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ORGANIZATIONAL BEHAVIOR
Chapter # 04WORKPLACE EMOTIONS & ATTITUDESBy:-Barkat UllahIshfaq Husain, Asad Aziz, Aun Abbas
Workplace Emotions and Attitudes
Example From Practical Life:- SaskTel (a Canadian firm)
SaskTel has built a loyal workforce by avoiding layoffs, keeping employees informed, providing exciting job opportunities and demonstrating corporate social responsibility.
Chapter # 04
Why?
To Build Positive
Work Attitude & Emotions
Organizational
Performance
Customor Loyality
Employees Well beings
Because it
Leads to
After Completing Chapter We Will be able to understand:-
Emot
ions
Attit
udes
, Em
otion
al La
bour
Emot
ional
Intell
igenc
e Job
Satis
factio
nOr
ganiz
ation
al
Commitm
ent
Emotions at Workplace
• Emotions Defined• Psychological, behavioral, and physiological
episodes experienced toward an object, person, or event that create a state of readiness.
Components of this Definition
Episodes or Brief Events
Direct Towards Something
Psychological
Physiological episodes
State of Readiness
Types Of Emotions
Six Primary Categories Fear = anxiety + alarm Love = affection + care Surprise = Sudden + Never exp. before Joy = Event of Happiness + feel free Anger = Dissatisfied + violation of rules Sadness = Heart is Broken + no interest
Activation
Evaluation
Astonished
Tranquil
CheerfulSad
Fearful Elated
ContentBored
Low activationPositive emotions
Low activationNegative emotions
High activationPositive emotions
High activationNegative emotions
PositiveNegative
Low
High
Attitudes Definition
Cluster of Believes, assessed feeling and behavioral intentions toward a person, object or event.
Attitude Object Components of Attitude
Beliefs feelingsBehavioral Intentions
Established Perception about Attitude Object
+ive of -ive Evaluation of
Attitude Object
Engage in any reaction w.r.t
attitude object
Attitudes versus Emotions
Attitudes Emotions
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
Behavior
Emotions, Attitudes and Behavior
Perceived Environment
Attitude Feelings
Beliefs
BehavioralIntentions
Cognitive process
Emotional process
Emotional Episodes
Expectancy-value-model
Feeling influence behavioral intentionsBehavioral Intentions
Predict Behavior
Linking Emotions To Attitudes and Bhavior Rational Attitude Model would be incomplete without Emotions Emotions are linked with Attitudes and Behavior Neuroticism
Emotional Center Process information Much Faster Rational Center Expectancy value Model
Merger Example People behavior is also effected by emotions (last arrow from Emotions
to Behavior)
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
Personality and Emotions
Person’s emotions are also partially determined by Persoanlity. Positive Affectivity Negative Affectivity
To what extent personality traits influence emotions and behavior? Differ in their attendance Differ in their turnover Differ in reaction to job satisfaction
Managing Emotions at Workplace
Example of Elbow Room Café “Go get a coffee by yourself” “If you are in Hurry than you should have gone to McDonalds”
Its all a performance, more like a theater, enjoy good food, laugh etc. Café is managing emotions at work place via Emotional Labour. So, What is Emotional Labour?
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
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
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)
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
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-awarenessUnderstanding your own emotions, strengths, weaknesses, values, and motives
Relationship Management Managing other people’s emotions
Lowest
Highest
Model of Emotional Intelligence
Emotional Intelligence Competencies
Self-awareness Social awareness
Self-management Relationship management
Self(personal competence)
Other(social competence)
Recognition of emotions
Regulationof emotions
Improving Emotional Intelligence
Emotional intelligence is a set of competencies (aptitudes, skills) Can be learned, especially through coaching EI increases with age -- maturity
Job Satisfaction A person's evaluation of his or her job and work
context A collection of attitudes about specific facets of the
job
JobSatisfaction
Supervisor
JobContent
Co-workers
Working Conditions
Career Progress
Pay and Benefits
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
Job Satisfaction and Performance
Happy workers are somewhat more productive workers, but:
1. General attitude is a poor predictor of specific behaviors2. Job performance affects satisfaction only when rewarded3. Job satisfaction and motivation have little effect in jobs with
little employee control (e.g. assembly lines)
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.
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
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
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
Psychological Contract Defined
Beliefs about the terms and conditions of a reciprocal exchange between that person and other party
Transactional v. Relational ContractsTransactionalContracts
RelationalContracts
Time-frame Open-endedand indefinite
Closed-endedand short-term
Stability DynamicStatic
PervasiveNarrowScope
More subjectiveWell-definedTangibility
Economic & socioemotionalEconomicFocus
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
From Security To Employability
Picture of Typical White Collar Employees This Picture portrays:
If you are loyal to organization than it would take care of job security and career development.
This contract is out- dated emerging one is “Employability”
Employability Employees are responsible for their own career By developing new competencies Employees keep their jobs by continuously offering
valuable skills and knowledge Recent Poll (Research)
68 % candidates believe job security is of Past 41 % believe that employer is loyal to them
Hence, “Environment is shifting from Job Security to Skill Security”
Permanence of Employability
Will Employability again shift to Job Security? Perhaps it can:-
But Two Factors will likely to preserve1. Increasing Turbulence in Business environment2. Global Competition, Deregulation and Information Technology
Organization must keep employability flexible and adaptive.
Summary of Chapter