1. Workplace Emotions, Attitudes, and Stress McGraw-Hill/Irwin McShane/Von Glinow OB 5e Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Positive Emotions at Mott MacDonald To attract and keep talented employees, companies are finding creative ways to generate positive emotions in the workplace. Employees at Mott MacDonald have plenty of fun. For example, the Abu Dhabi oil and gas team has an annual desert safari, complete with camel rides (shown in photo). 4-2

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  Moods – lower intensity emotions without any specific target source 4-3

4. Types of Emotions 4-4

5. 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

6. 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

7. Behavior Attitudes: From Beliefs to Behavior Perceived Environment Attitude Feelings Beliefs BehavioralIntentions Cognitive process Emotional process Emotional Episodes 4-7

8. Emotions, Attitudes, and Behavior  How emotions influence attitudes: 1. Feelings are shaped by cumulative emotional episodes (not just evaluation of beliefs) 2. We ‘listen in’ on our emotions when determining our attitude toward something  Potential conflict between cognitive and emotional processes  Emotions also directly affect behavior e.g. facial expression 4-8

9. 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. 4-9

10. 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 4-10

11. Emotional Labor Defined Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions. Emotional labor is higher when job requires: frequent and long duration display of emotions displaying a variety of emotions displaying more intense emotions 11 4-11

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 4-12

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 4-13

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 4-14

15. Social Awareness Self-management Perceiving and understanding the meaning of others’ emotions Managing our own emotions Self-awareness perceiving and understanding the meaning of your own emotions Relationship Management Managing other people’s emotions Lowest Highest Model of Emotional Intelligence 4-15

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

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

18. Job Satisfaction  A person's evaluation of his or her job and work context  A collection of attitudes about specific facets of the job 4-18

19. 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 4-19

20. 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. Effect on performance strongest in complex jobs because of greater employee influence on job performance (e.g. limited in assembly lines) 4-20

21. Happy Staff=Happy Customers at Wegman’s Wegmans Food Market enjoys strong customer loyalty and low employee turnover by keeping employees happy. 4-21

22. Job Satisfaction and Customers Job satisfaction increases customer satisfaction and profitability because: 1. Job satisfaction affects mood, leading to positive behaviors toward customers 2. Job satisfaction reduces employee turnover, resulting in more consistent and familiar service 4-22

23. Organizational Commitment  Affective commitment Emotional attachment to, identification with, and involvement in an organization  Continuance commitment Calculative attachment – stay because too costly to quit 4-23

24. Building (Affective) commitment SharedValuesSharedValues Values congruence Justice/ Support Apply humanitarian values Support employee wellbeing EmployeeInvolvementEmployeeInvolvement Employees feel part of company Involvement demonstrates trust Organisational Comprehension Know firm’s past/present/future Open and rapid communication TrustTrust Employees trust org leaders Job security supports trust Employees trust org leaders Job security supports trust 4-24

25. What is Stress?  An adaptive response to a situation that is perceived as challenging or threatening to the person’s well-being  Aphysiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions  Eustress vs. distress 4-25

26. Stage 1 Alarm Reaction Stage 2 Resistance Stage 3 Exhaustion Normal Level of Resistance General Adaptation Syndrome 4-26

27. Behavioral Psychological Work performance, accidents, absenteeism, aggression, poor decisions Dissatisfaction, moodiness, depression, emotional fatigue Physiological Cardiovascular disease, hypertension, headaches Consequences of Distress 4-27

28. Cynicism Reduced Personal Accomplishment Physiological,psychological, and behavioral consequences EmotionalExhaustion Interpersonal and Role-Related Stressors Job Burnout Process 4-28

29. 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 4-29

30. 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. 4-30

31. 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 4-31

32. 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 4-32

33. © 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 4-33

34. 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 4-34

35. Workplace Emotions, Attitudes, and Stress McGraw-Hill/Irwin McShane/Von Glinow OB 5e Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. 4-35