ORGANIZATIONAL BEHAVIOUR

EMOTIONS AND ATTITUDES

OBJECTIVE OF THE PRESENTATION

WHAT ARE EMOTIONS???? ITS SOURCES ASPECTS TYPES CHARACTERISTICS WHAT IS E.Q??? ITS DIMENSIONS, EFFECTS, RESULTS

WHAT IS EMOTIONAL COMPETENCE? SOME BASIC CONCEPTS ASSOCIATED WITH

EMOTIONS MEASUREMENT OF EMOTIONS CORRELATES OF EMOTIONS THEORIES WHAT ARE ATTITUDES???? ITS COMPONENTS, SOURCES, TYPES THEORIES EFFECTS EFFECT OF EMOTIONS ON INDIVIDUAL’S

BEHAVIOUR AND ATTITUDE

INTRODUCTION

The word “EMOTION” was derived from the LATIN word “EMOVERE” which means “TO EXITE”

DEFINITION

“Emotions involve reactions consisting of subjective cognitive state, psychological reactions and expressive behaviour”

-Baron and Byron(1980)

EMOTIONALMIIND

RATIONALMIND

ASPECTS OF EMOTIONS

There are basically three major aspects involved in emotions:

Feelings are involved. Internal bodily changes. External expressive behaviour.

CHARACTERISTICS

Emotions are: Diffused Persistent Cumulative Motivational in nature

TYPES OF EMOTIONS

LINDZEY,HALL and THOMPSON in 1978 talked about 7 types of main emotions:

Love and affection Joy and elation Sadness and depression Boredom Fear and anxiety Anger Jealously

INDICATOR OF A PERSON’S SUCCESS IN LIFE

80% EQ

EMOTIONAL INTELLIGENCE

Also known as EMOTIONAL QUOTIENT “Emotional awareness and emotional

management skills which provide the ability to balance emotion and reason so as to maximise long-term happiness.

EMOTIONAL INTELLIGENCE

Self awareness Ability to manage moods Motivation Empathy Social skills: Cooperation Leadership, etc.

DIMENSIONS OF E.Q.Personal competence Social competence

RecognitionOf

emotions

RegulationOf

emotions

Self-awarenessEmotional self-awarenessAccurate self-assessment

Self-confidence

Social awarenessEmpathy

Organizational AwarenessService

Self-managementEmotional self-control

TransparencyAdaptability

InitiativeOptimism

Relationship managementInspirational leadership

Developing othersChange catalyst

Conflict managementBuilding bondsTeamwork andCollaboration

E.Q.

The new manager is too sensitive; he takes everything too personally.

She is jealous of her colleagues. The boss is always in a hostile mood. The manager doesn’t understand the

feelings of others. The production manager is very rude.

EQ

LOW EQ

HIGH EQ

ANGERFRUSTATIONEMPTINESS

FAILUREFEARGUILT

LETHARGYDEPENDENCE

,etc

MOTIVATIONSATISFACTION

PEACEDESIRE ELATION

FREEDOMHAPPINESS

AWARENESSFRIENDSHIP

SELF-CONTROL,etc

THE MARSHMALLOW EXPERIMENT

Done in 1960s in US by WALTER MISCHEL, a psychologist at Stanford University.

Most widely acclaimed paper on EQ. 4 year old children. Given a marshmallow each. Asked to postpone eating it for 15-20

minutes.

IQ EQ

GETS YOU

HIRED

GETS YOU

PROMOTED

THE PROFESSIONAL SUCCESS

EMOTIONAL COMPETENCE It is a learned capability that leads to

outstanding performance at work. EQ is what determines one’s potential for learning practical skills which are based on the five elements of EQ (as mentioned in the book “EMOTIONAL INTELLIGENCE AT WORK”:

• Self awareness Empathy• Motivation Adeptness in

relations • Self regulation

THE EMOTIONAL COMPETENCE FRAMEWORK

PERSONAL COMPETENCE: Determine how one manages oneself. SELF AWARENESS: Emotional awareness Accurate self assessment Self confidence

THE EMOTIONAL COMPETENCE FRAMEWORK

SELF REGULATION: Self control Trustworthiness Conscientiousness Adaptability innovation

THE EMOTIONAL COMPETENCE FRAMEWORK

MOTIVATION:o Achievement driveo Commitmento Initiative

SOME CONCEPTS ASSOCIATED….

EMOTIONAL LABOUR MANAGING EMOTIONS AT WORK EMOTIONAL DISPLAY NORMS ACROSS

CULTURE EMOTIONAL DISSONANCE

Measurement of Emotions

PHYCHOLOGICAL

1.RATING SCALE2.OBSERVATION METHOD

3.PSYCHOANALYTIC TECHNIQUE

4.QUESTIONNAIRE METHOD

PHYSIOLOGICAL

1. GSR2.CHANGES IN

BLOOD PRESSURE

PHYSIOLOGICAL CORRELATES OF EMOTIONS

PHYSIOLOGICAL CHANGES

EXTERNAL BODILY CHANGES

INTERNAL BODILY CHANGES

JAMES-LANGE THEORYGiven by William James and Carl

Lange (Danish Physiologists) in 1880

Common sense says:

Emotion Provokingstimulus

Emotional experience

Emotionalbehaviour

But this theory said:

Emotion provokingstimulus

PhysiologicalReaction

Subjective state

CANNON-BARD THEORY

In 1927, Walter Cannon gave this theory.But later it was supported by Bard on the

basis of his research work.

Basic assumption: Emotion provoking stimuli or events

simultaneously produce physiological arousal or subjective reaction i.e. emotion

CEREBRAL CORTEX

HYPOTHALAMUS

VISCERALORGANS

ATTITUDES

Attitudes are EVALUATED STATEMENTS –either favourable or unfavourable- concerning objects, people or events. They reflect HOW ONE FEELS ABOUT SOMETHING.

On the other hand, VALUES represent basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct.

COMPONENTS OF ATTITUDE

COGNITION

AFFECT

BEHAVIOUR

COMPONENTS

COGNITIVE component of an attitude The opinion or belief segment of an attitude.

AFFECTIVE component of an attitudeThe emotional or feeling segment of an

attitude.

BEHAVIOURAL component of an attitudeAn intention to behave in a certain way toward

someone or something.

AFFECTIVITY

NEGATIVE POSITIVE

SOURCES OF ATTITUDES

TEACHERS

PARENTS

PEER GROUP

OFFICE PEOPLE

ENVIRONS

TYPES OF ATTITUDES

JOB INVOLVEMENT The degree to which a person identifies

with his or her job, actively participates in it and considers his or her performance important to self worth.

JOB SATISFACTIONAn individual’s general attitude towards

his or job.

LIFE

LEISURE

POLI-TICS

JOB

FAMILY

RELIGION

TURNOVER

ABSENCES

TURNOVER AND ABSENCES

JOB

SATISFACTION

H

HL

TYPES…

ORGANIZATIONAL COMMITMENTThe degree to which an employee

identifies with a particular organization and its goals, and wishes to maintain membership in the organization.

COGNITIVE DISSONANCE THEORY

LEON FESTINGER, in late 1950s proposed this theory.

The theory aims to explain the link between attitudes and behaviours.

Cognitive Dissonance refers to any incompatibility between two or more attitudes or between behaviours and attitudes

INDIVIDUAL REDUCE STABLILITYDISCOMFORT

ELEMENTS

INDIVIDUALIF

REQUIREDCHANGE

UNIMPORTANTIMPORTANTREWARDSPRESSURE

A-B RELATIONSHIP

In 1960s, the assumed relationship between attitudes and behaviour (A-B) was challenged.

MODERATING VARIABLES

SOCIAL CONSTRAINTS

EXPERIENCE WITH THEATTITUDE

INQUESTION

EFFECTS OF EMPLOYEE ATTITUDES

NEGATIVE

PSYCHOLOGICAL WITHDRAWAL

(daydreaming on the job)PHYSICAL

WITHDRAWAL(unauthorized absences,

early departures,Extended breaks,Work slowdownsAGGRESSION

RETALIATION FOR PRESUMED WRONGS

POSITIVE

IMPROVED CUSTOMER

SERVICEACTIVE BEHAVIOUR

DILIGENCEINCREASED EFFICIENCY

THE PERFORMANCE-SATISFACTION-EFFORT LOOP

PERFORMANCE REWARDSEconomic

SociologicalPsychological

Perception of EQUITY inREWARDS

SatisfactionDissatisfaction

Greater or LesserEffort

Greater or Lesser Commitment

TURNOVERABSENTEEISM

TARDINESSTHEFT

VIOLENCEPOOR ORGANIZATIONAL

CITIZENSHIP

FOUR PRODUCTS OF EMPLOYEE-ORGANIZATION ATTITUDES

+VE

-VE

+VE -VE

EMPLOY

EE’SATTI.--ORGANI

ZATION

ORGANIZATION’S ATTITUDE TOWARD EMPLOYEE

EMPLOYEE STAYS

EMPLOYEE LEAVESVOLUNTARILY

EMPLOYEE IS TERMINATED

EMPLOYEELEAVES

BY MUTUAL AGREEMENT

PERCEIVED ENVIRONMENT

BELIEFS

FEELINGS

BEHAVIOURALINTENTIONS

BEHAVIOUR

EMOTIONALEPISODES

ATTITUDE

COGNITIVE PROCESS EMOTIONALPROCESS

THANKYOU……..