Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Workplace Emotions, Attitudes, and Stress Chapter Four

4-2 Serious Fun at Cxtec Cxtec employees live up to their company values, which include having fun at work.  Helium-filled balloons adorn the office.  Work-life balance.  Miniature golf tournaments along the hallway. Courtesy of CXtec

4-3 Emotions Defined Psychological, behavioral, and physiological episodes experienced toward an object, person, or event that create a state of readiness. Most emotions occur without our awareness Courtesy of CXtec

4-4 Attitudes versus Emotions AttitudesEmotions Judgments about an attitude object Based mainly on rational logic Usually stable for days or longer Experiences related to an attitude object Based on innate and learned responses to environment Usually experienced for seconds or less

4-5 Traditional Model of Attitudes Purely cognitive approach  Beliefs: established perceptions of attitude object  Feelings: calculation of good or bad based on beliefs about the attitude object  Behavioral intentions: motivation to act in response to the attitude object Problem: Ignores important role of emotions in shaping attitudes

4-6 Behavior Emotions, Attitudes and Behavior Perceived Environment Attitude Feelings Beliefs BehavioralIntentions Cognitive process Emotional process Emotional Episodes

4-7 Role of Emotions in Attitudes Feelings toward attitude object influenced by cumulative emotional episodes toward it We ‘listen in’ on our emotions while thinking through what we like or dislike Cognitive and emotional processes don’t always agree with each other Emotions also directly affect behavior  e.g. facial expression

4-8 Generating Positive Emotions at Work The emotions-attitudes- behavior model illustrates that attitudes are shaped by ongoing emotional experiences. Thus, successful companies actively create more positive than negative emotional episodes. Courtesy of CXtec

4-9 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

Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Emotional Labor and Emotional Intelligence Workplace Emotions, Attitudes, and Stress

4-11 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

4-12 Emotional Labor Across Cultures Displaying or hiding emotions varies across cultures  Minimal emotional expression and monotonic voice in Korea, Japan, Austria  Encourage emotional expression in Kuwait, Egypt, Spain, Russia

4-13 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

4-14 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

4-15 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

4-16 Emotional Intelligence Competencies Self-awarenessSocial awareness Self-management Relationship management Self (personal competence) Other (social competence) Recognition of emotions Regulation of emotions

4-17 Improving Emotional Intelligence Emotional intelligence is a set of competencies (aptitudes, skills) Can be learned, especially through coaching EI increases with age -- maturity

Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Job Satisfaction and Organizational Commitment Workplace Emotions, Attitudes, and Stress

4-19 Job Satisfaction A person's evaluation of his or her job and work context A collection of attitudes about specific facets of the job

4-20 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

4-21 Job Satisfaction and Performance Happy workers are somewhat more productive workers, but: 1. General attitude is a poor predictor of specific behaviors 2. Job performance affects satisfaction only when rewarded 3. Depends on employee control of job performance (e.g. limited in assembly lines)

4-22 Happy Staff = Happy Customers at Wegmans Wegmans Food Market enjoys strong customer loyalty and low employee turnover by keeping employees happy. Shown here, CEO Danny Wegman meets with staff during a new store opening. Courtesy of Wegmans Food Markets

4-23 Job Satisfaction and Customers Job satisfaction affects mood, leading to positive behaviors toward customers Less employee turnover, resulting in more consistent and familiar service Courtesy of Wegmans Food Markets

4-24 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

4-25 Building Organizational Commitment Justice and 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

Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Workplace Stress and Stress Management Workplace Emotions, Attitudes, and Stress

4-27 What is Stress? An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being A complex emotion that prepares us for fight or flight Eustress vs. distress

4-28 Stage 1 Alarm Reaction Stage 2 Resistance Stage 3 Exhaustion Normal Level of Resistance General Adaptation Syndrome

4-29 Behavioral Psychological Work performance, accidents, absenteeism, aggression, poor decisions Dissatisfaction, moodiness, depression, emotional fatigue Physiological Cardiovascular disease, hypertension, headaches Consequences of Distress

4-30 What are Stressors? Stressors are the causes of stress -- any environmental condition that places a physical or emotional demand on the person. Some common workplace stressors include:  Harassment an incivility  Work overload  Low task control

4-31 Psychological Harassment Repeated and hostile or unwanted conduct, verbal comments, actions or gestures, that affect an employee's dignity or psychological or physical integrity and that result in a harmful work environment for the employee

4-32 Sexual Harassment Unwelcome conduct -- detrimental effect on work environment or job performance Quid pro quo  employment or job performance is conditional on unwanted sexual relations Hostile work environment  an intimidating, hostile, or offensive working environment

4-33 Work Overload and Task Control Stressors Work Overload Stressor  Working more hours, more intensely than one can cope  Affected by globalization, consumerism, ideal worker norm Task Control Stressor  Due to lack control over how and when tasks are performed  Stress increases with responsibility

4-34 © Photodisc. With permission. Individual Differences in Stress Different threshold levels of resistance to stressor Use different stress coping strategies Resilience to stress  Due to personality and coping strategies Workaholism  Highly involved in work  Inner pressure to work  Low enjoyment of work

4-35 Managing Work-Related Stress Remove the stressor  Minimize/remove stressors Withdraw from the stressor  Vacation, rest breaks Change stress perceptions  Positive self-concept, humor Control stress consequences  Healthy lifestyle, fitness, wellness Receive social support

Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Workplace Emotions, Attitudes, and Stress Chapter Four