Organizational BehaviorMBA-542

Instructor: Erlan Bakiev, Ph.D.

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Chapter 3

Emotions and Moods

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Essentials of Organizational Behavior, 11/e

Stephen P. Robbins & Timothy A. Judge

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. Contrast the evidence for and against the existence of emotional intelligence.

5. Apply the concepts of emotions and moods to specific OB issues.

6. 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 Mood3-6

• Classifying Moods: Positive and Negative Affect

The Functions of Emotions3-7

Emotions and Rationality Emotions are critical to rational

thought: they help in understanding the world around us.

Ex: Phineas Gage (Rail Road worker)

Evolutionary Psychology Theory that emotions serve an

evolutionary purpose: helps in survival of the gene pool

The theory is not universally accepted

Sources of Emotions and Moods(I got up on the wrong side of the bad today)

Personality (Bobby Knight, Texas Tech)3-8

Day of Week and Time of Day More positive interactions will likely occur mid-

day and later in the week

More Sources3-9

Weather No impact according to research (Illusory

Correlation)Stress

Increased stress worsens moodsSocial Activities

Physical, informal, and epicurean activities increase positive mood

Sleep Lack of sleep increases negative emotions and

impairs decision making

Even More Sources3-10

Exercise Mildly enhances positive mood

Age Older people experience negative emotions less

frequentlyGender

Women show greater emotional expression, experience emotions more intensely and display more frequent expressions of emotions

Could be due to socialization

Emotional Labor3-11

An employee’s expression of organizationally desired

emotions during interpersonal transactions at work

Emotional dissonance is when an employee has to project one emotion while simultaneously feeling another

Felt vs. Displayed Emotions3-12

Felt Emotions: the individual’s actual emotions (Miss America)

Displayed Emotions: the learned emotions that the organization

requires workers to show and considers appropriate in a given job

Surface Acting is hiding one’s true emotions Deep Acting is trying to change one’s feelings

based on display rules

Emotional Intelligence3-13

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.

Moderately associated with high job performance

Emotional Intelligence on Trial

Intuitive appeal – it makes sense

EI predicts criteria that matter –positively correlated to high job performance

Study suggests that EI is neurologically based

EI is too vague a concept

EI can’t be measured EI is so closely related

to intelligence and personality that it is not unique when those factors are controlled

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The case for: The case against:

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 Implications3-19

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 Managers3-20

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…3-21

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

Summary3-22

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. Contrasted the evidence for and against the

existence of emotional intelligence.5. Applied the concepts of emotions and moods OB

issues.6. Contrasted the experience, interpretation, and

the expression of emotions across cultures.

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