4-1

ATTITUDES vs EMOTIONS

Attitudes is a mental state of readiness learned and organized through experience, exerting specific influence on a person’s response to people, objects, and institution with which it is related

A state of physiological arousal accompanied by changes in facial expressions, gestures, posture, or subjective feelings. Examples of emotions are: surprise, joy, anticipation, sadness, disgust, fear, acceptance and anger.

4-2

Attitudes versus Emotions

AttitudesAttitudes EmotionsEmotions

Judgments about anJudgments about anattitude objectattitude objectJudgments about anJudgments about anattitude objectattitude object

Based mainly onBased mainly onrational logicrational logicBased mainly onBased mainly onrational logicrational logic

Usually stable for daysUsually stable for daysor longeror longerUsually stable for daysUsually stable for daysor longeror longer

Experiences related to anExperiences related to anattitude objectattitude object

Experiences related to anExperiences related to anattitude objectattitude object

Based on innate and learned Based on innate and learned responses to environmentresponses to environment

Based on innate and learned Based on innate and learned responses to environmentresponses to environment

Usually experienced forUsually experienced forseconds or lessseconds or less

Usually experienced forUsually experienced forseconds or lessseconds or less

4-3

Traditional Model of Attitudes

Purely cognitive approach Beliefs: established perceptions of attitude object Feelings: calculation of good or bad based on beliefs

about the attitude object Behavioral intentions: motivation to act in response to

the attitude object

Problem: Ignores important role of emotions in shaping attitudes

4-4

BehaviorBehavior

Emotions, Attitudes and Behavior

Perceived EnvironmentPerceived Environment

Attitude FeelingsFeelings

BeliefsBeliefs

BehavioralBehavioralIntentionsIntentions

Cognitive process

Emotional process

Emotional Episodes

4-5

Role of Emotions in Attitudes

Feelings toward attitude object influenced by cumulative emotional episodes toward it

We ‘listen in’ on our emotions while thinking through what we like or dislike

Cognitive and emotional processes don’t always agree with each other

Emotions also directly affect behavior e.g. facial expression

4-6

Generating Positive Emotions at Work

The emotions-attitudes-behavior model illustrates that attitudes are shaped by ongoing emotional experiences.

Thus, successful companies actively create more positive than negative emotional episodes.

Courtesy of CXtec

4-7

Cognitive Dissonance

A state of anxiety that occurs when an individual’s beliefs, feelings and behaviors are inconsistent with one another

Most common when behavior is: known to others done voluntarily can’t be undone

Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Emotional Labor and Emotional Intelligence

Workplace Emotions, Attitudes, and Stress

4-9

Emotional Labor

Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions.

Emotional labor higher when job requires: frequent and long duration display of emotions displaying a variety of emotions displaying more intense emotionsMood is the Long lasting state of emotionMood ( or Emotional) Contagion is the transfer of mood or

emotions from one individual to others

4-10

Emotional Labor Across Cultures

Displaying or hiding emotions varies across cultures Minimal emotional expression and monotonic voice in

Korea, Japan, Austria Encourage emotional expression in Kuwait, Egypt,

Spain, Russia

4-11

Emotional Labor Challenges

Difficult to display expected emotions accurately, and to hide true emotions

Emotional dissonance Conflict between true and required emotions Potentially stressful with surface acting Less stress through deep acting

4-12

Emotional Intelligence Defined

Ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others

4-13

Social Awareness

Self-management

Understanding and sensitivity to the feelings, thoughts, and situation of others

Controlling or redirecting our internal states, impulses, and resources

Self-awarenessUnderstanding your own emotions, strengths, weaknesses, values, and motives

Relationship Management

Managing other people’s emotions

Lowest

Highest

Model of Emotional Intelligence

4-14

Emotional Intelligence Competencies

Self-awareness Social awareness

Self-management Relationship management

Self(personal competence)

Other(social competence)

Recognition of emotions

Regulationof emotions

4-15

Improving Emotional Intelligence

Emotional intelligence is a set of competencies (aptitudes, skills)

Can be learned, especially through coaching

EI increases with age -- maturity

Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Job Satisfaction and Organizational Commitment

Workplace Emotions, Attitudes, and Stress

4-17

Job Satisfaction

A person's evaluation of his or her job and work context

A collection of attitudes about specific facets of the job

4-18

LoyaltyLoyalty

VoiceVoice

ExitExit

NeglectNeglect

• Leaving the situation• Quitting, transferring

• Changing the situation• Problem solving, complaining

• Patiently waiting for the situation to improve

• Reducing work effort/quality• Increasing absenteeism

EVLN: Responses to Dissatisfaction

4-19

Job Satisfaction and Performance

Happy workers are somewhat more productive workers, but:

1. General attitude is a poor predictor of specific behaviors2. Job performance affects satisfaction only when rewarded3. Depends on employee control of job performance (e.g.

limited in assembly lines)

4-20

Happy Staff = Happy Customers at Wegmans

Wegmans Food Market enjoys strong customer loyalty and low employee turnover by keeping employees happy. Shown here, CEO Danny Wegman meets with staff during a new store opening.

Courtesy of Wegmans Food Markets

4-21

Job Satisfaction and Customers

Job satisfaction affects mood, leading to positive behaviors toward customers

Less employee turnover, resulting in more consistent and familiar service

Courtesy of Wegmans Food Markets

4-22

Organizational Commitment

Affective commitment Emotional attachment to, identification with, and

involvement in an organization

Continuance commitment Belief that staying with the organization serves your

personal interests

4-23

Building Organizational Commitment

Justice and support Apply humanitarian values Support employee wellbeing

Shared values Values congruence

Trust Employees trust org leaders Job security supports trust

Organizational comprehension Know firm’s past/present/future Open and rapid communication

Employee involvement Employees feel part of company Involvement demonstrates trust