Chapter 3 Emotions, Attitudes, and Job Satisfaction It’s not only how people think but how they feel.

Chapter 3

Emotions, Attitudes, and Job Satisfaction

It’s not only how people think but how they feel

Copyright © 2008 John Wiley & Sons, Inc. 3-2

Chapter 3 Study Questions

• What are foundations of emotions and moods?

• What are organizational and cultural exemplars of emotions and moods?

• What are attitudes?

• What is job satisfaction and how is it related to performance?


Figure 3.1


What are foundations of emotions and moods?• Affects

– generic term that covers a broad range of feelings that individuals express

• Emotions – intense feelings that are directed at someone or

something

• Moods – less intense and frequently lack a contextual

stimulus


What are foundations of emotions and moods?

Major emotions

• Anger

• Fear

• Joy

• Love

• Sadness

• Surprise



• Self conscious emotions – help individuals stay aware of and regulate their

relationships with others

• Social emotions – refer to individuals’ feelings based on

information external to themselves – includes pity, envy, and jealousy



• Positive affectivity – tendency to be perceptually positive

• Negative affectivity – tend to experience negative moods in a wide

range of settings and under many different conditions


Figure 3.2


What are organizational and cultural exemplars of emotions and moods?

• Emotional dissonance – inconsistencies between emotions we feel and

emotions we project

• Emotional labor – a situation where a person displays

organizationally desired emotions during interpersonal transactions at work



• Deep acting – trying to modify your true inner feelings based

on display rules

• Surface acting – hiding your inner feelings and forgoing

emotional expressions as a response to display rules



• Emotional intelligence (EI)– one’s ability to detect and manage emotional

cues and information



Emotional intelligence includes:

• Appraisal and expression of emotions in yourself

• Appraisal and recognition of emotions in others

• Regulation of emotions in yourself

• Use of emotions to facilitate performance



OB applications

• Leadership

• Motivation

• Customer service

• Gender differences



Emotions and culture

• Display rules – informal standards that govern the degree to

which it is appropriate for people from different cultures to display their emotions similarly


What are attitudes?

• Attitude – predisposition to respond in a positive or

negative way to someone or something in one’s environment


Figure 3.3


What are attitudes?

• Cognitive component – reflects the beliefs, opinions, knowledge, or

information a person possesses

• Beliefs – represent ideas about someone or something

and the conclusions people draw about them


What are attitudes?

• Affective component – specific feeling regarding the personal impact

of the antecedents

• Behavioral component – intention to behave in a certain way based on

your specific feelings or attitudes


What are attitudes?

• Cognitive dissonance– Describes a state of inconsistency between an

individual’s attitudes and his or her behavior

• Cognitive dissonance can be reduced by:– Changing the underlying attitude– Changing future behavior– Developing new ways of explaining or

rationalizing the inconsistency


What is job satisfaction and how is it related to performance?

• Job satisfaction– The degree to which individuals feel positively

or negatively about their jobs



Five facets of job satisfaction:

• The work itself

• Quality of supervision

• Relationships with co-workers

• Promotion opportunities

• Pay



• Argument: satisfaction causes performance– Managerial implication — to increase

employees’ work performance, make them happy

– Job satisfaction alone is not a consistent predictor of work performance



• Argument: performance causes satisfaction– Managerial implication — help people achieve

high performance, then satisfaction will follow– Performance in a given time period is related to

satisfaction in a later time period– Rewards link performance with later

satisfaction



• Argument: rewards cause both satisfaction and performance– Managerial implications.

• Proper allocation of rewards can positively influence both satisfaction and performance

• High job satisfaction and performance-contingent rewards influence a person’s work performance

• Size and value of the reward should vary in proportion to the level of one’s performance

Chapter 3 Emotions, Attitudes, and Job Satisfaction It’s not only how people think but how they feel.

Documents

foundations of emotions

desired emotions

expression of emotions

social emotions

recognition of emotions

regulation of emotions

cultural exemplars of

john wiley sons