Workplace Emotions, Attitudes, and Stress

McGraw-Hill/Irwin McShane/Von Glinow OB 5e Copyright © 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).

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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 4-3

Types of Emotions

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Attitudes versus Emotions

Attitudes Judgments about an attitude object Based mainly on rational logic Usually stable for days or longer Emotions Experiences related to an attitude object Based on innate and learned responses to environment Usually experienced for seconds or less 4-5

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 4-6

Attitudes: From Beliefs to Behavior Attitude Cognitive process Perceived Environment Emotional process Beliefs Feelings Emotional Episodes Behavioral Intentions Behavior 4-7

Emotions, Attitudes, and Behavior

   How emotions influence attitudes: 1.

2.

Feelings are shaped by cumulative emotional episodes (not just evaluation of beliefs) 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 4-8

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.

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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 4-10

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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 4-11

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 4-12

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 4-13

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 4-14

Model of Emotional Intelligence

Highest Relationship Management Managing other people’s emotions Social Awareness Perceiving and understanding the meaning of others’ emotions Self-management Managing our own emotions Lowest Self-awareness perceiving and understanding the meaning of your own emotions 4-15

Emotional Intelligence Competencies Self (personal competence) Other (social competence) Recognition of emotions Self-awareness Social awareness Regulation of emotions Self-management Relationship management 4-16

Improving Emotional Intelligence

 Emotional intelligence is a set of competencies (aptitudes, skills)  Can be learned, especially through coaching  EI increases with age -- maturity 4-17

Job Satisfaction

  A person's evaluation of his or her job and work context A collection of attitudes about specific facets of the job 4-18

EVLN: Responses to Dissatisfaction Exit Voice Loyalty 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 4-19

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) 4-20

Happy Staff=Happy Customers at Wegman’s Wegmans Food Market enjoys strong customer loyalty and low employee turnover by keeping employees happy. 4-21

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 4-22

Organizational Commitment

 • Affective commitment Emotional attachment to, identification with, and involvement in an organization  • Continuance commitment Calculative attachment – stay because too costly to quit 4-23

Building (Affective) commitment

Justice/ Support • Apply humanitarian values • Support employee wellbeing Shared Values • Values congruence Trust • Employees trust org leaders • Job security supports trust Organisational Comprehension Employee Involvement • Know firm’s past/present/future • Open and rapid communication • Employees feel part of company • Involvement demonstrates trust 4-24

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 4-25

General Adaptation Syndrome

Stage 1 Alarm Reaction Stage 2 Resistance Stage 3 Exhaustion Normal Level of Resistance

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Consequences of Distress

Physiological Cardiovascular disease, hypertension, headaches Behavioral Work performance, accidents, absenteeism, aggression, poor decisions Psychological Dissatisfaction, moodiness, depression, emotional fatigue 4-27

Job Burnout Process

Interpersonal and Role-Related Stressors Emotional Exhaustion Cynicism Reduced Personal Accomplishment Physiological, psychological, and behavioral consequences 4-28

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 4-29

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.

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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 4-31

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 4-32

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 © Photodisc. With permission.

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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 4-34

Workplace Emotions, Attitudes, and Stress

McGraw-Hill/Irwin McShane/Von Glinow OB 5e Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.

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