Emotions and stress

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Copyright 2009 by The McGraw-Hill Companies, Inc. ll rights reser!e".McGraw-Hill#Irwin

WorkplaceEmotions,

Attitudes, andStress

Chapter Four


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Serious Fun at Cxtec

Cxtec employees live upto their companyvalues, which includehaving fun at work.

Helium-filled balloons adornthe office.

Work-life balance.

Miniature golf tournaments

along the hallway.

Courtesy of CXtec


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Emotions e!ned

"sychological,

#ehavioral, and

physiological episodes

experienced toward an

o#$ect, person, or event

that create a state of

readiness.

Most emotions occur

without our awarenessCourtesy of CXtec


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Attitudes versus Emotions

AttitudesAttitudes EmotionsEmotions

Judgments about anJudgments about an

attitude objectattitude object

Based mainly onBased mainly on

rational logicrational logic

Usually stable for daysUsually stable for days

or longeror longer

Experiences related to anExperiences related to an

attitude objectattitude object

Based on innate and learnedBased on innate and learned

responses to environmentresponses to environment

Usually experienced forUsually experienced for

seconds or lessseconds or less


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%raditional &odel of Attitudes

"urely cognitive approach 'eliefs( esta#lished perceptions of attitude o#$ect

Feelings( calculation of good or #ad #ased on#eliefs a#out the attitude o#$ect

'ehavioral intentions( motivation to act inresponse to the attitude o#$ect

"ro#lem( )gnores important role of emotions

in shaping attitudes


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Be"aviorBe"avior

Emotions, Attitudes and 'ehavior

#erceived Environment#erceived Environment

Attitude $eelings$eelings

BeliefsBeliefs

Be"avioralBe"avioral

%ntentions%ntentions

&ognitiveprocess

Emotionalprocess

EmotionalEpisodes


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*ole of Emotions in Attitudes

Feelings toward attitude o#$ect in+uenced#y cumulative emotional episodes toward it

We listen in- on our emotions while

thinking through what we like or dislike

Cognitive and emotional processes don-talways agree with each other

Emotions also directly aect #ehavior e.g. facial expression


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/enerating "ositive Emotions at Work

%he emotions0attitudes0

#ehavior model illustrates

that attitudes are shaped

#y ongoing emotional

experiences.

Thus, successful companies

actively create more positive

than negative emotional

episodes.

Courtesy of CXtec


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Cognitive issonance

A state of anxiety that occurs when anindividual-s #eliefs, feelings and #ehaviorsare inconsistent with one another

&ost common when #ehavior is( known to others done voluntarily can-t #e undone


10/36Copyright 2009 by The McGraw-Hill Companies, Inc. ll rights reser!e".McGraw-Hill#Irwin

Emotional 1a#or andEmotional

)ntelligence

Workplace Emotions,Attitudes, and Stress


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Emotional 1a#or

Eort, planning and control needed toexpress organi2ationally desired emotionsduring interpersonal transactions.

Emotional la#or higher when $o# re3uires( fre3uent and long duration display of emotions

displaying a variety of emotions

displaying more intense emotions


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Emotional 1a#or Across Cultures

isplaying or hiding emotions varies acrosscultures &inimal emotional expression and monotonic

voice in 4orea, 5apan, Austria

Encourage emotional expression in 4uwait, Egypt,Spain, *ussia


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Emotional 1a#or Challenges

i6cult to display expected emotionsaccurately, and to hide true emotions

Emotional dissonance Con+ict #etween true and re3uired emotions "otentially stressful with surface acting

1ess stress through deep acting


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Emotional )ntelligence e!ned

A#ility to perceive and expressemotion, assimilate emotion in

thought, understand and reasonwith emotion, and regulate emotionin oneself and others


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+ocial A,areness

+elf-management

Understanding and sensitivity to t"e

feelings t"oug"ts and situation ofot"ers

&ontrolling or redirecting our internal

states impulses and resources

+elf-a,arenessUnderstanding your o,n emotions

strengt"s ,ea.nesses values and

motives

/elations"ip

0anagement0anaging ot"er people1s emotions

o,est

ig"est

&odel of Emotional )ntelligence


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Emotional )ntelligence Competencies

+elf-a,areness +ocial a,areness

+elf-management /elations"ipmanagement

+elfpersonal competence5

6t"ersocial competence5

/ecognition

of emotions

/egulationof emotions


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)mproving Emotional )ntelligence

Emotional intelligence is a set ofcompetencies 7aptitudes, skills8

Can #e learned, especially through

coaching

E) increases with age 00 maturity


18/36Copyright 2009 by The McGraw-Hill Companies, Inc. ll rights reser!e".McGraw-Hill#Irwin

5o# Satisfactionand 9rgani2ational

Commitment



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5o# Satisfaction

A person:s evaluation of his or her $o# andwork context

A collection of attitudes a#out speci!c

facets of the $o#


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oyaltyoyalty

8oice8oice

ExitExit

9eglect9eglect

: eaving t"e situation

: ;uitting transferring

: &"anging t"e situation

: #roblem solving complaining

: #atiently ,aiting for t"e situation

to improve

: /educing ,or. effort


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5o# Satisfaction and "erformance

=appy workers are somewhatmore

productive workers, #ut(

>./eneral attitude is a poor predictor of speci!c#ehaviors

?.5o# performance aects satisfaction only whenrewarded

@.epends on employee control of $o# performance7e.g. limited in assem#ly lines8


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=appy Sta =appy Customers at Wegmans

Wegmans Food &arket en$oys strong customer loyalty and

low employee turnover #y keeping employees happy.

Shown here, CEO Danny Wegman meets with staff during a new

store opening.

Courtesy of Wegmans Food Markets


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5o# Satisfaction and Customers

5o# satisfaction aects mood, leading to positive #ehaviorstoward customers

1ess employee turnover, resulting in more consistent andfamiliar service

Courtesy of Wegmans Food Markets


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9rgani2ational Commitment

Aective commitment Emotional attachment to, identi!cation with, and

involvement in an organi2ation

Continuance commitment 'elief that staying with the organi2ation serves

your personal interests


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'uilding 9rgani2ational Commitment

5ustice and support

Apply humanitarian values

Support employee well#eing

Shared values

;alues congruence

%rust

Employees trust org leaders

5o# security supports trust

9rgani2ationalcomprehension

4now !rm-spastBpresentBfuture

9pen and rapidcommunication

Employee involvement

Employees feel part ofcompany

)nvolvement demonstratestrust


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Copyright 2009 by The McGraw-Hill Companies, Inc. ll rights reser!e".McGraw-Hill#Irwin

Workplace Stressand Stress

&anagement



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What is Stress

An adaptive response to a situation that isperceived as challenging or threatening tothe person-s well0#eing

A complex emotion that prepares us for!ght or +ight

Eustress vs. distress


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Stage 1Alarm Reaction

Stage 2Resistance

Stage 3Exhaustion

Normal

Level of

Resistance

/eneral Adaptation Syndrome


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Be"avioralBe"avioral

#syc"ological#syc"ological

>or. performance accidentsabsenteeism aggression poor

decisions

?issatisfaction moodinessdepression emotional fatigue

#"ysiological#"ysiological&ardiovascular disease

"ypertension "eadac"es

Conse3uences of istress


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What are Stressors

Stressors are the causes of stress 00 anyenvironmental condition that places aphysical or emotional demand on theperson.

Some common workplace stressors include( =arassment an incivility

Work overload

1ow task control


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"sychological =arassment

*epeated and hostile or

unwanted conduct, ver#al

comments, actions or gestures,

that aect an employee:s

dignity or psychological orphysical integrity and that

result in a harmful work

environment for the employee


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Sexual =arassment

Dnwelcome conduct 00 detrimental eect onwork environment or $o# performance

uid pro 3uo employment or $o# performance is conditional on

unwanted sexual relations

=ostile work environment

an intimidating, hostile, or oensive workingenvironment


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Work 9verload and %ask ControlStressors

Work 9verload Stressor >or.ing more "ours more intensely t"an one can cope

Affected by globali@ation consumerism ideal ,or.er

norm

%ask Control Stressor ue to lack control over how and when tasks are

performed

Stress increases with responsi#ility


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Photodisc. With permission.

)ndividual ierences in Stress

ierent threshold levelsof resistance to stressor

Dse dierent stress copingstrategies

*esilience to stress ue to personality and

coping strategies

Workaholism ig"ly involved in ,or.

%nner pressure to ,or.

o, enjoyment of ,or.


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&anaging Work0*elated Stress

*emove the stressor &inimi2eBremove stressors

Withdraw from the stressor

;acation, rest #reaks

Change stress perceptions "ositive self0concept, humor

Control stress conse3uences =ealthy lifestyle, !tness, wellness

*eceive social support


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WorkplaceEmotions,

Attitudes, and

Stress

Chapter Four

Emotions and stress

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