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WorkplaceEmotions,Attitudes,andStressPositiveEmotionsatMottMacDonaldToattractandkeeptalentedemployees,companiesarefindingcreativewaystogeneratepositiveemotionsintheworkplace.EmployeesatMottMacDonaldhaveplentyoffun.Forexample,theAbuDhabioilandgasteamhasanannualdesertsafari,completewithcamelrides(showninphoto).4-2EmotionsDefined§Psychological,behavioral,andphysiologicalepisodesexperiencedtowardanobject,person,oreventthatcreateastateofreadiness.§Mostemotionsoccurwithoutourawareness§Moods–lowerintensityemotionswithoutanyspecifictargetsource4-3TypesofEmotions4-4AttitudesversusEmotions4-5TraditionalModelofAttitudes§Purelycognitiveapproach•Beliefs:establishedperceptionsofattitudeobject•Feelings:calculationofgoodorbadbasedonbeliefsabouttheattitudeobject•Behavioralintentions:motivationtoactinresponsetotheattitudeobject§Problem:Ignoresimportantroleofemotionsinshapingattitudes4-6Attitudes:FromBeliefstoBehaviorAttitudeCognitiveprocessEmotionalprocessEmotionalEpisodes4-7Emotions,Attitudes,andBehavior§Howemotionsinfluenceattitudes:1.Feelingsareshapedbycumulativeemotionalepisodes(notjustevaluationofbeliefs)2.We‘listenin’onouremotionswhendeterminingourattitudetowardsomething§Potentialconflictbetweencognitiveandemotionalprocesses§Emotionsalsodirectlyaffectbehavior•e.g.facialexpression4-8GeneratingPositiveEmotionsatWork§Theemotions-attitudes-behaviormodelillustratesthatattitudesareshapedbyongoingemotionalexperiences.§Thus,successfulcompaniesactivelycreatemorepositivethannegativeemotionalepisodes.4-9CognitiveDissonance§Astateofanxietythatoccurswhenanindividual’sbeliefs,feelingsandbehaviorsareinconsistentwithoneanother§Mostcommonwhenbehavioris:•knowntoothers•donevoluntarily•can’tbeundone4-10EmotionalLaborDefinedEffort,planningandcontrolneededtoexpressorganizationallydesiredemotionsduringinterpersonaltransactions.Emotionallaborishigherwhenjobrequires:•frequentandlongdurationdisplayofemotions•displayingavarietyofemotions•displayingmoreintenseemotions114-11EmotionalLaborAcrossCultures§Displayingorhidingemotionsvariesacrosscultures•MinimalemotionalexpressionandmonotonicvoiceinKorea,Japan,Austria•EncourageemotionalexpressioninKuwait,Egypt,Spain,Russia4-12EmotionalLaborChallenges§Difficulttodisplayexpectedemotionsaccurately,andtohidetrueemotions§Emotionaldissonance•Conflictbetweentrueandrequiredemotions•Potentiallystressfulwithsurfaceacting•Lessstressthroughdeepacting4-13EmotionalIntelligenceDefinedAbilitytoperceiveandexpressemotion,assimilateemotioninthought,understandandreasonwithemotion,andregulateemotioninoneselfandothers4-14SocialAwarenessSelf-managementPerceivingandunderstandingthemeaningofothers’emotionsManagingourownemotionsSelf-awarenessperceivingandunderstandingthemeaningofyourownemotionsRelationshipManagementManagingotherpeople’semotionsLowestHighestModelofEmotionalIntelligence4-15EmotionalIntelligenceCompetenciesSelf-awarenessSocialawarenessSelf-managementRelationshipmanagementSelf(personalcompetence)Other(socialcompetence)RecognitionofemotionsRegulationofemotions4-16ImprovingEmotionalIntelligence§Emotionalintelligenceisasetofcompetencies(aptitudes,skills)§Canbelearned,especiallythroughcoaching§EIincreaseswithage--maturity4-17JobSatisfaction§Aperson'sevaluationofhisorherjobandworkcontext§Acollectionofattitudesaboutspecificfacetsofthejob4-18•Leavingthesituation•Quitting,transferring•Changingthesituation•Problemsolving,complaining•Patientlywaitingforthesituationtoimprove•Reducingworkeffort/quality•IncreasingabsenteeismEVLN:ResponsestoDissatisfaction4-19JobSatisfactionandPerformanceHappyworkersaresomewhatmoreproductiveworkers,but:1.Generalattitudeisapoorpredictorofspecificbehaviors2.Jobperformanceaffectssatisfactiononlywhenrewarded3.Effectonperformancestrongestincomplexjobsbecauseofgreateremployeeinfluenceonjobperformance(e.g.limitedinassemblylines)4-20HappyStaff=HappyCustomersatWegman’sWegmansFoodMarketenjoysstrongcustomerloyaltyandlowemployeeturnoverbykeepingemployeeshappy.4-21JobSatisfactionandCustomersJobsatisfactionincreasescustomersatisfactionandprofitabilitybecause:1.Jobsatisfactionaffectsmood,leadingtopositivebehaviorstowardcustomers2.Jobsatisfactionreducesemployeeturnover,resultinginmoreconsistentandfamiliarservice4-22OrganizationalCommitment§Affectivecommitment•Emotionalattachmentto,identificationwith,andinvolvementinanorganization§Continuancecommitment•Calculativeattachment–staybecausetoocostlytoquit4-23Building(Affective)commitment•Valuescongruence•Applyhumanitarianvalues•Supportemployeewellbeing•Employeesfeelpartofcompany•Involvementdemonstratestrust•Knowfirm’spast/present/future•Openandrapidcommunication•Employeestrustorgleaders•Jobsecuritysupportstrust4-24WhatisStress?§Anadaptiveresponsetoasituationthatisperceivedaschallengingorthreateningtotheperson’swell-being§Aphysiologicalandpsychologicalconditionthatpreparesustoadapttohostileornoxiousenvironmentalconditions§Eustressvs.distress4-25Stage1AlarmReactionStage2ResistanceStage3ExhaustionNormalLevelofResistanceGeneralAdaptationSyndrome4-26Workperformance,acciden