what are emotions and moods? how do emotions and moods influence behavior? what are attitudes and...
TRANSCRIPT
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?
3-2Copyright © 2012 John Wiley & Sons, Inc.
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.
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Emotional intelligence (EI)
Ability to understand emotions in ourselves
and others and to use that understanding
to manage relationships effectively.
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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.
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Moods
Generalized positive or negative
feelings or states of mind.
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JoyJoy
Sadness
Sadness
LoveLoveAngerAnger
Surprise
Surprise
FearFear
Major Emotions
Emotion and mood contagion – spillover effects
of one’s 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.
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Deep acting
Trying to modify feelings to better fit the
situation.
Surface acting
Hiding true feelings while displaying
different ones.
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Display rules
The degree to which it is appropriate to
display emotions.
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Job Satisfaction
Job Performance
Work Environment:•Characteristics of job•Job demands•Emotional labor requirements
Work Events:•Daily hassles•Daily uplifts
Emotional Reactions:•Positive•Negative
Personal Predispositions:•Personality•Mood
Attitude
Predisposition to respond in a positive
or negative way to someone or
something in one’s environment.
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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 one’s attitude.
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Cognitive dissonance Describes a state of inconsistency between an
individual’s 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.
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Job satisfactionAn attitude reflecting a person’s 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.
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Organizational Commitment Degree of loyalty an individual feels toward an
organization.
Rational Commitment – Reflects feelings that job
serves one’s 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.
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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.
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Five facets of job satisfaction:
The work itself
Quality of supervision
Relationships with co-workers
Promotion opportunities
Rewards Pay
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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
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Organizational Citizenship
A willingness to “go beyond the call of
duty” or “ go the extra mile” in one’s 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.
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Relationship between job satisfaction and
job performance – three theories:
Satisfaction causes performance.
Performance causes satisfaction.
Rewards cause satisfaction and
performance.
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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.
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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.
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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.
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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?
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