Transcript 7: Emotions and Moods

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Organizational Behavior
MBA-542
Instructor: Erlan Bakiev, Ph.D.
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Essentials of
Organizational Behavior, 11/e
Stephen P. Robbins & Timothy A. Judge
Chapter 3
Emotions and Moods
After studying this chapter, you should be able to:
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1.
Differentiate emotions from moods, and list the basic
emotions and moods.
2.
Identify the sources of emotions and moods.
3.
Show the impact emotional labor has on employees.
4.
5.
6.
Contrast the evidence for and against the existence of
emotional intelligence.
Apply the concepts of emotions and moods to specific
OB issues.
Contrast the experience, interpretation, and the
expression of emotions across cultures.
Why Were Emotions Excluded from OB Study?
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Myth of rationality –
emotions were the antithesis of
rationality and should not be
seen in the workplace
Belief that emotions of any
kind are disruptive in the
workplace
Affect, Emotions, and Moods
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The Structure of a Mood
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• Classifying Moods: Positive and Negative Affect
The Functions of Emotions
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Emotions and Rationality
Emotions are critical to rational thought:
they help in understanding the world
around us.
Ex: Phineas Gage (Rail Road worker)
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Evolutionary Psychology
Theory that emotions serve an
evolutionary purpose: helps in survival of
the gene pool
 The theory is not universally accepted
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Sources of Emotions and Moods
(I got up on the wrong side of the bad today)
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Personality (Bobby Knight, Texas Tech)
Day of Week and Time of Day
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More positive interactions will likely occur mid-day and later
in the week
More Sources
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Weather

No impact according to research (Illusory Correlation)
Stress
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Increased stress worsens moods
Social Activities
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Physical, informal, and epicurean activities increase positive
mood
Sleep
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Lack of sleep increases negative emotions and impairs
decision making
Even More Sources
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Exercise
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Mildly enhances positive mood
Age
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Older people experience negative emotions less frequently
Gender
Women show greater emotional expression, experience
emotions more intensely and display more frequent
expressions of emotions
 Could be due to socialization
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Emotional Labor
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An employee’s expression of
organizationally desired emotions
during interpersonal transactions
at work
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Emotional dissonance is when
an employee has to project
one emotion while
simultaneously feeling another
Felt vs. Displayed Emotions
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Felt Emotions:
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the individual’s actual emotions (Miss America)
Displayed Emotions:
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the learned emotions that the organization requires workers
to show and considers appropriate in a given job
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Surface Acting is hiding one’s true emotions

Deep Acting is trying to change one’s feelings based on
display rules
Emotional Intelligence
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A person’s ability to:
Be self-aware (to
recognize his or her own
emotions as
experienced),
 Detect emotions in
others, and
 Manage emotional cues
and information.
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Moderately associated with
high job performance
Emotional Intelligence on Trial
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The case for:
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Intuitive appeal – it
makes sense
EI predicts criteria that
matter –positively
correlated to high job
performance
Study suggests that EI is
neurologically based
The case against:

EI is too vague a concept
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EI can’t be measured

EI is so closely related to
intelligence and
personality that it is not
unique when those
factors are controlled
OB Applications of Emotions and Moods
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Selection – Employers should consider EI a factor in
hiring for jobs that demand a high degree of social
interaction (Air Force)
Decision Making – Positive emotions can increase
problem-solving skills and help us understand and
analyze new information
Creativity – Positive moods and feedback may
increase creativity
More OB Applications of Emotions and Moods
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Motivation – Promoting positive moods may give a
more motivated workforce (Puzzle)
Leadership – Emotions help convey messages more
effectively
Negotiation – Emotions may impair negotiator
performance
Customer Service – Customers “catch” emotions from
employees, called emotional contagion
Even More OB Applications of Emotions and Moods
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Job Attitudes – Emotions at work get carried home
but rarely carry over to the next day
Deviant Workplace Behaviors – Those who feel
negative emotions are more likely to engage in
deviant behavior at work (Safety at Work)
How Can Managers Influence Moods?
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Use humor to lighten the
moment
Give small tokens of
appreciation
Stay in a good mood
themselves – lead by example
Hire positive people
Global Implications
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Does the degree to which people experience emotions
vary across cultures? (Chinese workers express less
emotions)
Do people’s interpretations of emotions vary across
cultures? (Negative Emotion in China is Constructive)
Do the norms for the expressions of emotions differ
across cultures? (Smile in the US and Middle East)
“YES” to all of the above!
Implications for Managers
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Understand the role of emotions and moods
to better explain and predict behavior
Emotions and moods do affect workplace
performance
While managing emotions may be possible,
absolute control of worker emotions is not
Keep in Mind…
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Positive emotions can increase problem-solving skills
People with high EI may be more effective in their
jobs
Managers need to know the emotional norms for
each culture they do business with
Summary
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1.
Differentiated emotions from moods and listed the basic
emotions and moods.
2.
Identified the sources of emotions and moods.
3.
Discussed the impact emotional labor has on employees.
4.
5.
6.
Contrasted the evidence for and against the existence of
emotional intelligence.
Applied the concepts of emotions and moods OB issues.
Contrasted the experience, interpretation, and the expression
of emotions across cultures.
3-23
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