PPT_McShane4e_Ch04 - PMS 2123_Organizational Behaviour

Transcript PPT_McShane4e_Ch04 - PMS 2123_Organizational Behaviour

Chapter 4 Workplace emotions, attitudes and stress

Learning Objectives

4.1 Explain how emotions and cognition (logical thinking) influence attitudes and behaviour 4.2 Discuss the dynamics of emotional labour and the role of emotional intelligence in the workplace 4.3 Summarise the consequences of job dissatisfaction, as well as strategies to increase organisational (affective) commitment 4.4 Describe the stress experience and review three major stressors 4.5 Identify five ways to manage workplace stress

Positive Attitudes at Rio Tinto

Rio Tinto values the health and wellbeing of its staff and the communities in which they work and live. Human resources are the company ’s most important asset, and Rio Tinto invests significantly in initiatives that help its staff to achieve and maintain a high quality of life

Emotions Defined

• Psychological, behavioural and physiological episodes experienced toward an object, person or event that create a state of readiness • Emotions are experiences. They represent changes in our physiological state, psychological state and behaviour • Emotions put us in a state of readiness

Types of Emotions

Attitudes: From Beliefs to Behaviour

Emotions, Attitudes and Behaviour

• Attitudes represent the cluster of beliefs, assessed feelings and behavioural intentions towards a person, object or event (called an attitude object): – Beliefs are established perceptions about the attitude object – Feelings represent positive or negative evaluations of the attitude object – Behavioural intentions represent motivation to engage in a particular behaviour regarding the attitude object

Positive Emotions at ING Direct Australia

To attract and keep talented employees, companies are finding creative ways to generate positive emotions in the workplace. Employees at ING have plenty of fun with the annual WOW day (see photo)

Generating Positive Emotions at Work

• The emotions– attitudes –behaviour model illustrates that attitudes are shaped by ongoing emotional experiences • Thus, successful companies actively create more positive than negative emotional episodes

Cognitive Dissonance

• A state of anxiety that occurs when an individual ’s beliefs, feelings and behaviours are inconsistent with one another • Most common when behaviour is: – Known to others – Done voluntarily – Cannot be undone

Emotions and Personality

• Emotions are also partly determined by a person ’s personality, not just workplace experiences • Some people, especially extroverts, experience positive emotions as a natural trait • Positive and negative emotional traits affect a person ’s attendance, turnover and long-term work attitudes

Emotional Labour Defined

• Effort, planning and control needed to express organisationally desired emotions during interpersonal transactions • Emotional labour is higher when the job requires: – Frequent and long duration display of emotions – Displaying a variety of emotions – Displaying more intense emotions

Emotional Display Norms Across Cultures

• Displaying or hiding emotions varies across cultures: – Minimal emotional expression and monotonic voice in Korea, Japan, Austria – Emotional expression encouraged in Kuwait, Egypt, Spain, Russia

Emotional Dissonance

• It is 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

Emotional Intelligence (EI)

• A set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others

Emotional Intelligence Competencies

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

Improving Emotional Intelligence

• EI is associated with some personality traits, as well as with parental EI • EI now becomes a selection criteria • Can be learned, especially through coaching • EI increases with age and maturity

Job Satisfaction

• A person's evaluation of his or her job and work context • A collection of attitudes about specific facets of the job

EVLN: Responses to Dissatisfaction

Exit • Leaving the situation • Quitting, transferring Voice • Changing the situation • Problem solving, complaining Loyalty Neglect • Patiently waiting for the situation to improve • Reducing work effort/quality • Increasing absenteeism

Job Satisfaction and Performance

• Happy workers are somewhat more productive workers, however: – General attitude is a poor predictor of specific behaviours – Job performance affects satisfaction only when rewarded – Effect on performance is strongest in complex jobs because of greater employee influence on job performance (e.g. limited in assembly lines)

Employees First, Customers Second at Clydesdale Bank

NAB ’s Clydesdale Bank treats employees well so that they treat customers well. They listen to and act on employee concerns, spruce up the work environment, introduce career development programs, provide better coaching and give staff more freedom to decide how to serve clients

Job Satisfaction and Customers

• Job satisfaction increases customer satisfaction and profitability because: – Job satisfaction affects mood, leading to positive behaviours toward customers – Job satisfaction reduces employee turnover, resulting in more consistent and familiar service

Job Satisfaction and Customers

Service profit chain model is a theory explaining how employees ’ job satisfaction influences company profitability indirectly through service quality, customer loyalty and related factors

Job Satisfaction and Business Ethics

• Job satisfaction is also an ethical issue that influences the organisation ’s reputation in the community • Societies now expect companies to provide work environments that are safe and enjoyable

Organisational Commitment

• Affective commitment – Emotional attachment to, identification with and involvement in an organisation • Continuance commitment – Calculative attachment: stay because too costly to quit

Consequences of Affective and Continuance Commitment

• Organisational (affective) commitment can affect retention, motivation, organisational citizenship and job performance as well as customer satisfaction. However, can lead to conformity and less creativity • Continuance commitment can be dysfunctional and lead to lower performance and less organisational citizenship behaviours

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 • Know firm’s past/present/future • Open and rapid communication Employee involvement • Employees feel part of company • Involvement demonstrates trust

What is Stress?

• An adaptive response to a situation that is perceived as challenging or threatening to the person ’s wellbeing • A physiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions • Eustress versus distress

General Adaptation Syndrome

Consequences of Distress

Physiological Cardiovascular disease, hypertension, headaches Behavioural Work performance, accidents, absenteeism, aggression, poor decisions Psychological Dissatisfaction, moodiness, depression, emotional fatigue, burnout

Job Burnout Process

Interpersonal and role-related stressors Emotional exhaustion Cynicism Physiological, psychological and behavioural consequences Reduced personal accomplishment

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 and incivility – Work overload – Low task control

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

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

Work Overload and Task Control Stressors

• Work overload stressor – Working more hours, more intensely than one can cope with – Affected by globalisation, consumerism, ideal worker norm • Task control stressor – Due to lack of control over how and when tasks are performed – Stress increases with responsibility

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

Work-Life Balance at Pumpkin Patch

• At Pumpkin Patch, the children ’s-wear store, employees get to spend time with their children • Pumpkin Patch rewards loyalty and long service, and families with young children are supported with in house crèche facilities or childcare subsidies

Managing Work-Related Stress

• Remove the stressor – Minimise or remove stressors • Withdraw from the stressor – Vacation, rest breaks • Change stress perceptions – Positive self-concept, humour • Control stress consequences – Healthy lifestyle, fitness, wellness • Receive social support

Summary

• Emotions and cognition influence attitudes and behaviour • Emotional labour and emotional intelligence have an important role in the workplace • Managers need to strategically increase job satisfaction and organisational commitment • Stress can be harmful to the employee and the organisation and needs to be managed by both

PPT_McShane4e_Ch04 - PMS 2123_Organizational Behaviour

Transcript PPT_McShane4e_Ch04 - PMS 2123_Organizational Behaviour

Chapter 4

Workplace emotions, attitudes and stress

Learning Objectives

Positive Attitudes at Rio Tinto

Emotions Defined

Types of Emotions

Attitudes: From Beliefs to Behaviour

Emotions, Attitudes and Behaviour

Positive Emotions at ING Direct Australia

Generating Positive Emotions at Work

Cognitive Dissonance

Emotions and Personality

Emotional Labour Defined

Emotional Display Norms Across Cultures

Emotional Dissonance

Emotional Intelligence (EI)

Emotional Intelligence Competencies

Model of Emotional Intelligence

Improving Emotional Intelligence

Job Satisfaction

EVLN: Responses to Dissatisfaction

Job Satisfaction and Performance

Employees First, Customers Second at Clydesdale Bank

Job Satisfaction and Customers

Job Satisfaction and Customers

Job Satisfaction and Business Ethics

Organisational Commitment

Consequences of Affective and Continuance Commitment

Building (Affective) Commitment

What is Stress?

General Adaptation Syndrome

Consequences of Distress

Job Burnout Process

What are Stressors?

Psychological Harassment

Sexual Harassment

Work Overload and Task Control Stressors

Individual Differences in Stress

Work-Life Balance at Pumpkin Patch

Managing Work-Related Stress

Summary

Chapter 4

Workplace emotions, attitudes and stress

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