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Copyright ©2012 Pearson Education Chapter 3 Individual Perception and Decision- Making 3-1 Essentials of Organizational Behavior, 11/e Stephen P. Robbins & Timothy A. Judge
Copyright ©2012 Pearson Education After studying this chapter, you should be able to: 3-2 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.
Copyright ©2012 Pearson Education Why Were Emotions Excluded from OB Study? 3-3 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
Copyright ©2012 Pearson Education Affect, Emotions, and Moods 3-4
Copyright ©2012 Pearson Education The Structure of a Mood 3-5 Classifying Moods: Positive and Negative Affect
Copyright ©2012 Pearson Education The Functions of Emotions 3-6 Emotions and Rationality Emotions are critical to rational thought: they help in understanding the world around us. Evolutionary Psychology Theory that emotions serve an evolutionary purpose: helps in survival of the gene pool The theory is not universally accepted
Copyright ©2012 Pearson Education Sources of Emotions and Moods 3-7 Day of Week and Time of Day More positive interactions will likely occur mid-day and later in the week
Copyright ©2012 Pearson Education More Sources 3-8 Weather No impact according to research Stress Increased stress worsens moods Social Activities Physical, informal, and epicurean activities increase positive mood Sleep Lack of sleep increases negative emotions and impairs decision making
Copyright ©2012 Pearson Education Even More Sources 3-9 Exercise Mildly enhances positive mood Age 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
Copyright ©2012 Pearson Education Emotional Labor 3-10 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
Copyright ©2012 Pearson Education Felt vs. Displayed Emotions 3-11 Felt Emotions: the individual’s actual emotions 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
Copyright ©2012 Pearson Education Emotional Intelligence 3-12 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
Copyright ©2012 Pearson Education 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 3-13 The case for:The case against:
Copyright ©2012 Pearson Education OB Applications of Emotions and Moods 3-14 Selection – Employers should consider EI a factor in hiring for jobs that demand a high degree of social interaction 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
Copyright ©2012 Pearson Education More OB Applications of Emotions and Moods 3-15 Motivation – Promoting positive moods may give a more motivated workforce Leadership – Emotions help convey messages more effectively Negotiation – Emotions may impair negotiator performance Customer Service – Customers “catch” emotions from employees, called emotional contagion
Copyright ©2012 Pearson Education Even More OB Applications of Emotions and Moods 3-16 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
Copyright ©2012 Pearson Education How Can Managers Influence Moods? 3-17 Use humor to lighten the moment Give small tokens of appreciation Stay in a good mood themselves – lead by example Hire positive people
Copyright ©2012 Pearson Education Global Implications 3-18 Does the degree to which people experience emotions vary across cultures? Do people’s interpretations of emotions vary across cultures? Do the norms for the expressions of emotions differ across cultures? “YES” to all of the above!
Copyright ©2012 Pearson Education Implications for Managers 3-19 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
Copyright ©2012 Pearson Education Keep in Mind… 3-20 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
Copyright ©2012 Pearson Education Summary 3-21 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.
Copyright ©2012 Pearson Education 3-22 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Organizational Behavior 15th Ed
© 2007 Prentice Hall Inc. All rights reserved. Emotions and Moods Chapter EIGHT.
Stephen P. Robbins & Timothy A. Judge
Emotions and Moods Chapter 7
Chapter Learning Objectives
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Copyright ©2012 Pearson Education Chapter 13 Conflict and Negotiations 13-1 Essentials of Organizational Behavior, 11/e Stephen P. Robbins & Timothy A.
05 Consumer Behavior Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall.
Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition Emotions and Moods 4-0 Copyright © 2011 Pearson Education,
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