent and
familiar service
4-23
Organizational Commitment
Affective commitment
• Emotional attachment to, identification with, and
involvement in an organization
Continuance commitment
• Calculative attachment – stay because too costly to
quit
4-24
Building (Affective) commitment
SharedValues
• Values congruence
Justice/ Support• Apply humanitarian values
• Support employee wellbeing
EmployeeInvolvement
• Employees feel part of company
• Involvement demonstrates trust
OrganisationalComprehension
• Know firm’s past/present/future
• Open and rapid communication
Trust• Employees trust org leaders
• Job security supports trust
4-25
What is Stress?
An adaptive response to a situation that is
perceived as challenging or threatening to the
person’s well-being
Aphysiological and psychological condition
that prepares us to adapt to hostile or noxious
environmental conditions
Eustress vs. distress
4-26
Stage 1Alarm Reaction
Stage 2Resistance
Stage 3Exhaustion
NormalLevel of
Resistance
General Adaptation Syndrome
4-27
Behavioral
Psychological
Work performance, accidents, absenteeism, aggression, poor decisions
Dissatisfaction, moodiness, depression, emotional fatigue
PhysiologicalCardiovascular disease, hypertension, headaches
Consequences of Distress
4-28
Cynicism
Reduced Personal Accomplishment
Physiological,
psychological,
and behavioral
consequences
EmotionalExhaustion
Interpersonal andRole-Related Stressors
Job Burnout Process
4-29
What are Stressors?
Stressors are the causes of stress -- any
environmental condition that places a
physical or emotional demand on the person.
Some common workplace stressors include:
• Harassment an incivility
• Work overload
• Low task control
4-30
Psychological Harassment
Repeated and hostile or
unwanted conduct, verbal
comments, actions or gestures,
that affect an employee's dignity
or psychological or physical
integrity and that result in a
harmful work environment for
the employee.
4-31
Sexual Harassment
Unwelcome conduct -- detrimental effect on
work environment or job performance
Quid pro quo
• employment or job performance is conditional on
unwanted sexual relations
Hostile work environment
• an intimidating, hostile, or offensive working
environment
4-32
Work Overload and Task Control Stressors
Work Overload Stressor
• Working more hours, more intensely than one can
cope
• Affected by globalization, consumerism, ideal
worker norm
Task Control Stressor
• Due to lack control over how and when tasks are
performed
• Stress increases with responsibility
4-33
© Photodisc. With permission.
Individual Differences in Stress
Different threshold levels of
resistance to stressor
Use different stress coping
strategies
Resilience to stress
• Due to personality and coping
strategies
Workaholism
• Highly involved in work
• Inner pressure to work
• Low enjoyment of work
4-34
Managing Work-Related Stress
Remove the stressor• Minimize/remove stressors
Withdraw from the stressor• Vacation, rest breaks
Change stress perceptions• Positive self-concept, humor
Control stress consequences• Healthy lifestyle, fitness, wellness
Receive social support
4-35
Workplace Emotions, Attitudes, andStress
McGraw-Hill/Irwin
McShane/Von Glinow OB
5eCopyright © 2010 by The McGraw-Hill Companies, Inc. All rights
reserved.
4-36
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