What are emotions and moods?

What do emotions and moods influence

behavior in organizations?

What are attitudes?

What is job satisfaction and what are its

implications?

3-2Copyright © 2008 John Wiley & Sons, Inc.

Affects

Broad range of feelings, in the form of

moods and emotions, that people

experience in their life context.

Emotions are strong positive or negative

feelings directed toward something.

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Emotional intelligence (EI)

Ability to understand emotions and

manage relationships effectively.

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Copyright © 2008 John Wiley & Sons, Inc. 3-5

Four Dimensions of Emotionally Intelligent Leadership

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JoyJoy

Sadness

Sadness

LoveLoveAngerAnger

Surprise

Surprise

FearFear

Major Emotions

Self conscious emotions Arise from internal sources (shame, guilt,

embarrassment, pride) and help regulate

interpersonal relationships.

Social emotions Arise from external sources (pity, jealousy)

and refer to individuals’ feelings based on

information external to themselves.

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Moods

Generalized positive or negative

feelings or states of mind.

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Emotions“I was really angry when Prof. Nitpicker criticized my presentation”•Identified with a source, cause•Tend to be brief, episodic•Many forms and types•Action oriented; link to behavior•Can turn into a mood

Moods“Oh, I just don’t have the energy to do much today. I’ve felt down

all week.”•Hard to identify cause•Can be long lasting•Either positive or negative•More cerebral; less action oriented•Can influence emotion

Emotion and mood contagion – spillover

effects of one’s emotions and mood onto

others.

Emotional labor – regulating one’s emotions

to display those desired by the organization.

Emotional dissonance – inconsistencies

between emotions we feel and emotions we

project.3-10Copyright © 2008 John Wiley & Sons, Inc.

Deep acting

Trying to modify your true inner feelings

based on display rules.

Surface acting

Hiding true feelings while displaying

different ones.

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Display rules

Informal standards that govern the degree

to which it is appropriate for people from

different cultures to display their emotions.

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Positive affect

tendency to be perceptually positive

Negative affect

tend to experience negative moods in a

wide range of settings and under many

different conditions

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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 Underlying beliefs, opinions, knowledge, or information

a person possesses.

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.

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Copyright © 2008 John Wiley & Sons, Inc. 3-17

Cognitive dissonance

A psychologically disturbing 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.3-18Copyright © 2008 John Wiley & Sons, Inc.

Job satisfaction An attitude that reflects whether individuals

feel positively or negatively about their jobs.

Job Involvement Degree to which individuals are dedicated to

their jobs.

Organizational Commitment Degree of loyalty to the organization.

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Five facets of job satisfaction:

The work itself

Quality of supervision

Relationships with co-workers

Promotion opportunities

Pay

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The Job Descriptive Index (JDI) is a

questionnaire that addresses aspects

of satisfaction with which good

managers should be concerned.

Take the sample survey.

3-21Copyright © 2008 John Wiley & Sons, Inc.

Withdrawal effects

Dissatisfied workers are absent more frequently,

are not engaged in their work (daydreaming,

socializing, web surfing), and are more likely to

quit.

Employee turnover results in costly corporate

impact:

Loss of talent

Replacement cost

3-22Copyright © 2008 John Wiley & Sons, Inc.

Organizational Citizenship

Behaviors that represent employees’

willingness to go the extra mile in their work.

Advancing organizational interests, positive

attitudes and public comments.

Helping behaviors that are unsolicited

(volunteering, mentoring).

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Relationship between satisfaction and

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 — 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.

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Theory: rewards cause both satisfaction and

performance Managerial implication — 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.

3-27Copyright © 2008 John Wiley & Sons, Inc.

If you won the lotto, would you ever work

again?

Consider the meanings we derive from

work (social identity, accomplishment,

achievement). How would replace

these?

3-28Copyright © 2008 John Wiley & Sons, Inc.