ORGANIZATIONAL BEHAVIOR

Chapter # 04WORKPLACE EMOTIONS & ATTITUDESBy:-Barkat UllahIshfaq Husain, Asad Aziz, Aun Abbas

Workplace Emotions and Attitudes

Example From Practical Life:- SaskTel (a Canadian firm)

SaskTel has built a loyal workforce by avoiding layoffs, keeping employees informed, providing exciting job opportunities and demonstrating corporate social responsibility.

Chapter # 04

Why?

To Build Positive

Work Attitude & Emotions

Organizational

Performance

Customor Loyality

Employees Well beings

Because it

Leads to

After Completing Chapter We Will be able to understand:-

Emot

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Attit

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, Em

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Emot

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Emotions at Workplace

• Emotions Defined• Psychological, behavioral, and physiological

episodes experienced toward an object, person, or event that create a state of readiness.

Components of this Definition

Episodes or Brief Events

Direct Towards Something

Psychological

Physiological episodes

State of Readiness

Types Of Emotions

Six Primary Categories Fear = anxiety + alarm Love = affection + care Surprise = Sudden + Never exp. before Joy = Event of Happiness + feel free Anger = Dissatisfied + violation of rules Sadness = Heart is Broken + no interest

Activation

Evaluation

Astonished

Tranquil

CheerfulSad

Fearful Elated

ContentBored

Low activationPositive emotions

Low activationNegative emotions

High activationPositive emotions

High activationNegative emotions

PositiveNegative

Low

High

Attitudes Definition

Cluster of Believes, assessed feeling and behavioral intentions toward a person, object or event.

Attitude Object Components of Attitude

Beliefs feelingsBehavioral Intentions

Established Perception about Attitude Object

+ive of -ive Evaluation of

Attitude Object

Engage in any reaction w.r.t

attitude object

Attitudes versus Emotions

Attitudes Emotions

Judgments about an attitude object

Experiences toward an attitude object

Usually stable for days or longer

Occur briefly, usually lasting minutes

Based mainly on rational logic

Based on awareness of our senses

Behavior

Emotions, Attitudes and Behavior

Perceived Environment

Attitude Feelings

Beliefs

BehavioralIntentions

Cognitive process

Emotional process

Emotional Episodes

Expectancy-value-model

Feeling influence behavioral intentionsBehavioral Intentions

Predict Behavior

Linking Emotions To Attitudes and Bhavior Rational Attitude Model would be incomplete without Emotions Emotions are linked with Attitudes and Behavior Neuroticism

Emotional Center Process information Much Faster Rational Center Expectancy value Model

Merger Example People behavior is also effected by emotions (last arrow from Emotions

to Behavior)

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

Personality and Emotions

Person’s emotions are also partially determined by Persoanlity. Positive Affectivity Negative Affectivity

To what extent personality traits influence emotions and behavior? Differ in their attendance Differ in their turnover Differ in reaction to job satisfaction

Managing Emotions at Workplace

Example of Elbow Room Café “Go get a coffee by yourself” “If you are in Hurry than you should have gone to McDonalds”

Its all a performance, more like a theater, enjoy good food, laugh etc. Café is managing emotions at work place via Emotional Labour. So, What is Emotional Labour?

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 emotions

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

Emotional Labor Across Cultures Some cultures expect people to display a neutral

emotional demeanor, with minimal emotional expression and monotonic voice (e.g. Korea, Japan, Austria)

Other cultures allow or encourage emotional expression, where emotions are revealed through voice and gestures (e.g. Kuwait, Egypt, Spain, Russia)

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

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

Emotional Intelligence Competencies

Self-awareness Social awareness

Self-management Relationship management

Self(personal competence)

Other(social competence)

Recognition of emotions

Regulationof emotions

Improving Emotional Intelligence

Emotional intelligence is a set of competencies (aptitudes, skills) Can be learned, especially through coaching EI increases with age -- maturity

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

context A collection of attitudes about specific facets of the

job

JobSatisfaction

Supervisor

JobContent

Co-workers

Working Conditions

Career Progress

Pay and Benefits

Loyalty

Voice

Exit

Neglect

• 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

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. Job satisfaction and motivation have little effect in jobs with

little employee control (e.g. assembly lines)

Happy Staff, Happy Customers at Outback

Outback Steakhouse is successful in part because it applies the principle that happy employees make happy customers, which result in happy shareholders.

Job Satisfaction and Customers

Job satisfaction increases customer satisfaction and profitability because: Job satisfaction affects mood, leading to positive behaviors toward customers

Less employee turnover, resulting in more consistent and familiar service

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

Organizational comprehension

Trust

Justice & support

Employee involvement

• Apply humanitarian values• Support employee wellbeing

• Employees trust org leaders• Job security supports trust

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

• Employees feel part of company• Involvement demonstrates trust

Building Organizational Commitment

Shared values • Values congruence

Psychological Contract Defined

Beliefs about the terms and conditions of a reciprocal exchange between that person and other party

Transactional v. Relational ContractsTransactionalContracts

RelationalContracts

Time-frame Open-endedand indefinite

Closed-endedand short-term

Stability DynamicStatic

PervasiveNarrowScope

More subjectiveWell-definedTangibility

Economic & socioemotionalEconomicFocus

Psychological Contract Issues

Contracts vary across cultures Example: employees in Canada expect more

involvement than do employees in high power distance cultures (e.g. Mexico)

Contracts vary across generations Baby boomers -- assume more job security for

loyalty Gen-X/ Gen-Y -- assume more employability

From Security To Employability

Picture of Typical White Collar Employees This Picture portrays:

If you are loyal to organization than it would take care of job security and career development.

This contract is out- dated emerging one is “Employability”

Employability Employees are responsible for their own career By developing new competencies Employees keep their jobs by continuously offering

valuable skills and knowledge Recent Poll (Research)

68 % candidates believe job security is of Past 41 % believe that employer is loyal to them

Hence, “Environment is shifting from Job Security to Skill Security”

Permanence of Employability

Will Employability again shift to Job Security? Perhaps it can:-

But Two Factors will likely to preserve1. Increasing Turbulence in Business environment2. Global Competition, Deregulation and Information Technology

Organization must keep employability flexible and adaptive.

Summary of Chapter