Workplace Emotions, Attitudes, and Stress

McGraw-Hill/Irwin McShane/Von Glinow OB 5e

Copyright 2010 by The McGraw-Hill Companies, Inc. All rights reserved.

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).

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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

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Types of Emotions

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Attitudes versus Emotions

Attitudes
Judgments about an attitude object Based mainly on rational logic

Emotions
Experiences related to an attitude object Based on innate and learned responses to environment

Usually stable for days or longer

Usually experienced for seconds or less

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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

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Attitudes: From Beliefs to Behavior

Perceived Environment
Cognitive process Emotional process

Beliefs
Attitude

Feelings
Behavioral Intentions

Emotional Episodes

Behavior
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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

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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.

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Cognitive Dissonance

A state of anxiety that occurs when an individuals beliefs, feelings and behaviors are inconsistent with one another Most common when behavior is:
known to others done voluntarily cant be undone

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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

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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

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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

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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

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Model of Emotional Intelligence

Highest

Relationship Management

Managing other peoples emotions

Social Awareness

Perceiving and understanding the meaning of others emotions

Self-management

Managing our own emotions

Lowest

Self-awareness

perceiving and understanding the meaning of your own emotions

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Emotional Intelligence Competencies

Self (personal competence) Other (social competence)

Recognition of emotions

Self-awareness

Social awareness

Regulation of emotions

Self-management

Relationship management

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Improving Emotional Intelligence

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

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Job Satisfaction

A person's evaluation of his or her job and work context A collection of attitudes about specific facets of the job

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EVLN: Responses to Dissatisfaction

Exit Voice Loyalty 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

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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)

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Happy Staff=Happy Customers at Wegmans

Wegmans Food Market enjoys strong customer loyalty and low employee turnover by keeping employees happy.

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Job Satisfaction and Customers

Job satisfaction increases customer satisfaction and profitability because: Job satisfaction affects mood, leading to positive behaviors toward customers
1.

Job satisfaction reduces employee turnover, resulting in more consistent and familiar service
2.

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Organizational Commitment

Affective commitment
Emotional attachment to, identification with, and

involvement in an organization

Continuance commitment
Calculative attachment stay because too costly to

quit

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Building (Affective) commitment

Justice/ Support Apply humanitarian values Support employee wellbeing

Shared Values
Trust

Values congruence

Employees trust org leaders Job security supports trust Know firms past/present/future Open and rapid communication Employees feel part of company Involvement demonstrates trust
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Organisational Comprehension

Employee Involvement

What is Stress?

An adaptive response to a situation that is perceived as challenging or threatening to the persons well-being Aphysiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions Eustress vs. distress

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General Adaptation Syndrome

Stage 1 Alarm Reaction Stage 2 Resistance Stage 3 Exhaustion

Normal Level of Resistance

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Consequences of Distress
Physiological
Cardiovascular disease, hypertension, headaches

Behavioral

Work performance, accidents, absenteeism, aggression, poor decisions

Psychological

Dissatisfaction, moodiness, depression, emotional fatigue

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Job Burnout Process

Interpersonal and Role-Related Stressors

Emotional Exhaustion Physiological, psychological, and behavioral consequences

Cynicism

Reduced Personal Accomplishment

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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

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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.

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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

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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

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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
Photodisc. With permission.

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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

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Workplace Emotions, Attitudes, and Stress

McGraw-Hill/Irwin McShane/Von Glinow OB 5e

4-35 Copyright 2010 by The McGraw-Hill Companies, Inc. All rights reserved.