Chapter 3 Emotions Attitudes and Job Satisfaction Feelings
Chapter 3 Emotions, Attitudes, and Job Satisfaction Feelings do make a difference
Chapter 3 Study Questions What are emotions and moods? What do emotions and moods influence behavior in organizations? What are attitudes? What is job satisfaction and what are its implications? Copyright © 2008 John Wiley & Sons, Inc. 3 -2
What are emotions and moods? Affects Ø Broad range of feelings, in the form of moods and emotions, that people experience in their life context. § Emotions are strong positive or negative feelings directed toward something. Copyright © 2008 John Wiley & Sons, Inc. 3 -3
What are emotions and moods? Emotional intelligence (EI) Ø Ability to understand emotions and manage relationships effectively. Copyright © 2008 John Wiley & Sons, Inc. 3 -4
What are emotions and moods? Four Dimensions of Emotionally Intelligent Leadership Self. Awarenes s Social Awareness Emotional Intelligence Copyright © 2008 John Wiley & Sons, Inc. Relations hip Managem ent Self Management 3 -5
What are emotions and moods? Major Emotions Joy Anger Love Fear Sadness Surprise Copyright © 2008 John Wiley & Sons, Inc. 3 -6
What are emotions and moods? Self conscious emotions Ø Arise from internal sources (shame, guilt, embarrassment, pride) and help regulate interpersonal relationships. Social emotions Ø Arise from external sources (pity, jealousy) and refer to individuals’ feelings based on information external to themselves. Copyright © 2008 John Wiley & Sons, Inc. 3 -7
What are emotions and moods? Moods Generalized positive or negative feelings or states of mind. Copyright © 2008 John Wiley & Sons, Inc. 3 -8
What are emotions and moods? Emotions “I was really angry when Prof. Nitpicker criticized my presentation” • Identified with a source, cause • Tend to be brief, episodic • Many forms and types • Action oriented; link to behavior • Can turn into a mood Copyright © 2008 John Wiley & Sons, Inc. Moods “Oh, I just don’t have the energy to do much today. I’ve felt down all week. ” • Hard to identify cause • Can be long lasting • Either positive or negative • More cerebral; less action oriented • Can influence emotion 3 -9
How do emotions and moods influence behavior in organizations? Emotion and mood contagion – spillover effects of one’s emotions and mood onto others. Emotional labor – regulating one’s emotions to display those desired by the organization. Emotional dissonance – inconsistencies between emotions we feel and emotions we project. Copyright © 2008 John Wiley & Sons, Inc. 3 -10
How do emotions and moods influence behavior in organizations? Deep acting Ø Trying to modify your true inner feelings based on display rules. Surface acting Ø Hiding true feelings while displaying different ones. Copyright © 2008 John Wiley & Sons, Inc. 3 -11
How do emotions and moods influence behavior in organizations? Display rules Ø Informal standards that govern the degree to which it is appropriate for people from different cultures to display their emotions. Copyright © 2008 John Wiley & Sons, Inc. 3 -12
How do emotions and moods influence behavior in organizations? Positive affect Ø tendency to be perceptually positive Negative affect Ø tend to experience negative moods in a wide range of settings and under many different conditions Copyright © 2008 John Wiley & Sons, Inc. 3 -13
How do emotions and moods influence behavior in organizations? Work Environment: • Characteristics of job • Job demands • Emotional labor requirements Work Events: • Daily hassles • Daily uplifts Job Satisfaction Emotional Reactions: • Positive • Negative Job Performance Personal Predispositions: • Personality • Mood Copyright © 2008 John Wiley & Sons, Inc. 3 -14
What are attitudes? Attitude Ø Predisposition to respond in a positive or negative way to someone or something in one’s environment. Copyright © 2008 John Wiley & Sons, Inc. 3 -15
What are attitudes? Cognitive component Ø Underlying beliefs, opinions, knowledge, or information a person possesses. Affective component Ø Specific feeling regarding the personal impact of the antecedents. Behavioral component Ø Intention to behave in a certain way based on your specific feelings or attitudes. Copyright © 2008 John Wiley & Sons, Inc. 3 -16
What are attitudes? ANTECEDENT S • Values • “Job responsibility is important. ” ATTITUDE • Feelings • “I don’t like my job. ” Copyright © 2008 John Wiley & Sons, Inc. RESULT • Intended behavior. • “I’m going to quit my job. ” 3 -17
What are attitudes? Cognitive dissonance Ø A psychologically disturbing state of inconsistency between an individual’s attitudes and his or her behavior. Cognitive dissonance can be reduced by: Ø Changing the underlying attitude. Ø Changing future behavior. Ø Developing new ways of explaining or rationalizing the inconsistency. Copyright © 2008 John Wiley & Sons, Inc. 3 -18
What are attitudes? Job satisfaction Ø An attitude that reflects whether individuals feel positively or negatively about their jobs. Job Involvement Ø Degree to which individuals are dedicated to their jobs. Organizational Commitment Ø Degree of loyalty to the organization. Copyright © 2008 John Wiley & Sons, Inc. 3 -19
What is job satisfaction and what are its implications? Five facets of job satisfaction: Ø The work itself Ø Quality of supervision Ø Relationships with co-workers Ø Promotion opportunities Ø Pay Copyright © 2008 John Wiley & Sons, Inc. 3 -20
Your experience… The Job Descriptive Index (JDI) is a questionnaire that addresses aspects of satisfaction with which good managers should be concerned. Take the sample survey. Copyright © 2008 John Wiley & Sons, Inc. 3 -21
What is job satisfaction and what are its implications? Withdrawal effects Ø Dissatisfied workers are absent more frequently, are not engaged in their work (daydreaming, socializing, web surfing), and are more likely to quit. Ø Employee turnover results in costly corporate impact: § Loss of talent § Replacement cost Copyright © 2008 John Wiley & Sons, Inc. 3 -22
What is job satisfaction and what are its implications? Organizational Citizenship Ø Behaviors that represent employees’ willingness to go the extra mile in their work. § Advancing organizational interests, positive attitudes and public comments. § Helping behaviors that are unsolicited (volunteering, mentoring). Copyright © 2008 John Wiley & Sons, Inc. 3 -23
What is job satisfaction and what are its implications? Relationship between satisfaction and performance – three theories: Ø Satisfaction causes performance. Ø Performance causes satisfaction. Ø Rewards cause satisfaction and performance. Copyright © 2008 John Wiley & Sons, Inc. 3 -24
What is job satisfaction and what are its implications? Theory: Satisfaction causes performance Ø Managerial implication — to increase employees’ work performance, make them happy. Ø Job satisfaction alone is not a consistent predictor of work performance. Copyright © 2008 John Wiley & Sons, Inc. 3 -25
What is job satisfaction and what are its implications? Theory: performance causes satisfaction Ø Managerial implication — help people achieve high performance, then satisfaction will follow. Ø Performance in a given time period is related to satisfaction in a later time period. Ø Rewards link performance with later satisfaction. Copyright © 2008 John Wiley & Sons, Inc. 3 -26
What is job satisfaction and what are its implications? Theory: rewards cause both satisfaction and performance Ø Managerial implication — Proper allocation of rewards can positively influence both satisfaction and performance. Ø High job satisfaction and performance-contingent rewards influence a person’s work performance. Ø Size and value of the reward should vary in proportion to the level of one’s performance. Copyright © 2008 John Wiley & Sons, Inc. 3 -27
What do you think… If you won the lotto, would you ever work again? Consider the meanings we derive from work (social identity, accomplishment, achievement). How would replace these? Copyright © 2008 John Wiley & Sons, Inc. 3 -28
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