EMOTIONS AND MOODS

WHY WERE EMOTIONS IGNORED IN OB?

THE MYTH OF RATIONALITY
EMOTIONS WERE SEEN AS IRRATIONAL
MANAGERS WORKED TO MAKE EMOTION-FREE ENVIRONMENTS

VIEW OF EMOTIONALITY
EMOTIONS WERE BELIEVED TO BE DISRUPTIVE EMOTIONS INTERFERED WITH PRODUCTIVITY ONLY NEGATIVE EMOTIONS WERE OBSERVED

NOW WE KNOW EMOTIONS CANT BE SEPARATED FROM THE WORKPLACE

EMOTIONAL TERMINOLOGY
AFFECT

A GENERIC TERM THAT ENCOMPASSES A BROAD RANGE OF FEELINGS THAT PEOPLE EXPERIENCE. IT IS EXPERIENCED IN THE FORM OF EMOTIONS AND MOODS.
EMOTION

INTENSE FEELINGS THAT ARE DIRECTED AT SOMEONE OR SOMETHING SHORT TERMED AND ACTION-ORIENTED.
MOOD

FEELINGS THAT TEND TO BE LESS INTENSE AND LONGERLASTING THAN EMOTIONS AND OFTEN LACK A CONTEXTUAL STIMULUS

AFFECT, EMOTIONS, AND MOODS

7-4

EMOTIONS AND MOODS

EMOTIONS: OVERT REACTIONS THAT EXPRESS FEELINGS ABOUT EVENTS.
EMOTIONS ALWAYS HAVE AN OBJECT. THERE ARE SIX MAJOR CATEGORIES OF EMOTIONS. EXPRESSION OF MAJOR EMOTIONS IS UNIVERSAL. CULTURE DETERMINES HOW AND WHEN PEOPLE EXPRESS EMOTIONS.

MOOD: AN UNFOCUSED, RELATIVELY MILD FEELING THAT EXISTS AS BACKGROUND TO OUR DAILY EXPERIENCES.

DISPLAY RULES: CULTURAL NORMS ABOUT THE APPROPRIATE WAYS TO EXPRESS EMOTIONS.

CATEGORIES OF EMOTION

THE STRUCTURE OF A MOOD

Classifying Moods: Positive and Negative Affect

3-7

WHAT IS THE FUNCTION OF EMOTION?

DO EMOTIONS MAKE US IRRATIONAL?
EXPRESSING EMOTIONS PUBLICLY MAY BE DAMAGING TO SOCIAL STATUS EMOTIONS ARE CRITICAL TO RATIONAL DECISION-MAKING EMOTIONS HELP US UNDERSTAND THE WORLD AROUND US

WHAT FUNCTIONS DO EMOTIONS SERVE?

DARWIN ARGUED THEY HELP IN SURVIVAL PROBLEM-SOLVING EVOLUTIONARY PSYCHOLOGY: PEOPLE MUST EXPERIENCE EMOTIONS AS THERE IS A PURPOSE BEHIND THEM NOT ALL RESEARCHERS AGREE WITH THIS ASSESSMENT

8-8

SOURCES OF EMOTION AND MOOD

PERSONALITY
THERE IS A TRAIT COMPONENT AFFECT INTENSITY
THERE IS A COMMON PATTERN FOR ALL OF US:
HAPPIER IN THE MIDPOINT OF THE DAILY AWAKE PERIOD HAPPIER TOWARD THE END OF THE WEEK EXHIBITS 8-3 & 8-4

DAY AND TIME OF THE WEEK

WEATHER STRESS

ILLUSORY CORRELATION NO EFFECT EVEN LOW LEVELS OF CONSTANT STRESS CAN WORSEN MOODS PHYSICAL, INFORMAL, AND DINING ACTIVITIES INCREASE POSITIVE MOODS

SOCIAL ACTIVITIES

8-9

SOURCES OF EMOTIONS AND MOODS

3-10

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 theyre sad, theyre really sad, and when theyre happy, theyre really happy.

SOURCES OF EMOTIONS AND MOODS

DAY OF WEEK AND TIME OF DAY

MORE POSITIVE INTERACTIONS WILL LIKELY OCCUR MID-DAY AND LATER IN THE WEEK

3-11

EMOTIONS, MOODS, AND JOB PERFORMANCE

PEOPLE IN HIGHLY EMOTIONAL STATES HAVE LOWER JOB PERFORMANCE.
ESPECIALLY TRUE IN THE CASE OF NEGATIVE EMOTIONS.

PEOPLE SHOWING HIGH POSITIVE AFFECTIVITY MAKE BETTER DECISIONS THAN THOSE SHOWING HIGH NEGATIVE AFFECTIVITY.

BEING IN A POSITIVE MOOD HELPS PEOPLE RECALL POSITIVE THINGS AND BEING IN A NEGATIVE MOOD HELPS PEOPLE RECALL NEGATIVE THINGS.
PEOPLE REPORT GREATER SATISFACTION WITH THEIR JOBS WHILE THEY ARE IN A GOOD MOOD.

BEING IN A GOOD MOOD LEADS PEOPLE TO JUDGE THE WORK OF OTHERS MORE POSITIVELY.
PEOPLE WHO ARE IN A GOOD MOOD ALSO TEND TO BE MORE GENEROUS AND ARE INCLINED TO HELP THEIR FELLOW WORKERS. 12 PEOPLE WHO ARE IN A GOOD MOOD ARE INCLINED TO WORK MORE CAREFULLY WITH OTHERS TO RESOLVE CONFLICTS.

MANAGING EMOTIONS IN ORGANIZATIONS

EMOTIONAL DISSONANCE: INCONSISTENCIES BETWEEN THE EMOTIONS WE FEEL AND THE EMOTIONS WE EXPRESS. EMOTIONAL LABOR: THE PSYCHOLOGICAL EFFORT INVOLVED IN HOLDING BACK ONES TRUE EMOTIONS. ORGANIZATIONAL COMPASSION: STEPS TAKEN BY ORGANIZATIONAL OFFICIALS TO ALLEVIATE THE SUFFERING OF ITS EMPLOYEES OR

13

ORGANIZATIONAL COMPASSION

14

THE SPECTRUM OF BASIC EMOTIONS

Happiness Surprise Fear

Sadness

Anger

Disgust

Classifying Moods: Positive and Negative Affect

Mood States: General groupings of affective emotions

Positivity Offset: Generally, at zero input, people are in a positive mood 7-15

THE STRUCTURE OF A MOOD

Classifying Moods: Positive and Negative Affect

3-16

THE FUNCTIONS OF EMOTIONS

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

SOURCES OF EMOTIONS AND MOODS

3-18

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 theyre sad, theyre really sad, and when theyre happy, theyre really happy.

SOURCES OF EMOTIONS AND MOODS

DAY OF WEEK AND TIME OF DAY

MORE POSITIVE INTERACTIONS WILL LIKELY OCCUR MID-DAY AND LATER IN THE WEEK

3-19

MORE SOURCES
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

3-20

EVEN MORE SOURCES

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
3-21

EMOTIONAL LABOR
AN EMPLOYEES 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

3-22

FELT VS. DISPLAYED EMOTIONS

FELT EMOTIONS:

THE INDIVIDUALS ACTUAL EMOTIONS

DISPLAYED EMOTIONS:

THE LEARNED EMOTIONS THAT THE ORGANIZATION REQUIRES WORKERS TO SHOW AND CONSIDERS APPROPRIATE IN A GIVEN JOB SURFACE ACTING IS HIDING ONES TRUE EMOTIONS DEEP ACTING IS TRYING TO CHANGE ONES FEELINGS BASED ON DISPLAY RULES
3-23

EMOTIONAL INTELLIGENCE
A PERSONS 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
3-24

EMOTIONAL INTELLIGENCE ON TRIAL

THE CASE FOR:
INTUITIVE APPEAL IT MAKES SENSE EI PREDICTS CRITERIA THAT MATTER POSITIVELY CORRELATED TO HIGH JOB PERFORMANCE STUDY SUGGESTS THAT EI IS NEUROLOGICALLY BASED

THE CASE AGAINST:

EI IS TOO VAGUE A CONCEPT EI CANT BE MEASURED EI IS SO CLOSELY RELATED TO INTELLIGENCE AND PERSONALITY THAT IT IS NOT UNIQUE WHEN THOSE FACTORS ARE CONTROLLED

3-25

OB APPLICATIONS OF EMOTIONS AND MOODS

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 CREATIVITY POSITIVE MOODS AND FEEDBACK MAY INCREASE CREATIVITY

3-26

MORE OB APPLICATIONS OF EMOTIONS AND MOODS

MOTIVATION PROMOTING POSITIVE MOODS MAY GIVE A MORE MOTIVATED WORKFORCE LEADERSHIP EMOTIONS HELP CONVEY MESSAGES MORE EFFECTIVELY NEGOTIATION EMOTIONS MAY IMPAIR NEGOTIATOR PERFORMANCE

CUSTOMER SERVICE CUSTOMERS CATCH EMOTIONS FROM EMPLOYEES, CALLED EMOTIONAL CONTAGION

3-27

EVEN MORE OB APPLICATIONS OF EMOTIONS AND MOODS

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 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 SHELL 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.
3-28

HOW CAN MANAGERS INFLUENCE MOODS?

USE HUMOR TO LIGHTEN THE MOMENT GIVE SMALL TOKENS OF APPRECIATION STAY IN A GOOD MOOD THEMSELVES LEAD BY EXAMPLE HIRE POSITIVE PEOPLE

3-29

GLOBAL IMPLICATIONS
DOES THE DEGREE TO WHICH PEOPLE EXPERIENCE EMOTIONS VARY ACROSS CULTURES? DO PEOPLES INTERPRETATIONS OF EMOTIONS VARY ACROSS CULTURES?

DO THE NORMS FOR THE EXPRESSIONS OF EMOTIONS DIFFER ACROSS CULTURES?

YES TO ALL OF THE ABOVE!

3-30

IMPLICATIONS FOR MANAGERS

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

3-31

KEEP IN MIND
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

3-32