Workplace Emotions and Attitudes

© 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill Ryerson

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C H A P T E R:C H A P T E R: F O U R F O U R

Workplace Emotions and Attitudes


2 © 2006 The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Canadian OB 6e

Emotions and Attitudes at VanCity

VanCity goes beyond the

ordinary to maintain employee

satisfaction and loyalty. Shown

here, CEO Dave Mowat and happy employees celebrate VanCity winning the best place to work in Canada award.

Glen Baglo/Vancouver Sun


Emotions Defined

Psychological, behavioural,

and physiological episodes

experienced toward an

object, person, or event

that create a state of

readiness.

Glen Baglo/Vancouver Sun


Types of Emotions

Act

ivat

ion

Evaluation

Astonished

Tranquil

CheerfulSad

Fearful Elated

ContentBored

Low activationLow activationPositive emotionsPositive emotions

Low activationLow activationNegative emotionsNegative emotions

High activationPositive emotions

High activationHigh activationNegative emotionsNegative emotions

PositiveNegative

Low

High


Attitudes versus Emotions

AttitudesAttitudes EmotionsEmotions

Judgments about an attitude Judgments about an attitude objectobject

Experiences toward an attitude Experiences toward an attitude objectobject

Usually stable for days or Usually stable for days or longerlonger

Occur briefly, usually lasting Occur briefly, usually lasting minutesminutes

Based mainly on rational logicBased mainly on rational logic Based on awareness of our Based on awareness of our senses senses


BehaviourBehaviour

Emotions, Attitudes and Behaviour

Perceived EnvironmentPerceived Environment

Attitude FeelingsFeelings

BeliefsBeliefs

BehaviouralBehaviouralIntentionsIntentions

Cognitive process

Emotional process

Emotional Episodes


Cognitive Dissonance

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

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


Emotional Labour

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

Emotional labour higher when job requires frequent and long duration display of emotions displaying a variety of emotions displaying more intense emotions


Emotional Labour at Four Seasons

Four Seasons excels at consistently

high customer service, yet it also

adapts its legendary service to the

local culture. This occurs because emotional labour expectations vary from one culture to the next. Employees are also more comfortable providing emotional labour that fits the culture. Courtesy of Four Seasons Hotels & Resorts


Emotional Labour Across Cultures

Some cultures expect people to display a neutral emotional demeanour, 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).

Courtesy of Four Seasons Hotels & Resorts


Emotional Labour 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 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 AwarenessSocial Awareness

Self-managementSelf-management

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

Controlling or redirecting our internal states, impulses, and resources

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

Relationship Relationship ManagementManagement

Managing other people’s emotions

Lowest

Highest

Model of Emotional Intelligence


Emotional Intelligence Competencies

Self-awareness Social awareness

Self-managementRelationship 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

SupervisorSupervisor

JobJobContentContent

Co-workersCo-workers

Working Working ConditionsConditions

Career Career ProgressProgress

Pay and Pay and BenefitsBenefits


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


Job Satisfaction and Performance

Happy workers are somewhat more productive workers, but1. General attitude is a poor predictor of specific

behaviours.

2. Job performance affects satisfaction only when rewarded.

3. Job satisfaction and motivation have little effect in jobs with little employee control (e.g., assembly lines).


Job Satisfaction and Customers

Job satisfaction increases customer satisfaction and profitability because:

Job satisfaction affects mood, leading to positive behaviours 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 Organizational comprehensioncomprehension

TrustTrust

Justice & supportJustice & support

Employee Employee involvementinvolvement

• 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 valuesShared values • Value congruence


Psychological Contract Defined

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


Transactional vs Relational Contracts

TransactionalContracts

RelationalContracts

Time-frame Open-endedOpen-endedand indefiniteand indefinite

Closed-endedClosed-endedand short-termand short-term

Stability DynamicDynamicStaticStatic

PervasivePervasiveNarrowNarrowScope

More subjectiveMore subjectiveWell-definedWell-definedTangibility

Economic & Economic & socioemotionalsocioemotionalEconomicEconomicFocus


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


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Chapter FourExtrasChapter FourExtras


Employee-Customer-Profit Chain

CompanyPracticesCompanyPractices

SatisfiedEmployeesSatisfied

Employees

• Less turnover

• Consistent service

• Less turnover

• Consistent service

Customer’sPerceived

Value

Customer’sPerceived

Value

• Satisfied customers

• Customer referrals

• Satisfied customers

• Customer referrals

HigherRevenue

Growth and Profits

HigherRevenue

Growth and Profits

Workplace Emotions and Attitudes

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