What are emotions and moods? How do emotions and moods influence behavior? What are attitudes and...

What are emotions and moods?

How do emotions and moods influence

behavior?

What are attitudes and how do they influence

behavior?

What is job satisfaction and why is it important?

3-2Copyright © 2012 John Wiley & Sons, Inc.

Affect

Range of emotions and moods that people

experience in their life context.

Emotions are strong positive or negative

feelings directed toward something or

someone.


Emotional intelligence (EI)

Ability to understand emotions in ourselves

and others and to use that understanding

to manage relationships effectively.


Self-conscious emotions

Arise from internal sources (shame, guilt,

embarrassment, pride) and helps individuals

regulate their relationships with others.

Social emotions

Arise from external sources (pity, envy,

jealousy) and information.


Moods

Generalized positive or negative

feelings or states of mind.



JoyJoy

Sadness

Sadness

LoveLoveAngerAnger

Surprise

Surprise

FearFear

Major Emotions

Emotion and mood contagion – spillover effects

of one’s emotions and mood onto others.

Emotional labor – relates to the need to show

certain emotions in order to perform a job well.

Emotional dissonance – emotions we actually

feel are inconsistent with the emotions we try to

project.


Deep acting

Trying to modify feelings to better fit the

situation.

Surface acting

Hiding true feelings while displaying

different ones.


Display rules

The degree to which it is appropriate to

display emotions.



Job Satisfaction

Job Performance

Work Environment:•Characteristics of job•Job demands•Emotional labor requirements

Work Events:•Daily hassles•Daily uplifts

Emotional Reactions:•Positive•Negative

Personal Predispositions:•Personality•Mood

Attitude

Predisposition to respond in a positive

or negative way to someone or

something in one’s environment.


Cognitive component Reflects underlying beliefs, opinions, knowledge, or

information a person possesses.

Affective component Specific feeling regarding the personal impact of the

antecedent condition evidenced in the cognitive component.

Behavioral component Intention to behave in a certain way based on the

affect in one’s attitude.


Cognitive dissonance Describes a state of inconsistency between an

individual’s attitudes and/or between attitudes and

behavior.

Cognitive dissonance can be reduced by: Changing the underlying attitude.

Changing future behavior.

Developing new ways of explaining or rationalizing the

inconsistency.


Job satisfactionAn attitude reflecting a person’s positive

and negative feelings toward a job, co-

workers, and the work environment.

Job Involvement

Extent to which an individual is

dedicated to a job.


Organizational Commitment Degree of loyalty an individual feels toward an

organization.

Rational Commitment – Reflects feelings that job

serves one’s financial, developmental, and professional

interests.

Emotional Commitment – Reflects feelings that what

one does is important, valuable and of real benefit

to others.

Employee Engagement – A positive feeling or strong

sense of connection with the organization.


The Minnesota Satisfaction Questionnaire

(MSQ) and the Job Descriptive Index (JDI)

both address components of job

satisfaction with which good managers

should be concerned.

Take the sample survey.


Five facets of job satisfaction:

The work itself

Quality of supervision

Relationships with co-workers

Promotion opportunities

Rewards Pay


Withdrawal behaviors

Dissatisfied workers are absent more

frequently, more likely to quit, or at least on

the lookout for different employment.

Employee absenteeism and turnover can

result in :

Loss of experience

Replacement costs for recruitment and training


Organizational Citizenship

A willingness to “go beyond the call of

duty” or “ go the extra mile” in one’s work.

Interpersonal organizational citizenship

behaviors have individuals doing extra things

that help others.

Organizational citizenship behaviors advance the

performance of the organization as a whole.


Relationship between job satisfaction and

job performance – three theories:

Satisfaction causes performance.

Performance causes satisfaction.

Rewards cause satisfaction and

performance.


Theory: Satisfaction causes performance

Managerial implication — to increase

employees’ work performance, make them

happy.

Job satisfaction alone is not a consistent

predictor of work performance.


Theory: Performance causes satisfaction

Managerial implication — try to create high

performance as a pathway to job satisfaction.

Performance leads to rewards that, in turn, lead

to satisfaction.

Performance leads to satisfaction only if rewards

are perceived as fair and equitable.


Theory: rewards cause both satisfaction and

performance

Managerial implication — right rewards

allocated in the right way will positively

influence both performance and satisfaction.

Performance contingency - size of the reward

varies in proportion to the level of performance.


If you won the lotto, would you ever work

again?

Consider the meanings we derive from

work (social identity, accomplishment,

achievement). How would you replace

these?


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