McGraw-Hill/Irwin© 2008 The McGraw-Hill Companies, Inc. All rights reserved. 4 4 Workplace Emotions and Attitudes

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-2 Emotions and Attitudes 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

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-3 Emotions Defined Psychological, behavioral, and physiological episodes experienced toward an object, person, or event that create a state of readiness. Courtesy of Wegmans Food Markets

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-4 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

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-5 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

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-6 Behavior Emotions, Attitudes and Behavior Perceived Environment Attitude Feelings Beliefs BehavioralIntentions Cognitive process Emotional process Emotional Episodes

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-7 Serious Fun at CXtex Cxtec employees live up to their company values, which include having fun at work. –Helium-filled balloons adorn the office. –Break room with billiards, foosball, and air hockey. –Miniature golf tournaments in the office, tricycle races around the building, and “CXtec Idol” competitions. Courtesy of CXtec

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 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

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 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

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-10 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

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-11 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) Other cultures allow or encourage emotional expression, where emotions are revealed through voice and gestures (e.g. Kuwait, Egypt, Spain, Russia)

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-12 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

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-13 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

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-14 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

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-15 Emotional Intelligence Competencies Self-awarenessSocial awareness Self-management Relationship management Self (personal competence) Other (social competence) Recognition of emotions Regulation of emotions

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-16 Improving Emotional Intelligence Emotional intelligence is a set of competencies (aptitudes, skills) Can be learned, especially through coaching EI increases with age -- maturity

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-17 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

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-18 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

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-19 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.Job satisfaction and motivation have little effect in jobs with little employee control (e.g. assembly lines)

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-20 Happy Staff, Happy Customers at Outback Outback Steakhouse is successful in part because it applies the principle that happy employees make happy customers, which result in happy shareholders. Courtesy of Outback Steakhouse

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-21 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 Courtesy of Outback Steakhouse

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-22 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

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-23 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 Values congruence

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-24 Psychological Contract Defined Beliefs about the terms and conditions of a reciprocal exchange between that person and other party

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-25 Transactional v. 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

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-26 Psychological Contract Issues Contracts vary across cultures –Example: employees in the United States 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

McGraw-Hill/Irwin© 2008 The McGraw-Hill Companies, Inc. All rights reserved. 4 4 Workplace Emotions and Attitudes

McGraw-Hill/Irwin© 2008 The McGraw-Hill Companies, Inc. All rights reserved. 4 4 Chapter Four Extras

McShane/Von Glinow OB4e© 2008 The McGraw-Hill Companies, Inc. All rights reserved. Slide 4-29 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