Workplace Emotions, Attitudes, andStress

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

AttitudesAttitudes EmotionsEmotions

Judgments about anJudgments about anattitude objectattitude object

Based mainly onBased mainly onrational logicrational logic

Usually stable for daysUsually stable for daysor longeror longer

Experiences related to anExperiences related to anattitude objectattitude object

Based on innate and learned Based on innate and learned responses to environmentresponses to environment

Usually experienced forUsually experienced forseconds or lessseconds 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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BehaviorBehavior

Attitudes: From Beliefs to Behavior

Perceived EnvironmentPerceived Environment

Attitude FeelingsFeelings

BeliefsBeliefs

BehavioralBehavioralIntentionsIntentions

Cognitive process

Emotional process

Emotional Episodes

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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 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

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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• The Smile School in Japan

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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 DefinedAbility 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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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

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Emotional Intelligence Competencies

Self-awareness Social awareness

Self-management Relationship management

Self(personal competence)

Other(social competence)

Recognition of emotions

Regulationof emotions

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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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LoyaltyLoyalty

VoiceVoice

ExitExit

NeglectNeglect

• 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

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Job Satisfaction and PerformanceHappy 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 Wegman’s

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

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Job Satisfaction and CustomersJob 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

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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

SharedSharedValuesValues • Values congruence

Justice/ Justice/ SupportSupport

• Apply humanitarian values• Support employee wellbeing

EmployeeEmployeeInvolvementInvolvement

• Employees feel part of company• Involvement demonstrates trust

OrganisationalOrganisationalComprehensionComprehension

• Know firm’s past/present/future• Open and rapid communication

TrustTrust • Employees trust org leaders• Job security supports trust

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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

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Stage 1Alarm Reaction

Stage 2Resistance

Stage 3Exhaustion

NormalLevel of

Resistance

General Adaptation Syndrome

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BehavioralBehavioral

PsychologicPsychologicalal

Work performance, accidents, absenteeism, aggression, poor decisions

Dissatisfaction, moodiness, depression, emotional fatigue

PhysiologicPhysiologicalal

Cardiovascular disease, hypertension, headaches

Consequences of Distress

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CynicismCynicism

Reduced Personal Reduced Personal AccomplishmentAccomplishment

Physiological,Physiological,psychological,psychological,and behavioraland behavioralconsequencesconsequences

EmotionalEmotionalExhaustionExhaustion

Interpersonal andRole-Related Stressors

Job Burnout Process

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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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© 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

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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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