workplace emotions and attitudes - copy

8/3/2019 Workplace Emotions and Attitudes - Copy

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C H A P T E R:C H A P T E R: F O U RF O U R

Workplace

Emotions andAttitudes

Workplace



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Emotions and Attitudes at VanCity

VanCity goes beyond the

ordinary to maintain employee

satisfaction and loyalty. Shown

here, CEO Dave Mowat and happyemployees celebrate VanCity winning

the best place to work in Canada award.

Glen Baglo/Vancouver Sun


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Emotions Defined

Psychological, behavioural,

and physiological episodes

experienced toward an

object, person, or event

that create a state of

readiness.

Glen Baglo/Vancouver Sun


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Types of Emotions

Activation

Evaluation

Astonished

Tranquil

CheerfulSad

Fearful Elated

ContentBored

Low activationLow activationPositive emotionsPositive emotions

Low activationLow activationNegative emotionsNegative emotions

High activationPositive emotions

High activationHigh activationNegative emotionsNegative emotions

PositiveNegative

Low

High


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Attitudes versus Emotions

AttitudesAttitudes EmotionsEmotions

Judgments about anJudgments about an

attitude objectattitude object

Experiences toward anExperiences toward an

attitude objectattitude object

Usually stable for days orUsually stable for days or

longerlonger

Occur briefly, usuallyOccur briefly, usually

lasting minuteslasting minutes

Based mainly on rationalBased mainly on rational

logiclogic

Based on awareness ofBased on awareness of

our sensesour senses


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BehaviourBehaviour

Emotions, Attitudes and Behaviour

Perceived EnvironmentPerceived Environment

Attitude FeelingsFeelings

BeliefsBeliefs

BehaviouralBehavioural

IntentionsIntentions

Cognitiveprocess

Emotionalprocess

EmotionalEpisodes


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Cognitive Dissonance

A state of anxiety that occurs when an

individuals beliefs, feelings and behaviours

are inconsistent with one another

Most common when behaviour is

known to others

done voluntarily

cant be undone


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Emotional Labour

Effort, planning and control needed to

express organizationally desired emotions

during interpersonal transactions.

Emotional labour 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 Labour at Four Seasons

Four Seasons excels at consistently

high customer service, yet it also

adapts its legendary service to the

local culture. This occurs becauseemotional labour expectations vary from one

culture to the next. Employees are also

more comfortable providing emotional labour

that fits the culture.

Courtesy of Four Seasons Hotels & Resorts


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Emotional Labour Across Cultures

Some cultures expect people to

display a neutral emotional

demeanour, with minimal emotional

expression and monotonic voice

(e.g., Korea, Japan, Austria).

Other cultures allow or encourage

emotional expression, where

emotions are revealed through voice

and gestures (e.g., Kuwait, Egypt,

Spain, Russia).

Courtesy of Four Seasons Hotels & Resorts


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Emotional Labour 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 Defined

Ability to perceive and express

emotion, assimilate emotion in

thought, understand and reason withemotion, and regulate emotion in

oneself and others


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Social AwarenessSocial Awareness

SelfSelf--managementmanagement

Understanding and sensitivity to the

feelings, thoughts, and situation ofothers

Controlling or redirecting our internal

states, impulses, and resources

SelfSelf--awarenessawarenessUnderstanding your own emotions,

strengths, weaknesses, values, and

motives

RelationshipRelationship

ManagementManagementManaging other peoples emotions

Lowest

Highest

Model of Emotional Intelligence


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Emotional Intelligence Competencies

Self-awareness Social awareness

Self-management Relationshipmanagement

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 coachingEI 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 attitudesabout specific facets of

the job

Job

Satisfaction

SupervisorSupervisor

JobJob

ContentContent

CoCo--workersworkers

WorkingWorking

ConditionsConditions

CareerCareer

ProgressProgress

Pay andPay and

BenefitsBenefits


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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 Performance

Happy workers are somewhatmore

productive workers, but

1. General attitude is a poor predictor of specific

behaviours.

2. Job performance affects satisfaction only when

rewarded.

3. Job satisfaction and motivation have little effect

in jobs with little employee control (e.g.,assembly lines).


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Job Satisfaction and Customers

Job satisfaction increases customer

satisfaction and profitability because:

Job satisfaction affects mood, leading topositive behaviours toward customers

Less 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

Belief that staying with the organization serves

your personal interests


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OrganizationalOrganizationalcomprehensioncomprehension

TrustTrust

Justice & supportJustice & support

EmployeeEmployeeinvolvementinvolvement

Apply humanitarian values

Support employee wellbeing

Employees trust org leaders

Job security supports trust

Know firms past/present/future

Open and rapid communication

Employees feel part of company

Involvement demonstrates trust

Building Organizational Commitment

Shared valuesShared values Value congruence


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Psychological Contract Defined

Beliefs about the terms

and conditions of a

reciprocal exchangebetween that person and

other party


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Transactional vs Relational Contracts

TransactionalContracts

RelationalContracts

Time-frame OpenOpen--endedendedand indefiniteand indefinite

ClosedClosed--endedendedand shortand short--termterm

Stability DynamicDynamicStaticStatic

PervasivePervasiveNarrowNarrowScope

More subjectiveMore subjectiveWellWell--defineddefinedTangibility

Economic &Economic &socioemotionalsocioemotional

EconomicEconomicFocus


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Psychological Contract Issues

Contracts vary across cultures

Example: employees in Canada expect more

involvement than do employees in high power

distance cultures (e.g., Mexico)

Contracts vary across generations

Baby boomers: Assume more job security for

loyalty

Gen-X/ Gen-Y: Assume more employability


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Workplace


Workplace



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Chapter Four

Extras

Chapter Four

Extras


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Employee-Customer-Profit Chain

Company

Practices

Company

Practices

Satisfied

Employees

Satisfied

Employees

Lessturnover

Consistentservice

Lessturnover

Consistentservice

Customers

Perceived

Value

Customers

Perceived

Value

Satisfiedcustomers

Customerreferrals

Satisfiedcustomers

Customerreferrals

HigherRevenue

Growth andProfits

HigherRevenue

Growth andProfits

workplace emotions and attitudes - copy

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