emotions, attitudes, values, abilities
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Emotions, Attitudes, Values, Abilities
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Emotions
A critical factor in an employees behaviour
Myth of rationality: orgns designed with the objective of trying tocontrol emotions
Another myth: emotions of any kind are disruptive Employees bring an emotional component with them to work every
day.
Emotions are intense feelings that are directed at someone orsomething.Moods are feelings that tend to be less than emotions andthat lack a contextual stimulus.
Emotions are reactions to an object, not a trait; they are object specific
Emotional labour creates dilemmas for employees when their jobsrequire them to exhibit emotions that are not in line to their actualfeelings
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Emotions
Anger and jealousy, both potent emotions, often push aside logic andrationality in the work place.
Managers use fear and other emotions to both motivate and intimidate.
Emotions: A complex, patterned, organismic reaction to how we thinkwe are doing in our life long efforts to survive and flourish and toachieve what we wish for ourselves.
Emotions involve the whole personbiological, psychological andsocial.
Anger: most likely to be downright dangerous.
- Unchecked anger could be a key contributor to orgn motivatedaggression. Also a contributor to workplace violence.
- If anger can be managed through learned self-control, then allemotions can be managed
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Emotions
Two types of emotions:
- Felt emotions are an individuals actual emotions
- Displayed emotions are those that are organizationally required and
considered appropriate in a given jobWomen are more emotional
We can understand another persons felt emotions by focusing on verbal,
non-verbal and paralinguistic cues.
Facial expressions are a window to a persons feelings.
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Attitude
There are so many things in life you have little control over, such as
the weather, the job market, your children, the economy. But there is
one aspect of your life that you do have the power to control, and
thats your attitude. Each and every moment of every day you decide what your attitude
will be --- about yourself, your job, your family and friends, change,
responsibilities, etc.
Attitude is more important than the past, than education, than money.
than circumstances, than what other people think or say or do. It ismore important than appearances, giftedness,or skill. It will make or
break a company, a church or a home.
-- Charles Swindoll
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Attitude
An attitude is defined as a learned predisposition to respond in a
consistently favourable or unfavourable manner with respect to a given
object.
While Values represent global beliefs that influence behaviour, acrossall situations, attitudes relate only to behaviour directed towards
specific objects, persons or situations.
Values and attitudes generally, but not always, are in harmony.
Study: Job attitudes of middle aged male employees stable over a time
frame of 5 yearseven those who changed jobs / occupation. Attitudes are translated into behaviour through behavioural intentions.
An individuals intentions to engage in a given behaviour is the best
predictor of that behaviour.
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Attitudes
Job related attitudes tap +ve orve evaluations that employees hold aboutaspects of their work environments. 3 major attitudes:
1. Job Satisfaction: an individuals general attitude towards his/her job.A person with a high level of job satisfaction holds +ve attitudestoward the job.
2. Job Involvement: measures degree to which a person identifiespsychologically with his/her job & considers his/her perceived perflevel important to self worth. People with high job involvementstrongly identifies with and really care about the kind of work they
do.3. Organization commitment: A state in which an employee identifies
with a particular orgn and its goals and wishes to maintainmembership in the orgn.
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Job Satisfaction
A persons job is more than the obvious activities of shuffling papers,waiting on customers, or driving a truck. Jobs require interaction withco-workers & bosses, following orgn rules and policies, meeting perfstandards, living with working conditions which often are less than
ideal, etc. Happy workers are not necessarily productive workers. However,
productive workers are normally happy workers.
Orgns with more satisfied workers tend to be more effective than withless satisfied workers.
Generally dissatisfied workers absent themselves more. Liberal sickbenefits also contribute. Also if you have interesting side activities.
Satisfaction is negatively related to turnover. Other factors include thelabour market, expectations about other job opportunities, etc.
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Expressing dissatisfaction
Active
Passive
Destructive Constructive
EXIT VOICE
NEGLECT LOYALTY
Employee dissatisfaction can be express in a no of ways. Rather than quit,
Employees can complain, insubordinate, steal orgn property, etc.
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Values
They represent basic convictions that a specific mode of conduct orend state of existence is personally or socially preferable to an oppositeor converse mode of conduct or end state of existence.
All of us have a hierarchy of values that forms our value system. Thissystem is identified by the relative importance we assign to such valuesas freedom, pleasure, self-respect, honesty, obedience and equality.
Values tends to be relatively stable and enduring.
A significant portion of our values is established in our early years
The process of questioning our values may result in a change.Values
are important in OB because they lay the foundation for theunderstanding of attitudes and motivation and because they influenceour perceptions
Values can cloud objectivity and rationality.
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Values across cultures
Managers must become capable of working with people across
different cultures.
Because values differ across cultures, an understanding of these
differences should be helpful in explaining and predicting behaviourof employees from different countries.
Geert Hofstede surveyed 1,16,000 IBM employees in 40 countries
in their work related valuesfound managers and employees vary
on 5 value dimensions of national culture.
1. Power Distance: The degree to which people in a country acceptthat power in institutions and organizations is distributed unequally/
relatively equal (low power distance) to extremely unequal (high
power distance)
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Values across cultures
2. Individualism vs Collectivism: Degree to which people in a countryprefer to act as individuals rather than as members of a group.
3. Quantity of life vs Quality of life:
Quantity: degree to which values such as assertiveness, theacquisition of money and material goods and competition prevails.
Quality: The degree with which we value relationships, showsensitivity and concern for the welfare of others.
4. Uncertainty avoidance: Degree to which people in a country, preferstructured or unstructured situations.; Risk taking.
5. Long term and short term orientation:
Long: look to future and value thrift and persistence
Short: Values past and present; emphasis respect for traditions andfulfilling social obligations.
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Abilities
An ability is a broad and stable characteristic which is responsible for a
persons maximum rather than typical performance in mental &
physical tasks
An ability is the capacity to perform a physical or mental task Intelligence is regarded as a cognitive ability
Wechsler: The aggregate or global capacity of the individual to act
purposefully, to think rationally and to deal effectively with his/her
environment the general ability to perform cognitive tasks
Sternbers: Cognitive ability of an individual to learn from experience,to reason well, to remember important information and to cope with
the demands of daily living.
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Intelligence
Intelligence is affected by the environment, and more specifically
schooling, socio-economic status, healthy nutrition, and the
technological complex society.
Intelligence comprises 3 interrelated abilities:a) Analytical ability solves familiar problems by using strategies that manipulate
the elements of the problem or the relationship among the elements
(comparisons, analysis)
b) Creative ability solves new kinds of problems that require thinking about the
problem and its elements in a new way (inventing, designing)
c) Practical ability solves problems that apply what individuals know to everyday
contexts (applying and using)
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Intelligence
Intelligence is considered as a set of skills which consists of
behaviours that are modifiable: 3 abilities distinguished:
a) Practical problem solving: good & logical reasoning; identifying connections
among ideas; seeing all aspects of a problem; keeping an open mind andresponding thoughtfully to others ideas; sizing up a situation well.
b) Verbal ability: Speaking clearly and articulating well; studying well; reading
widely with high comprehension; writing without difficulty; setting aside time
for reading and displaying good vocabulary
c) Social competence: includes behaviour such as accepting others for what they
are; admitting mistakes; displaying interest in the world at large; being on timefor appointments; thinking before speaking and doing; making judgments &
assessing well the relevance of information to the problem at hand