cob8 ch04-september 19th

8/18/2019 COB8 Ch04-September 19th

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Chapter4

WorkplaceEmotions,

Attitudes, andStress

Canadian OB 8e 1© 2012 The McGraw-Hill Companie! "nc# $ll ri%htreer&ed


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Emotions and Stress at JetBlue

Former JetBlue employee

Steven Slater (shown in

photo) and other flight

attendants are expected to

manage their emotions on

the job even when faced

with significant stressors.



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Emotions Defned

sychological! behavioural!

and physiological episodes

that create a state of

readiness. "ost emotions occur without

our awareness

#wo features of all emotions$

% &ll have some degree ofactivation

% &ll have core affect 'evaluate

that something is goodbad

Canadian OB 8e '© 2012 The McGraw-Hill Companie! "nc# $ll ri%htreer&ed


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Types o Emotions



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Attitudes versusEmotions

$ttit(de$ttit(de )motion)motion

*(d%ment a+o(t an *(d%ment a+o(t an

attit(de o+,ectattit(de o+,ect

Baed mainl onBaed mainl on

rational lo%icrational lo%ic

.(all ta+le or da.(all ta+le or da

or lon%eror lon%er

)perience related to an)perience related to an

attit(de o+,ectattit(de o+,ect

Baed on innate and learnedBaed on innate and learned

repone to en&ironmentrepone to en&ironment

.(all eperienced or.(all eperienced or

econd or leecond or le

Canadian OB 8e © 2012 The McGraw-Hill Companie! "nc# $ll ri%htreer&ed


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Traditional Model oAttitudes

urely cognitive approach

% Beliefs$ established perceptions of attitude object

% Feelings$ calculation of good or bad based on

beliefs about the attitude object% Behavioural intentions$ calculated motivation to act

in response to the attitude object

roblem$ gnores important role of emotionsin shaping attitudes

Canadian OB 8e © 2012 The McGraw-Hill Companie! "nc# $ll ri%htreer&ed


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Beha&io(rBeha&io(r

Attitudes: rom Belies toBe!aviour


ercei&ed )n&ironmentercei&ed )n&ironment

$ttit(de 5eelin%5eelin%

BelieBelie

Beha&io(ralBeha&io(ral

"ntention"ntention

Co%niti&eproce

)motionalproce

)motional)piode


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Emotions, Attitudes, andBe!aviour

*ow emotions influence attitudes$

+. Feelings and beliefs are influenced by cumulative

emotional episodes (not just evaluation of beliefs)

,. -e listen in/ on our emotions otential conflict between cognitive and

emotional processes

0motions also directly affect behaviour% e.g. facial expression



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"eneratin# $ositiveEmotions at Work

1ompanies are aware of the

dual cognitive2emotional

attitude process.

#hey actively create more

positive than negative

emotional episodes! which

produces more positive wor3

attitudes.



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%o#nitive Dissonance

& condition whereby we perceive an

inconsistency between our beliefs! feelings!

and behaviour.

#his inconsistency generates emotions (e.g.!feeling hypocritical) that motivate us to

increase consistency.

0asier to increase consistency by changingfeelings and beliefs! rather than change

behaviour.



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Emotional &a'ourDefned

0ffort! planning and control needed to express

organi4ationally desired emotions during interpersonal

transactions.

*igher in job re5uiring$% Fre5uentlengthy emotion display

% 6ariety of emotions display

% ntense emotions display



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Emotional &a'our Across%ultures

7isplaying or hiding emotions varies acrosscultures

% "inimal emotional expression and monotonic

voice in 0thiopia! Japan! &ustria% 0ncourage emotional expression in 8uwait! 0gypt!

Spain! 9ussia



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Emotional &a'our%!allen#es

7ifficult to display expected emotions

accurately! and to hide true emotions

0motional dissonance% 1onflict between true and re5uired emotions

% "ore stressful with surface acting

% :ess stressful with deep acting

Canadian OB 8e 1'© 2012 The McGraw-Hill Companie! "nc# $ll ri%htreer&ed


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Emotional (ntelli#enceDefned

&bility to perceive and

express emotion!

assimilate emotion in

thought! understandand reason with

emotion! and regulate

emotion in oneself andothers



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Model o Emotional(ntelli#ence


Sel-awarene$warene o

other7 emotion

Sel-mana%ement Mana%ement oother7 emotion

Sel peronal competence9

Otherocial competence9

:eco%nitiono emotion

:e%(lationo emotion


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$warene o

other7emotion

Sel-mana%ement

ercei&in% and (ndertandin% themeanin% o other7 emotion

Mana%in% o(r own emotion

Sel-awareneercei&in% and (ndertandin% themeanin% o o(r own emotion

Mana%ement oother7emotion

Mana%in% other people7emotion

;owet

Hi%het

Emotional (ntelli#ence)ierarc!y



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(mprovin# Emotional(ntelli#ence

0motional intelligence is a set of

abilitiess3ills

1an be learned! especially through coaching

0 increases with age 22 maturity



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Jo' Satisaction

& person;s evaluation of his or her job and

wor3 context

&n appraisal of the perceived job

characteristics! wor3 environment! andemotional experience at wor3



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;oalt;oalt

?(ittin%! tranerrin%

> Chan%in% the it(ation

> ro+lem ol&in%!complainin%

> atientl waitin% or theit(ation to impro&e

> :ed(cin% wor@ eAort/(alit> "ncreain% a+enteeim

E*&+: esponses toDissatisaction



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Jo' Satisaction and$erormance

*appy wor3ers are somewhat more productive

wor3ers! but$

+.


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Service $roft %!ain at%lydesdale Bank

1lydesdale Ban3 improved

customer service by giving

its contact centre

employees more positive

experiences at wor3.



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CompanCompanprota+ilitprota+ilitand %rowthand %rowth

Ser&iceSer&ice(alit(alit

C(tomerC(tomeratiactionatiaction/percei&ed/percei&ed

&al(e&al(e

C(tomerC(tomerloalt andloalt and

reerralreerral

)mploee)mploeemoti&ationmoti&ation

andand

+eha&io(r+eha&io(r

Or%aniDationaOr%aniDational practicel practice

)mploee)mploeeatiactionatiactionandand

commitmentcommitment

)mploee)mploeeretentionretention

Service $roft %!ainModel

Job satisfaction increases customersatisfaction and profitability because$

+.Job satisfaction affects mood! leading

to positive behaviours towardcustomers

,.Job satisfaction reduces employeeturnover! resulting in more consistent

and familiar service


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-r#ani.ational%ommitment

&ffective commitment

% 0motional attachment to! identification with! and

involvement in an organi4ation

1ontinuance commitment

% 1alculative attachment ' stay because too costly

to 5uit

Canadian OB 8e 2'© 2012 The McGraw-Hill Companie! "nc# $ll ri%htreer&ed


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Buildin# A/ective%ommitment


SharedShared


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W!at is Stress0

&daptive response to situations perceived as

challenging or threatening to well2being

repares us to adapt to hostile or noxious

environmental conditions

0ustress vs. distress



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Sta#e 1Alarm eaction

Sta#e 2esistance

Sta#e 3E4!austion

+ormal&evel o

esistance

"eneral AdaptationSyndrome



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Beha&io(ralBeha&io(ral

cholo%iccholo%ic

alal

Eor@ perormance! accident!a+enteeim! a%%reion!poor deciion

Fiatiaction! moodine!depreion! emotional ati%(e

hiolo%ichiolo%ic

alalCardio&ac(lar dieae!hpertenion! headache

%onse5uences oDistress



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W!at are Stressors0

Stressors are the causes of stress 22 any

environmental condition that places a

physical or emotional demand on the person.

Some common wor3place stressors include$

% *arassment an incivility

% -or3 overload

% :ow tas3 control



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$syc!olo#ical)arassment

9epeated and hostile or

unwanted conduct! verbal

comments! actions or

gestures! that affect anemployee;s dignity or

psychological or physical

integrity and that result in a

harmful wor3 environment for

the employee.



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Work -verload and Task%ontrol Stressors

-or3 >verload

% -or3ing more hours! more intensely than one can

cope

% &ffected by globali4ation! consumerism! idealwor3er norm

#as3 1ontrol

% 7ue to lac3 control over how and when tas3s areperformed

% Stress increases with responsibility

Canadian OB 8e '0© 2012 The McGraw-Hill Companie! "nc# $ll ri%htreer&ed


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(ndividual Di/erences inStress

ndividual differences that minimi4e distress$

Better physical health ' exercise! lifestyle

&ppropriate stress coping strategies

:ower neuroticism

*igher extraversion

ositive self2concept

:ower wor3aholism



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Mana#in# Work6elatedStress

9emove the stressor % "inimi4eremove stressors

% -or3life balance initiatives

-ithdraw from the stressor % 6acation! rest brea3s

1hange stress perceptions% ositive self2concept! humour

1ontrol stress conse5uences% *ealthy lifestyle! fitness! wellness

9eceive social support



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Chapter4

WorkplaceEmotions,

Attitudes, andStress

cob8 ch04-september 19th

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