© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Ryerson 4 C H A P T E R: F O U R Workplace Emotions and Attitudes

2 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Emotions and Attitudes at VanCity VanCity goes beyond the ordinary to maintain employee satisfaction and loyalty. Shown here, CEO Dave Mowat and happy employees celebrate VanCity winning the best place to work in Canada award. Glen Baglo/Vancouver Sun

3 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Emotions Defined Psychological, behavioural, and physiological episodes experienced toward an object, person, or event that create a state of readiness. Glen Baglo/Vancouver Sun

4 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Types of Emotions Activation Evaluation Astonished Tranquil CheerfulSad FearfulElated ContentBored Low activation Positive emotions Low activation Negative emotions High activation Positive emotions High activation Negative emotions PositiveNegative Low High

5 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Attitudes versus Emotions AttitudesEmotions Judgments about an attitude object Experiences toward an attitude object Usually stable for days or longer Occur briefly, usually lasting minutes Based mainly on rational logic Based on awareness of our senses

6 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Behaviour Emotions, Attitudes and Behaviour Perceived Environment Attitude Feelings Beliefs BehaviouralIntentions Cognitive process Emotional process Emotional Episodes

7 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Cognitive Dissonance A state of anxiety that occurs when an individual’s beliefs, feelings and behaviours are inconsistent with one another Most common when behaviour is  known to others  done voluntarily  can’t be undone

8 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Emotional Labour Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions. Emotional labour higher when job requires  frequent and long duration display of emotions  displaying a variety of emotions  displaying more intense emotions

9 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Emotional Labour 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 labour expectations vary from one culture to the next. Employees are also more comfortable providing emotional labour that fits the culture. Courtesy of Four Seasons Hotels & Resorts

10 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Emotional Labour Across Cultures Some cultures expect people to display a neutral emotional demeanour, with minimal emotional expression and monotonic voice (e.g., Korea, Japan, Austria). Other cultures allow or encourage emotional expression, where emotions are revealed through voice and gestures (e.g., Kuwait, Egypt, Spain, Russia). Courtesy of Four Seasons Hotels & Resorts

11 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Emotional Labour 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

12 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e 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

13 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Social Awareness Self-management Understanding and sensitivity to the feelings, thoughts, and situation of others Controlling or redirecting our internal states, impulses, and resources Self-awareness Understanding your own emotions, strengths, weaknesses, values, and motives Relationship Management Managing other people’s emotions Lowest Highest Model of Emotional Intelligence

14 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Emotional Intelligence Competencies Self-awarenessSocial awareness Self-management Relationship management Self (personal competence) Other (social competence) Recognition of emotions Regulation of emotions

15 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Improving Emotional Intelligence Emotional intelligence is a set of competencies (aptitudes, skills) Can be learned, especially through coaching EI increases with age -- maturity

16 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e 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 Satisfaction Supervisor JobContent Co-workers Working Conditions Career Progress Pay and Benefits

17 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Loyalty Voice Exit Neglect Leaving the situation Quitting, transferring Changing the situation Problem solving, complaining Patiently waiting for the situation to improve Reducing work effort/quality Increasing absenteeism EVLN: Responses to Dissatisfaction

18 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Job Satisfaction and Performance Happy workers are somewhat more productive workers, but 1.General attitude is a poor predictor of specific behaviours. 2.Job performance affects satisfaction only when rewarded. 3.Job satisfaction and motivation have little effect in jobs with little employee control (e.g., assembly lines).

19 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Job Satisfaction and Customers Job satisfaction increases customer satisfaction and profitability because:  Job satisfaction affects mood, leading to positive behaviours toward customers  Less employee turnover, resulting in more consistent and familiar service

20 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e 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

21 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Organizational comprehension Trust Justice & support Employee involvement Apply humanitarian values Support employee wellbeing Employees trust org leaders Job security supports trust Know firm’s past/present/future Open and rapid communication Employees feel part of company Involvement demonstrates trust Building Organizational Commitment Shared values Value congruence

22 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Psychological Contract Defined Beliefs about the terms and conditions of a reciprocal exchange between that person and other party

23 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Transactional vs Relational Contracts Transactional Contracts Relational Contracts Time-frame Open-ended and indefinite Closed-ended and short-term Stability DynamicStatic PervasiveNarrow Scope More subjective Well-defined Tangibility Economic & socioemotional Economic Focus

24 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Psychological Contract Issues Contracts vary across cultures  Example: employees in Canada expect more involvement than do employees in high power distance cultures (e.g., Mexico) Contracts vary across generations  Baby boomers: Assume more job security for loyalty  Gen-X/ Gen-Y: Assume more employability

© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Ryerson 4 C H A P T E R: F O U R Workplace Emotions and Attitudes

© 2006 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Ryerson 4 C H A P T E R: F O U R Chapter Four Extras

27 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e Employee-Customer-Profit Chain Company Practices Company Practices Satisfied Employees Satisfied Employees Less turnover Consistent service Less turnover Consistent service Customer’s Perceived Value Customer’s Perceived Value Satisfied customers Customer referrals Satisfied customers Customer referrals Higher Revenue Growth and Profits Higher Revenue Growth and Profits