EMOTIONS AND MOODS

WHY WERE EMOTIONS IGNORED IN OB?

• THE “MYTH OF RATIONALITY”– EMOTIONS WERE SEEN AS IRRATIONAL– MANAGERS WORKED TO MAKE EMOTION-FREE ENVIRONMENTS

• VIEW OF EMOTIONALITY– EMOTIONS WERE BELIEVED TO BE DISRUPTIVE– EMOTIONS INTERFERED WITH PRODUCTIVITY– ONLY NEGATIVE EMOTIONS WERE OBSERVED

• NOW WE KNOW EMOTIONS CAN’T BE SEPARATED FROM THE WORKPLACE

EMOTIONAL TERMINOLOGYAFFECT

• A GENERIC TERM THAT ENCOMPASSES A BROAD RANGE OF FEELINGS THAT PEOPLE EXPERIENCE. IT IS EXPERIENCED IN THE FORM OF EMOTIONS AND MOODS.

EMOTION • INTENSE FEELINGS THAT ARE DIRECTED AT SOMEONE OR SOMETHING• SHORT TERMED AND ACTION-ORIENTED.

MOOD • FEELINGS THAT TEND TO BE LESS INTENSE AND LONGER-LASTING

THAN EMOTIONS AND OFTEN LACK A CONTEXTUAL STIMULUS

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AFFECT, EMOTIONS, AND MOODS

EMOTIONS AND MOODS EMOTIONS: OVERT REACTIONS THAT

EXPRESS FEELINGS ABOUT EVENTS.• EMOTIONS ALWAYS HAVE AN OBJECT.• THERE ARE SIX MAJOR CATEGORIES OF

EMOTIONS.• EXPRESSION OF MAJOR EMOTIONS IS UNIVERSAL.• CULTURE DETERMINES HOW AND WHEN PEOPLE

EXPRESS EMOTIONS. DISPLAY RULES: CULTURAL NORMS ABOUT THE

APPROPRIATE WAYS TO EXPRESS EMOTIONS. MOOD: AN UNFOCUSED, RELATIVELY MILD

FEELING THAT EXISTS AS BACKGROUND TO OUR DAILY EXPERIENCES.

CATEGORIES OF EMOTION

THE STRUCTURE OF A MOOD

3-7• Classifying Moods: Positive and Negative Affect

WHAT IS THE FUNCTION OF EMOTION?• DO EMOTIONS MAKE US IRRATIONAL?

• EXPRESSING EMOTIONS PUBLICLY MAY BE DAMAGING TO SOCIAL STATUS

• EMOTIONS ARE CRITICAL TO RATIONAL DECISION-MAKING

• EMOTIONS HELP US UNDERSTAND THE WORLD AROUND US

• WHAT FUNCTIONS DO EMOTIONS SERVE?• DARWIN ARGUED THEY HELP IN SURVIVAL PROBLEM-

SOLVING• EVOLUTIONARY PSYCHOLOGY: PEOPLE MUST

EXPERIENCE EMOTIONS AS THERE IS A PURPOSE BEHIND THEM

• NOT ALL RESEARCHERS AGREE WITH THIS ASSESSMENT8-8

SOURCES OF EMOTION AND MOOD• PERSONALITY

• THERE IS A TRAIT COMPONENT – AFFECT INTENSITY• DAY AND TIME OF THE WEEK

• THERE IS A COMMON PATTERN FOR ALL OF US:• HAPPIER IN THE MIDPOINT OF THE DAILY AWAKE PERIOD • HAPPIER TOWARD THE END OF THE WEEK EXHIBITS 8-3 &

8-4• WEATHER

• ILLUSORY CORRELATION – NO EFFECT • STRESS

• EVEN LOW LEVELS OF CONSTANT STRESS CAN WORSEN MOODS

• SOCIAL ACTIVITIES• PHYSICAL, INFORMAL, AND DINING ACTIVITIES INCREASE

POSITIVE MOODS8-9

SOURCES OF EMOTIONS AND MOODS

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Personality Moods and emotions have a trait component: most people have built-

in tendencies to experience certain moods and emotions more frequently than others do.

People also experience the same emotions with different intensities. Contrast Arsenal coach Arsene Wenger to Microsoft CEO Bill Gates. One is easily moved to anger, while the other is relatively distant and unemotional.

Wenger and Gates probably differ in affect intensity, or how strongly they experience their emotions.

affect intensity, or how strongly they experience their emotions.

Affectively intense people experience both positive and negative emotions more deeply: when they’re sad, they’re really sad, and when they’re happy, they’re really happy.

SOURCES OF EMOTIONS AND MOODS

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DAY OF WEEK AND TIME OF DAY • MORE POSITIVE INTERACTIONS WILL LIKELY

OCCUR MID-DAY AND LATER IN THE WEEK

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EMOTIONS, MOODS, AND JOB PERFORMANCE

PEOPLE IN HIGHLY EMOTIONAL STATES HAVE LOWER JOB PERFORMANCE. ESPECIALLY TRUE IN THE CASE OF NEGATIVE EMOTIONS.

PEOPLE SHOWING HIGH POSITIVE AFFECTIVITY MAKE BETTER DECISIONS THAN THOSE SHOWING HIGH NEGATIVE AFFECTIVITY.

BEING IN A POSITIVE MOOD HELPS PEOPLE RECALL POSITIVE THINGS AND BEING IN A NEGATIVE MOOD HELPS PEOPLE RECALL NEGATIVE THINGS.

PEOPLE REPORT GREATER SATISFACTION WITH THEIR JOBS WHILE THEY ARE IN A GOOD MOOD.

BEING IN A GOOD MOOD LEADS PEOPLE TO JUDGE THE WORK OF OTHERS MORE POSITIVELY. PEOPLE WHO ARE IN A GOOD MOOD ALSO TEND TO BE MORE GENEROUS AND ARE INCLINED

TO HELP THEIR FELLOW WORKERS. PEOPLE WHO ARE IN A GOOD MOOD ARE INCLINED TO WORK MORE CAREFULLY WITH

OTHERS TO RESOLVE CONFLICTS.

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MANAGING EMOTIONS IN ORGANIZATIONS

EMOTIONAL DISSONANCE: INCONSISTENCIES BETWEEN THE EMOTIONS WE FEEL AND THE EMOTIONS WE EXPRESS.EMOTIONAL LABOR: THE PSYCHOLOGICAL EFFORT INVOLVED IN HOLDING BACK ONE’S TRUE EMOTIONS.ORGANIZATIONAL COMPASSION: STEPS TAKEN BY ORGANIZATIONAL OFFICIALS TO ALLEVIATE THE SUFFERING OF ITS EMPLOYEES OR OTHERS.

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ORGANIZATIONAL COMPASSION

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THE SPECTRUM OF BASIC EMOTIONS

Happiness

Surprise Fear

Sadness Anger Disgust

• Classifying Moods: Positive and Negative Affect• Mood States: General groupings of affective emotions

• Positivity Offset: Generally, at zero input, people are in a positive mood

THE STRUCTURE OF A MOOD

3-16• Classifying Moods: Positive and Negative Affect

THE FUNCTIONS OF EMOTIONS

• EMOTIONS AND RATIONALITY • EMOTIONS ARE CRITICAL TO RATIONAL

THOUGHT: THEY HELP IN UNDERSTANDING THE WORLD AROUND US.

• EVOLUTIONARY PSYCHOLOGY • THEORY THAT EMOTIONS SERVE AN

EVOLUTIONARY PURPOSE: HELPS IN SURVIVAL OF THE GENE POOL

• THE THEORY IS NOT UNIVERSALLY ACCEPTED

SOURCES OF EMOTIONS AND MOODS

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Personality Moods and emotions have a trait component: most people have

built-in tendencies to experience certain moods and emotions more frequently than others do.

People also experience the same emotions with different intensities. Contrast Arsenal coach Arsene Wenger to Microsoft CEO Bill Gates. One is easily moved to anger, while the other is relatively distant and unemotional.

Wenger and Gates probably differ in affect intensity, or how strongly they experience their emotions.

affect intensity, or how strongly they experience their emotions.

Affectively intense people experience both positive and negative emotions more deeply: when they’re sad, they’re really sad, and when they’re happy, they’re really happy.

SOURCES OF EMOTIONS AND MOODS

3-19

DAY OF WEEK AND TIME OF DAY • MORE POSITIVE INTERACTIONS WILL LIKELY

OCCUR MID-DAY AND LATER IN THE WEEK

MORE SOURCES

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WEATHER• NO IMPACT ACCORDING TO RESEARCH

STRESS• INCREASED STRESS WORSENS MOODS

SOCIAL ACTIVITIES• PHYSICAL, INFORMAL, AND EPICUREAN ACTIVITIES

INCREASE POSITIVE MOODSLEEP

• LACK OF SLEEP INCREASES NEGATIVE EMOTIONS AND IMPAIRS DECISION MAKING

EVEN MORE SOURCES

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EXERCISE • MILDLY ENHANCES POSITIVE MOOD

AGE • OLDER PEOPLE EXPERIENCE NEGATIVE EMOTIONS LESS

FREQUENTLYGENDER

• WOMEN SHOW GREATER EMOTIONAL EXPRESSION, EXPERIENCE EMOTIONS MORE INTENSELY AND DISPLAY MORE FREQUENT EXPRESSIONS OF EMOTIONS

• COULD BE DUE TO SOCIALIZATION

EMOTIONAL LABOR

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AN EMPLOYEE’S EXPRESSION OF ORGANIZATIONALLY DESIRED

EMOTIONS DURING INTERPERSONAL TRANSACTIONS AT

WORK

EMOTIONAL DISSONANCE IS WHEN AN EMPLOYEE HAS TO PROJECT ONE EMOTION WHILE SIMULTANEOUSLY FEELING ANOTHER

FELT VS. DISPLAYED EMOTIONS

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• FELT EMOTIONS: • THE INDIVIDUAL’S ACTUAL EMOTIONS

• DISPLAYED EMOTIONS: • THE LEARNED EMOTIONS THAT THE ORGANIZATION

REQUIRES WORKERS TO SHOW AND CONSIDERS APPROPRIATE IN A GIVEN JOB

• SURFACE ACTING IS HIDING ONE’S TRUE EMOTIONS• DEEP ACTING IS TRYING TO CHANGE ONE’S

FEELINGS BASED ON DISPLAY RULES

EMOTIONAL INTELLIGENCE

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A PERSON’S ABILITY TO:• BE SELF-AWARE (TO RECOGNIZE

HIS OR HER OWN EMOTIONS AS EXPERIENCED),

• DETECT EMOTIONS IN OTHERS, AND

• MANAGE EMOTIONAL CUES AND INFORMATION.

MODERATELY ASSOCIATED WITH HIGH JOB PERFORMANCE

THE ABILITY, CAPACITY, OR SKILL TO PERCEIVE, ASSESS, AND MANAGE THE EMOTIONS OF ONESELF, OF OTHERS, AND OF GROUPS

EMOTIONAL INTELLIGENCE ON TRIAL

INTUITIVE APPEAL – IT MAKES SENSE

EI PREDICTS CRITERIA THAT MATTER –POSITIVELY CORRELATED TO HIGH JOB PERFORMANCE

STUDY SUGGESTS THAT EI IS

NEUROLOGICALLY BASED

EI IS TOO VAGUE A CONCEPT

EI CAN’T BE MEASURED

EI IS SO CLOSELY RELATED TO INTELLIGENCE AND PERSONALITY THAT IT IS NOT UNIQUE WHEN THOSE FACTORS ARE CONTROLLED

3-25

THE CASE FOR: THE CASE AGAINST:

OB APPLICATIONS OF EMOTIONS AND MOODS

3-26

• SELECTION – EMPLOYERS SHOULD CONSIDER EI A FACTOR IN HIRING FOR JOBS THAT DEMAND A HIGH DEGREE OF SOCIAL INTERACTION

• DECISION MAKING – POSITIVE EMOTIONS CAN INCREASE PROBLEM-SOLVING SKILLS AND HELP US UNDERSTAND AND ANALYZE NEW INFORMATION

• CREATIVITY – POSITIVE MOODS AND FEEDBACK MAY INCREASE CREATIVITY

MORE OB APPLICATIONS OF EMOTIONS AND MOODS

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• MOTIVATION – PROMOTING POSITIVE MOODS MAY GIVE A MORE MOTIVATED WORKFORCE

• LEADERSHIP – EMOTIONS HELP CONVEY MESSAGES MORE EFFECTIVELY

• NEGOTIATION – EMOTIONS MAY IMPAIR NEGOTIATOR PERFORMANCE

• CUSTOMER SERVICE – CUSTOMERS “CATCH” EMOTIONS FROM EMPLOYEES, CALLED EMOTIONAL CONTAGION

EVEN MORE OB APPLICATIONS OF EMOTIONS AND MOODS

3-28

• JOB ATTITUDES – EMOTIONS AT WORK GET CARRIED HOME BUT RARELY CARRY OVER TO THE NEXT DAY

• DEVIANT WORKPLACE BEHAVIORS – THOSE WHO FEEL NEGATIVE EMOTIONS ARE MORE LIKELY TO ENGAGE IN DEVIANT BEHAVIOR AT WORK

• SAFETY AND INJURY AT WORK – BAD MOODS CAN CONTRIBUTE TO INJURY AT WORK IN SEVERAL WAYS.

• INDIVIDUALS IN NEGATIVE MOODS TEND TO BE MORE ANXIOUS, WHICH CAN MAKE THEM LESS ABLE TO COPE EFFECTIVELY WITH HAZARDS.

• A PERSON WHO IS ALWAYS SCARED WILL BE MORE PESSIMISTIC ABOUT THE EFFECTIVENESS OF SAFETY PRECAUTIONS BECAUSE SHE FEELS SHE’LL JUST GET HURT ANYWAY, OR SHE MIGHT PANIC OR FREEZE UP WHEN CONFRONTED WITH A THREATENING SITUATION.

• NEGATIVE MOODS ALSO MAKE PEOPLE MORE DISTRACTIBLE, AND DISTRACTIONS CAN OBVIOUSLY LEAD TO CARELESS BEHAVIORS.

HOW CAN MANAGERS INFLUENCE MOODS?

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• USE HUMOR TO LIGHTEN THE MOMENT

• GIVE SMALL TOKENS OF APPRECIATION

• STAY IN A GOOD MOOD THEMSELVES – LEAD BY EXAMPLE

• HIRE POSITIVE PEOPLE

GLOBAL IMPLICATIONS

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DOES THE DEGREE TO WHICH PEOPLE EXPERIENCE EMOTIONS VARY ACROSS CULTURES?

DO PEOPLE’S INTERPRETATIONS OF EMOTIONS VARY ACROSS CULTURES?

DO THE NORMS FOR THE EXPRESSIONS OF EMOTIONS DIFFER ACROSS CULTURES?

“YES” TO ALL OF THE ABOVE!

IMPLICATIONS FOR MANAGERS

3-31

• UNDERSTAND THE ROLE OF EMOTIONS AND MOODS TO BETTER EXPLAIN AND PREDICT BEHAVIOR

• EMOTIONS AND MOODS DO AFFECT WORKPLACE PERFORMANCE

• WHILE MANAGING EMOTIONS MAY BE POSSIBLE, ABSOLUTE CONTROL OF WORKER EMOTIONS IS NOT

KEEP IN MIND…

3-32

• POSITIVE EMOTIONS CAN INCREASE PROBLEM-SOLVING SKILLS

• PEOPLE WITH HIGH EI MAY BE MORE EFFECTIVE IN THEIR JOBS

• MANAGERS NEED TO KNOW THE EMOTIONAL NORMS FOR EACH CULTURE THEY DO BUSINESS WITH