1. Attitudes versus Emotions
Judgments about an attitude object
Experiences toward an attitude object
Based mainly on rational logic
Based on awareness of our senses
Usually stable for days or longer
Occur briefly, usually lasting minutes

2. Emotions, Attitudes and Behavior
Perceived Environment
Attitude
Feelings
Beliefs
Behavioral
Intentions
Cognitive process
Emotional process
Emotional Episodes
Behavior

3. 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. Emotional Labor
Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions.
Emotional labor higher when job requires:
frequent and long duration display of emotions
displaying a variety of emotions
displaying more intense emotions

5. Emotional Labor at Four Seasons
Four Seasons excels at consistently high customer service, yet it also adapts its legendary service to the local culture. This occurs because emotional labor expectations vary from one culture to the next. Employees are also more comfortable providing emotional labor that fits the culture.
Courtesy of Four Seasons Hotels & Resorts

6. Emotional Labor Across Cultures
Some cultures expect people to display a neutral emotional demeanor, with minimal emotional expression and monotonic voice (e.g. Korea, Japan, Austria)
Courtesy of Four Seasons Hotels & Resorts
Other cultures allow or encourage emotional expression, where emotions are revealed through voice and gestures (e.g. Kuwait, Egypt, Spain, Russia)

7. 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

8. 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

9. Model of Emotional Intelligence
Relationship Management
Managing other people’s emotions
Highest
Social Awareness
Understanding and sensitivity to the feelings, thoughts, and situation of others
Self-management
Controlling or redirecting our internal states, impulses, and resources
Self-awareness
Understanding your own emotions, strengths, weaknesses, values, and motives
Lowest

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

11. Improving Emotional Intelligence
Emotional intelligence is a set of competencies (aptitudes, skills)
Can be learned, especially through coaching
EI increases with age -- maturity

12. Job Satisfaction
A person's evaluation of his or her job and work context
A collection of attitudes about specific facets of the job
Job
Content
Supervisor
Job
Satisfaction
Career Progress
Co-workers
Pay and Benefits
Working Conditions

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

14. Job Satisfaction and Performance
Happy workers are somewhat more productive workers, but:
General attitude is a poor predictor of specific behaviors
Job performance affects satisfaction only when rewarded
Job satisfaction and motivation have little effect in jobs with little employee control (e.g. assembly lines)

15. Job Satisfaction and Customers
Job satisfaction increases customer satisfaction and profitability because:
Job satisfaction affects mood, leading to positive behaviors toward customers
Less employee turnover, resulting in more consistent and familiar service

16. Organizational Commitment
Affective commitment
Emotional attachment to, identification with, and involvement in an organization
Continuance commitment
Belief that staying with the organization serves your personal interests

17. Building Organizational Commitment
Justice & support
• Apply humanitarian values
• Support employee wellbeing
Shared values
• Values congruence
Trust
• Employees trust org leaders
• Job security supports trust
Organizational comprehension
• Know firm’s past/present/future
• Open and rapid communication
Employee involvement
• Employees feel part of company
• Involvement demonstrates trust