1. Copyright ©2012 Pearson Education Chapter 3 Moods, Emotions and Organizational Behaviour 3-1 Essentials of Organizational Behavior, 11/e Global Edition Stephen P. Robbins & Timothy A. Judge

2. 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.

3. 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

4. Copyright ©2012 Pearson Education Affect – Emotions – Mood!!  Affect – range of feelings which encompass emotions & moods.  Moods – feelings which are less intense than emotion and is not directed towards any thing.  Emotions – intense feelings that are directed towards someone or something.  Reactions  Object specific  Emotions can turn into moods

5. Copyright ©2012 Pearson Education Affect, Emotions, and Moods 3-5

6. Copyright ©2012 Pearson Education The Six Universal Emotions Happiness Surprise Fear Sadness Anger Disgust Emotion Continuum

7. Copyright ©2012 Pearson Education The Structure of a Mood 3-7 Classifying Moods: Positive and Negative Affect

8. Copyright ©2012 Pearson Education The Functions of Emotions 3-8  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

9. Copyright ©2012 Pearson Education Sources of Emotions and Moods 3-9 Personality Moods and emotions have a trait component: most people have built-in tendencies to experience certain moods and emotions more frequently than others do. People also experience the same emotions with different intensities. Contrast Arsenal coach Arsene Wenger to Microsoft CEO Bill Gates. One is easily moved to anger, while the other is relatively distant and unemotional. Wenger and Gates probably differ in affect intensity, or how strongly they experience their emotions. affect intensity, or how strongly they experience their emotions. Affectively intense people experience both positive and negative emotions more deeply: when they’re sad, they’re really sad, and when they’re happy, they’re really happy.

10. Copyright ©2012 Pearson Education Sources of Emotions and Moods 3-10 Day of Week and Time of Day  More positive interactions will likely occur mid-day and later in the week

11. Copyright ©2012 Pearson Education More Sources 3-11 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

12. Copyright ©2012 Pearson Education Even More Sources 3-12 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

13. Copyright ©2012 Pearson Education Emotional Labor 3-13 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

14. Copyright ©2012 Pearson Education Emotions: Felt vs. Displayed Emotions  Felt emotions The individual’s actual emotions  Actual feelings  In-born  Natural response  Displayed emotions The learned emotions that the organization requires workers to show and considers appropriate in a given job  Emotion exhibited  Desired, organizational requirements.  Learned How do you fall victim to office politics is mostly a difference between felt & displayed emotions? Emotions are never neutral. Being neutral is being emotionless  Surface Acting is hiding one’s true emotions  Deep Acting is trying to change one’s feelings based on display rules

15. Copyright ©2012 Pearson Education Emotional Intelligence 3-15 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 The ability, capacity, or skill to perceive, assess, and manage the emotions of oneself, of others, and of groups

16. 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 3-16 The case for:The case against:

17. Copyright ©2012 Pearson Education OB Applications of Emotions and Moods 3-17  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  Emotionally charged people make poor decisions, lose patience to analyze the pros & cons  People experiencing positive emotions are good decision makers. Problem solving skills are sharpened

18. Copyright ©2012 Pearson Education More OB Applications of Emotions and Moods 3-18  Creativity – Positive moods and feedback may increase creativity  Motivation – Promoting positive moods may give a more motivated workforce  People with high motivation are emotionally committed to their work/project.  Involvement with the job generates positive emotions  Discouragement leads to low motivation level, hence negative emotions can be displayed

19. Copyright ©2012 Pearson Education Even More OB Applications of Emotions and Moods 3-19  Leadership – Emotions help convey messages more effectively  Leader rely a lot on expression of feelings by themselves  They also read and understand others’ emotions to be a better leader.  Leaders make people follow them by making them emotionally charged  Emotionally charged people accept change readily  Negotiation – Emotions may impair negotiator performance  Customer Service – Customers “catch” emotions from employees, called emotional contagion

20. Copyright ©2012 Pearson Education Even More OB Applications of Emotions and Moods 3-20  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  Actions which violate norms and threaten members or organizations, such actions are called employee deviance  These action scan be violent or non-violent; envy, jealousy, back stabbing, etc.

21. Copyright ©2012 Pearson Education Even More OB Applications of Emotions and Moods 3-21  Safety and Injury at Work – Bad moods can contribute to injury at work in several ways. Individuals in negative moods tend to be more anxious, which can make them less able to cope effectively with hazards. A person who is always scared will be more pessimistic about the effectiveness of safety precautions because she feels she’ll just get hurt anyway, or she might panic or freeze up when confronted with a threatening situation. Negative moods also make people more distractible, and distractions can obviously lead to careless behaviors.

22. Copyright ©2012 Pearson Education How Can Managers Influence Moods? 3-22  Use humor to lighten the moment  Give small tokens of appreciation  Stay in a good mood themselves – lead by example  Hire positive people

23. Copyright ©2012 Pearson Education Global Implications 3-23 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!

24. Copyright ©2012 Pearson Education Implications for Managers 3-24  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

25. Copyright ©2012 Pearson Education Keep in Mind… 3-25  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

26. Copyright ©2012 Pearson Education Summary 3-26 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.

27. Copyright ©2012 Pearson Education 3-27 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.