What are emotions and moods?

How do emotions and moods influence

behavior?

What are attitudes and how do they influence

behavior?
What is job satisfaction and why is it important?

Copyright 2012 John Wiley & Sons, Inc.

3-2

Affect
Range of emotions and moods that people

experience in their life context.

Emotions are strong positive or negative

feelings directed toward something or
someone.

Copyright 2012 John Wiley & Sons, Inc.

3-3

Emotional intelligence (EI)

Ability to understand emotions in ourselves

and others and to use that understanding to

manage relationships effectively.

Copyright 2012 John Wiley & Sons, Inc.

3-4

Copyright 2012 John Wiley & Sons, Inc.

3-5

Self-conscious emotions
Arise from internal sources (shame, guilt,

embarrassment, pride) and helps individuals

regulate their relationships with others.

Social emotions
Arise from external sources (pity, envy,

jealousy) and information.

Copyright 2012 John Wiley & Sons, Inc.

3-6

Moods
Generalized positive or negative feelings
or states of mind.

Copyright 2012 John Wiley & Sons, Inc.

3-7

Copyright 2012 John Wiley & Sons, Inc.

3-8

Major
Emotions

Joy
Anger

Love

Fear

Sadness

Surprise

Copyright 2012 John Wiley & Sons, Inc.

3-9

Emotion and mood contagion spillover effects

of ones emotions and mood onto others.
Emotional labor relates to the need to show

certain emotions in order to perform a job well.

Emotional dissonance emotions we actually feel
are inconsistent with the emotions we try to
project.

Copyright 2012 John Wiley & Sons, Inc.

3-10

Deep acting
Trying to modify feelings to better fit the

situation.

Surface acting
Hiding true feelings while displaying different

ones.

Copyright 2012 John Wiley & Sons, Inc.

3-11

Display rules
The degree to which it is appropriate to

display emotions.

Copyright 2012 John Wiley & Sons, Inc.

3-12

Work Environment:
Characteristics of job
Job demands
Emotional labor
requirements

Work Events:
Daily hassles
Daily uplifts

Job Satisfaction
Emotional
Reactions:
Positive
Negative
Job Performance

Personal
Predispositions:
Personality
Mood
Copyright 2012 John Wiley & Sons, Inc.

3-13

Attitude
Predisposition to respond in a positive or

negative way to someone or something

in ones environment.

Copyright 2012 John Wiley & Sons, Inc.

3-14

Cognitive component
Reflects underlying beliefs, opinions, knowledge, or

information a person possesses.

Affective component
Specific feeling regarding the personal impact of the

antecedent condition evidenced in the cognitive

component.

Behavioral component
Intention to behave in a certain way based on the

affect in ones attitude.

Copyright 2012 John Wiley & Sons, Inc.

3-15

Copyright 2012 John Wiley & Sons, Inc.

3-16

Cognitive dissonance
Describes a state of inconsistency between an

individuals attitudes and/or between attitudes and

behavior.

Cognitive dissonance can be reduced by:

Changing the underlying attitude.
Changing future behavior.
Developing new ways of explaining or rationalizing the

inconsistency.

Copyright 2012 John Wiley & Sons, Inc.

3-17

Job satisfaction
An attitude reflecting a persons positive and

negative feelings toward a job, co-workers,

and the work environment.

Job Involvement
Extent to which an individual is dedicated to

a job.

Copyright 2012 John Wiley & Sons, Inc.

3-18

Organizational Commitment
Degree of loyalty an individual feels toward an

organization.
Rational Commitment Reflects feelings that job serves
ones financial, developmental, and professional
interests.
Emotional Commitment Reflects feelings that what

one does is important, valuable and of real benefit

to others.
Employee Engagement A positive feeling or strong
sense of connection with the organization.
Copyright 2012 John Wiley & Sons, Inc.

3-19

The Minnesota Satisfaction Questionnaire

(MSQ) and the Job Descriptive Index (JDI)
both address components of job
satisfaction with which good managers
should be concerned.

Take the sample survey.

Copyright 2012 John Wiley & Sons, Inc.

3-20

Five facets of job satisfaction:

The work itself
Quality of supervision
Relationships with co-workers
Promotion opportunities
Rewards Pay

Copyright 2012 John Wiley & Sons, Inc.

3-21

Withdrawal behaviors
Dissatisfied workers are absent more frequently,

more likely to quit, or at least on the lookout for

different employment.
Employee absenteeism and turnover can result

in :
Loss of experience
Replacement costs for recruitment and training
Copyright 2012 John Wiley & Sons, Inc.

3-22

Organizational Citizenship

A willingness to go beyond the call of

duty or go the extra mile in ones work.

Interpersonal organizational citizenship behaviors

have individuals doing extra things that help
others.

Organizational citizenship behaviors advance the

performance of the organization as a whole.
Copyright 2012 John Wiley & Sons, Inc.

3-23

Relationship between job satisfaction and

job performance three theories:
Satisfaction causes performance.
Performance causes satisfaction.
Rewards cause satisfaction and

performance.

Copyright 2012 John Wiley & Sons, Inc.

3-24

Theory: Satisfaction causes performance

Managerial implication to increase

employees work performance, make them

happy.
Job satisfaction alone is not a consistent

predictor of work performance.

Copyright 2012 John Wiley & Sons, Inc.

3-25

Theory: Performance causes satisfaction

Managerial implication try to create high

performance as a pathway to job satisfaction.

Performance leads to rewards that, in turn, lead

to satisfaction.
Performance leads to satisfaction only if rewards

are perceived as fair and equitable.

Copyright 2012 John Wiley & Sons, Inc.

3-26

Copyright 2012 John Wiley & Sons, Inc.

3-27

Theory: rewards cause both satisfaction and

performance
Managerial implication right rewards

allocated in the right way will positively

influence both performance and satisfaction.
Performance contingency - size of the reward
varies in proportion to the level of performance.

Copyright 2012 John Wiley & Sons, Inc.

3-28

If you won the lotto, would you ever work

again?
Consider the meanings we derive from
work (social identity, accomplishment,
achievement). How would you replace
these?
Copyright 2012 John Wiley & Sons, Inc.

3-29