chapter 3 emotions, attitudes, and job satisfaction it’s not only how people think but how they...
TRANSCRIPT
Chapter 3
Emotions, Attitudes, and Job Satisfaction
It’s not only how people think but how they feel
Copyright © 2008 John Wiley & Sons, Inc. 3-2
Chapter 3 Study Questions
• What are foundations of emotions and moods?
• What are organizational and cultural exemplars of emotions and moods?
• What are attitudes?
• What is job satisfaction and how is it related to performance?
Copyright © 2008 John Wiley & Sons, Inc. 3-3
Figure 3.1
Copyright © 2008 John Wiley & Sons, Inc. 3-4
What are foundations of emotions and moods?• Affects
– generic term that covers a broad range of feelings that individuals express
• Emotions – intense feelings that are directed at someone or
something
• Moods – less intense and frequently lack a contextual
stimulus
Copyright © 2008 John Wiley & Sons, Inc. 3-5
What are foundations of emotions and moods?
Major emotions
• Anger
• Fear
• Joy
• Love
• Sadness
• Surprise
Copyright © 2008 John Wiley & Sons, Inc. 3-6
What are foundations of emotions and moods?
• Self conscious emotions – help individuals stay aware of and regulate their
relationships with others
• Social emotions – refer to individuals’ feelings based on
information external to themselves – includes pity, envy, and jealousy
Copyright © 2008 John Wiley & Sons, Inc. 3-7
What are foundations of emotions and moods?
• Positive affectivity – tendency to be perceptually positive
• Negative affectivity – tend to experience negative moods in a wide
range of settings and under many different conditions
Copyright © 2008 John Wiley & Sons, Inc. 3-8
Figure 3.2
Copyright © 2008 John Wiley & Sons, Inc. 3-9
What are organizational and cultural exemplars of emotions and moods?
• Emotional dissonance – inconsistencies between emotions we feel and
emotions we project
• Emotional labor – a situation where a person displays
organizationally desired emotions during interpersonal transactions at work
Copyright © 2008 John Wiley & Sons, Inc. 3-10
What are organizational and cultural exemplars of emotions and moods?
• Deep acting – trying to modify your true inner feelings based
on display rules
• Surface acting – hiding your inner feelings and forgoing
emotional expressions as a response to display rules
Copyright © 2008 John Wiley & Sons, Inc. 3-11
What are organizational and cultural exemplars of emotions and moods?
• Emotional intelligence (EI)– one’s ability to detect and manage emotional
cues and information
Copyright © 2008 John Wiley & Sons, Inc. 3-12
What are organizational and cultural exemplars of emotions and moods?
Emotional intelligence includes:
• Appraisal and expression of emotions in yourself
• Appraisal and recognition of emotions in others
• Regulation of emotions in yourself
• Use of emotions to facilitate performance
Copyright © 2008 John Wiley & Sons, Inc. 3-13
What are organizational and cultural exemplars of emotions and moods?
OB applications
• Leadership
• Motivation
• Customer service
• Gender differences
Copyright © 2008 John Wiley & Sons, Inc. 3-14
What are organizational and cultural exemplars of emotions and moods?
Emotions and culture
• Display rules – informal standards that govern the degree to
which it is appropriate for people from different cultures to display their emotions similarly
Copyright © 2008 John Wiley & Sons, Inc. 3-15
What are attitudes?
• Attitude – predisposition to respond in a positive or
negative way to someone or something in one’s environment
Copyright © 2008 John Wiley & Sons, Inc. 3-16
Figure 3.3
Copyright © 2008 John Wiley & Sons, Inc. 3-17
What are attitudes?
• Cognitive component – reflects the beliefs, opinions, knowledge, or
information a person possesses
• Beliefs – represent ideas about someone or something
and the conclusions people draw about them
Copyright © 2008 John Wiley & Sons, Inc. 3-18
What are attitudes?
• Affective component – specific feeling regarding the personal impact
of the antecedents
• Behavioral component – intention to behave in a certain way based on
your specific feelings or attitudes
Copyright © 2008 John Wiley & Sons, Inc. 3-19
What are attitudes?
• Cognitive dissonance– Describes a state of inconsistency between an
individual’s attitudes and his or her behavior
• Cognitive dissonance can be reduced by:– Changing the underlying attitude– Changing future behavior– Developing new ways of explaining or
rationalizing the inconsistency
Copyright © 2008 John Wiley & Sons, Inc. 3-20
What is job satisfaction and how is it related to performance?
• Job satisfaction– The degree to which individuals feel positively
or negatively about their jobs
Copyright © 2008 John Wiley & Sons, Inc. 3-21
What is job satisfaction and how is it related to performance?
Five facets of job satisfaction:
• The work itself
• Quality of supervision
• Relationships with co-workers
• Promotion opportunities
• Pay
Copyright © 2008 John Wiley & Sons, Inc. 3-22
What is job satisfaction and how is it related to performance?
• Argument: 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 © 2008 John Wiley & Sons, Inc. 3-23
What is job satisfaction and how is it related to performance?
• Argument: performance causes satisfaction– Managerial implication — help people achieve
high performance, then satisfaction will follow– Performance in a given time period is related to
satisfaction in a later time period– Rewards link performance with later
satisfaction
Copyright © 2008 John Wiley & Sons, Inc. 3-24
What is job satisfaction and how is it related to performance?
• Argument: rewards cause both satisfaction and performance– Managerial implications.
• Proper allocation of rewards can positively influence both satisfaction and performance
• High job satisfaction and performance-contingent rewards influence a person’s work performance
• Size and value of the reward should vary in proportion to the level of one’s performance