emotions and stress
DESCRIPTION
Workplace Emotions, Attitudes and StressTRANSCRIPT
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Copyright 2009 by The McGraw-Hill Companies, Inc. ll rights reser!e".McGraw-Hill#Irwin
WorkplaceEmotions,
Attitudes, andStress
Chapter Four
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Serious Fun at Cxtec
Cxtec employees live upto their companyvalues, which includehaving fun at work.
Helium-filled balloons adornthe office.
Work-life balance.
Miniature golf tournaments
along the hallway.
Courtesy of CXtec
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Emotions e!ned
"sychological,
#ehavioral, and
physiological episodes
experienced toward an
o#$ect, person, or event
that create a state of
readiness.
Most emotions occur
without our awarenessCourtesy of CXtec
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Attitudes versus Emotions
AttitudesAttitudes EmotionsEmotions
Judgments about anJudgments about an
attitude objectattitude object
Based mainly onBased mainly on
rational logicrational logic
Usually stable for daysUsually stable for days
or longeror longer
Experiences related to anExperiences related to an
attitude objectattitude object
Based on innate and learnedBased on innate and learned
responses to environmentresponses to environment
Usually experienced forUsually experienced for
seconds or lessseconds or less
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%raditional &odel of Attitudes
"urely cognitive approach 'eliefs( esta#lished perceptions of attitude o#$ect
Feelings( calculation of good or #ad #ased on#eliefs a#out the attitude o#$ect
'ehavioral intentions( motivation to act inresponse to the attitude o#$ect
"ro#lem( )gnores important role of emotions
in shaping attitudes
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Be"aviorBe"avior
Emotions, Attitudes and 'ehavior
#erceived Environment#erceived Environment
Attitude $eelings$eelings
BeliefsBeliefs
Be"avioralBe"avioral
%ntentions%ntentions
&ognitiveprocess
Emotionalprocess
EmotionalEpisodes
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*ole of Emotions in Attitudes
Feelings toward attitude o#$ect in+uenced#y cumulative emotional episodes toward it
We listen in- on our emotions while
thinking through what we like or dislike
Cognitive and emotional processes don-talways agree with each other
Emotions also directly aect #ehavior e.g. facial expression
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/enerating "ositive Emotions at Work
%he emotions0attitudes0
#ehavior model illustrates
that attitudes are shaped
#y ongoing emotional
experiences.
Thus, successful companies
actively create more positive
than negative emotional
episodes.
Courtesy of CXtec
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Cognitive issonance
A state of anxiety that occurs when anindividual-s #eliefs, feelings and #ehaviorsare inconsistent with one another
&ost common when #ehavior is( known to others done voluntarily can-t #e undone
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Emotional 1a#or andEmotional
)ntelligence
Workplace Emotions,Attitudes, and Stress
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Emotional 1a#or
Eort, planning and control needed toexpress organi2ationally desired emotionsduring interpersonal transactions.
Emotional la#or higher when $o# re3uires( fre3uent and long duration display of emotions
displaying a variety of emotions
displaying more intense emotions
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Emotional 1a#or Across Cultures
isplaying or hiding emotions varies acrosscultures &inimal emotional expression and monotonic
voice in 4orea, 5apan, Austria
Encourage emotional expression in 4uwait, Egypt,Spain, *ussia
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Emotional 1a#or Challenges
i6cult to display expected emotionsaccurately, and to hide true emotions
Emotional dissonance Con+ict #etween true and re3uired emotions "otentially stressful with surface acting
1ess stress through deep acting
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Emotional )ntelligence e!ned
A#ility to perceive and expressemotion, assimilate emotion in
thought, understand and reasonwith emotion, and regulate emotionin oneself and others
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+ocial A,areness
+elf-management
Understanding and sensitivity to t"e
feelings t"oug"ts and situation ofot"ers
&ontrolling or redirecting our internal
states impulses and resources
+elf-a,arenessUnderstanding your o,n emotions
strengt"s ,ea.nesses values and
motives
/elations"ip
0anagement0anaging ot"er people1s emotions
o,est
ig"est
&odel of Emotional )ntelligence
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Emotional )ntelligence Competencies
+elf-a,areness +ocial a,areness
+elf-management /elations"ipmanagement
+elfpersonal competence5
6t"ersocial competence5
/ecognition
of emotions
/egulationof emotions
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)mproving Emotional )ntelligence
Emotional intelligence is a set ofcompetencies 7aptitudes, skills8
Can #e learned, especially through
coaching
E) increases with age 00 maturity
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5o# Satisfactionand 9rgani2ational
Commitment
Workplace Emotions,Attitudes, and Stress
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5o# Satisfaction
A person:s evaluation of his or her $o# andwork context
A collection of attitudes a#out speci!c
facets of the $o#
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oyaltyoyalty
8oice8oice
ExitExit
9eglect9eglect
: eaving t"e situation
: ;uitting transferring
: &"anging t"e situation
: #roblem solving complaining
: #atiently ,aiting for t"e situation
to improve
: /educing ,or. effort
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5o# Satisfaction and "erformance
=appy workers are somewhatmore
productive workers, #ut(
>./eneral attitude is a poor predictor of speci!c#ehaviors
?.5o# performance aects satisfaction only whenrewarded
@.epends on employee control of $o# performance7e.g. limited in assem#ly lines8
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=appy Sta =appy Customers at Wegmans
Wegmans Food &arket en$oys strong customer loyalty and
low employee turnover #y keeping employees happy.
Shown here, CEO Danny Wegman meets with staff during a new
store opening.
Courtesy of Wegmans Food Markets
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5o# Satisfaction and Customers
5o# satisfaction aects mood, leading to positive #ehaviorstoward customers
1ess employee turnover, resulting in more consistent andfamiliar service
Courtesy of Wegmans Food Markets
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9rgani2ational Commitment
Aective commitment Emotional attachment to, identi!cation with, and
involvement in an organi2ation
Continuance commitment 'elief that staying with the organi2ation serves
your personal interests
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'uilding 9rgani2ational Commitment
5ustice and support
Apply humanitarian values
Support employee well#eing
Shared values
;alues congruence
%rust
Employees trust org leaders
5o# security supports trust
9rgani2ationalcomprehension
4now !rm-spastBpresentBfuture
9pen and rapidcommunication
Employee involvement
Employees feel part ofcompany
)nvolvement demonstratestrust
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Copyright 2009 by The McGraw-Hill Companies, Inc. ll rights reser!e".McGraw-Hill#Irwin
Workplace Stressand Stress
&anagement
Workplace Emotions,Attitudes, and Stress
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What is Stress
An adaptive response to a situation that isperceived as challenging or threatening tothe person-s well0#eing
A complex emotion that prepares us for!ght or +ight
Eustress vs. distress
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Stage 1Alarm Reaction
Stage 2Resistance
Stage 3Exhaustion
Normal
Level of
Resistance
/eneral Adaptation Syndrome
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Be"avioralBe"avioral
#syc"ological#syc"ological
>or. performance accidentsabsenteeism aggression poor
decisions
?issatisfaction moodinessdepression emotional fatigue
#"ysiological#"ysiological&ardiovascular disease
"ypertension "eadac"es
Conse3uences of istress
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What are Stressors
Stressors are the causes of stress 00 anyenvironmental condition that places aphysical or emotional demand on theperson.
Some common workplace stressors include( =arassment an incivility
Work overload
1ow task control
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"sychological =arassment
*epeated and hostile or
unwanted conduct, ver#al
comments, actions or gestures,
that aect an employee:s
dignity or psychological orphysical integrity and that
result in a harmful work
environment for the employee
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Sexual =arassment
Dnwelcome conduct 00 detrimental eect onwork environment or $o# performance
uid pro 3uo employment or $o# performance is conditional on
unwanted sexual relations
=ostile work environment
an intimidating, hostile, or oensive workingenvironment
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Work 9verload and %ask ControlStressors
Work 9verload Stressor >or.ing more "ours more intensely t"an one can cope
Affected by globali@ation consumerism ideal ,or.er
norm
%ask Control Stressor ue to lack control over how and when tasks are
performed
Stress increases with responsi#ility
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Photodisc. With permission.
)ndividual ierences in Stress
ierent threshold levelsof resistance to stressor
Dse dierent stress copingstrategies
*esilience to stress ue to personality and
coping strategies
Workaholism ig"ly involved in ,or.
%nner pressure to ,or.
o, enjoyment of ,or.
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&anaging Work0*elated Stress
*emove the stressor &inimi2eBremove stressors
Withdraw from the stressor
;acation, rest #reaks
Change stress perceptions "ositive self0concept, humor
Control stress conse3uences =ealthy lifestyle, !tness, wellness
*eceive social support
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WorkplaceEmotions,
Attitudes, and
Stress
Chapter Four