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What are emotions and moods?
What do emotions and moods influence
behavior in organizations?
What are attitudes?
What is job satisfaction and what are its
implications?
3-2Copyright © 2008 John Wiley & Sons, Inc.
Affects
Broad range of feelings, in the form of
moods and emotions, that people
experience in their life context.
Emotions are strong positive or negative
feelings directed toward something.
3-3Copyright © 2008 John Wiley & Sons, Inc.
Emotional intelligence (EI)
Ability to understand emotions and
manage relationships effectively.
3-4Copyright © 2008 John Wiley & Sons, Inc.
Copyright © 2008 John Wiley & Sons, Inc. 3-5
Four Dimensions of Emotionally Intelligent Leadership
Copyright © 2008 John Wiley & Sons, Inc. 3-6
JoyJoy
Sadness
Sadness
LoveLoveAngerAnger
Surprise
Surprise
FearFear
Major Emotions
Self conscious emotions Arise from internal sources (shame, guilt,
embarrassment, pride) and help regulate
interpersonal relationships.
Social emotions Arise from external sources (pity, jealousy)
and refer to individuals’ feelings based on
information external to themselves.
3-7Copyright © 2008 John Wiley & Sons, Inc.
Moods
Generalized positive or negative
feelings or states of mind.
3-8Copyright © 2008 John Wiley & Sons, Inc.
Copyright © 2008 John Wiley & Sons, Inc. 3-9
Emotions“I was really angry when Prof. Nitpicker criticized my presentation”•Identified with a source, cause•Tend to be brief, episodic•Many forms and types•Action oriented; link to behavior•Can turn into a mood
Moods“Oh, I just don’t have the energy to do much today. I’ve felt down
all week.”•Hard to identify cause•Can be long lasting•Either positive or negative•More cerebral; less action oriented•Can influence emotion
Emotion and mood contagion – spillover
effects of one’s emotions and mood onto
others.
Emotional labor – regulating one’s emotions
to display those desired by the organization.
Emotional dissonance – inconsistencies
between emotions we feel and emotions we
project.3-10Copyright © 2008 John Wiley & Sons, Inc.
Deep acting
Trying to modify your true inner feelings
based on display rules.
Surface acting
Hiding true feelings while displaying
different ones.
3-11Copyright © 2008 John Wiley & Sons, Inc.
Display rules
Informal standards that govern the degree
to which it is appropriate for people from
different cultures to display their emotions.
3-12Copyright © 2008 John Wiley & Sons, Inc.
Positive affect
tendency to be perceptually positive
Negative affect
tend to experience negative moods in a
wide range of settings and under many
different conditions
3-13Copyright © 2008 John Wiley & Sons, Inc.
3-14Copyright © 2008 John Wiley & Sons, Inc.
Job Satisfaction
Job Performance
Work Environment:•Characteristics of job•Job demands•Emotional labor requirements
Work Events:•Daily hassles•Daily uplifts
Emotional Reactions:•Positive•Negative
Personal Predispositions:•Personality•Mood
Attitude
Predisposition to respond in a positive or
negative way to someone or something in
one’s environment.
3-15Copyright © 2008 John Wiley & Sons, Inc.
Cognitive component Underlying beliefs, opinions, knowledge, or information
a person possesses.
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.
3-16Copyright © 2008 John Wiley & Sons, Inc.
Copyright © 2008 John Wiley & Sons, Inc. 3-17
Cognitive dissonance
A psychologically disturbing 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.3-18Copyright © 2008 John Wiley & Sons, Inc.
Job satisfaction An attitude that reflects whether individuals
feel positively or negatively about their jobs.
Job Involvement Degree to which individuals are dedicated to
their jobs.
Organizational Commitment Degree of loyalty to the organization.
3-19Copyright © 2008 John Wiley & Sons, Inc.
Five facets of job satisfaction:
The work itself
Quality of supervision
Relationships with co-workers
Promotion opportunities
Pay
3-20Copyright © 2008 John Wiley & Sons, Inc.
The Job Descriptive Index (JDI) is a
questionnaire that addresses aspects
of satisfaction with which good
managers should be concerned.
Take the sample survey.
3-21Copyright © 2008 John Wiley & Sons, Inc.
Withdrawal effects
Dissatisfied workers are absent more frequently,
are not engaged in their work (daydreaming,
socializing, web surfing), and are more likely to
quit.
Employee turnover results in costly corporate
impact:
Loss of talent
Replacement cost
3-22Copyright © 2008 John Wiley & Sons, Inc.
Organizational Citizenship
Behaviors that represent employees’
willingness to go the extra mile in their work.
Advancing organizational interests, positive
attitudes and public comments.
Helping behaviors that are unsolicited
(volunteering, mentoring).
3-23Copyright © 2008 John Wiley & Sons, Inc.
Relationship between satisfaction and
performance – three theories:
Satisfaction causes performance.
Performance causes satisfaction.
Rewards cause satisfaction and
performance.
3-24Copyright © 2008 John Wiley & Sons, Inc.
Theory: Satisfaction causes performance
Managerial implication — to increase
employees’ work performance, make them
happy.
Job satisfaction alone is not a consistent
predictor of work performance.
3-25Copyright © 2008 John Wiley & Sons, Inc.
Theory: 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.
3-26Copyright © 2008 John Wiley & Sons, Inc.
Theory: rewards cause both satisfaction and
performance Managerial implication — 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.
3-27Copyright © 2008 John Wiley & Sons, Inc.
If you won the lotto, would you ever work
again?
Consider the meanings we derive from
work (social identity, accomplishment,
achievement). How would replace
these?
3-28Copyright © 2008 John Wiley & Sons, Inc.
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