Workplace Emotions, Attitudes, and Stress

Chapter Four

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Serious Fun at Cxtec

Cxtec employees live up to their company values, which include having fun at work.

Helium-filled balloons adorn the office. Work-life balance. Miniature golf tournaments along the hallway.

Courtesy of CXtec

4-2

Emotions Defined

Psychological, behavioral, and physiological episodes experienced toward an object, person, or event that create a state of readiness.
Most emotions occur without our awareness
Courtesy of CXtec

4-3

Attitudes versus Emotions

Attitudes
Judgments about an attitude object

Emotions
Experiences related to an attitude object

Based mainly on rational logic

Based on innate and learned responses to environment

Usually stable for days or longer

Usually experienced for seconds or less

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Traditional Model of Attitudes

Purely cognitive approach

Beliefs: established perceptions of attitude object Feelings: calculation of good or bad based on beliefs about the attitude object Behavioral intentions: motivation to act in response to the attitude object

Problem: Ignores important role of emotions in shaping attitudes

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Emotions, Attitudes and Behavior

Perceived Environment
Cognitive process Emotional process

Beliefs
Attitude

Feelings
Behavioral Intentions

Emotional Episodes

Behavior
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Role of Emotions in Attitudes

Feelings toward attitude object influenced by cumulative emotional episodes toward it We listen in on our emotions while thinking through what we like or dislike

Cognitive and emotional processes dont always agree with each other
Emotions also directly affect behavior

e.g. facial expression

4-7

Generating Positive Emotions at Work

The emotions-attitudesbehavior model illustrates that attitudes are shaped by ongoing emotional experiences. Thus, successful companies actively create more positive than negative emotional episodes.

Courtesy of CXtec

4-8

Cognitive Dissonance
A state of anxiety that occurs when an individuals beliefs, feelings and behaviors are inconsistent with one another Most common when behavior is:

known to others done voluntarily cant be undone

4-9

Emotional Labor and Emotional Intelligence

Workplace Emotions, Attitudes, and Stress

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

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

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Emotional Labor Across Cultures

Displaying or hiding emotions varies across cultures

Minimal emotional expression and monotonic voice in Korea, Japan, Austria Encourage emotional expression in Kuwait, Egypt, Spain, Russia

4-12

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

4-13

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

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Model of Emotional Intelligence

Highest

Relationship Management

Managing other peoples emotions

Social Awareness

Understanding and sensitivity to the feelings, thoughts, and situation of others Controlling or redirecting our internal states, impulses, and resources

Self-management

Lowest

Self-awareness

Understanding your own emotions, strengths, weaknesses, values, and motives

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Emotional Intelligence Competencies

Self (personal competence) Other (social competence)

Recognition of emotions

Self-awareness

Social awareness

Regulation of emotions

Self-management

Relationship management

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Improving Emotional Intelligence

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

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Job Satisfaction and Organizational Commitment

Workplace Emotions, Attitudes, and Stress

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Job Satisfaction
A person's evaluation of his or her job and work context A collection of attitudes about specific facets of the job

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EVLN: Responses to Dissatisfaction

Leaving the situation Quitting, transferring Changing the situation Problem solving, complaining Patiently waiting for the situation to improve Reducing work effort/quality Increasing absenteeism
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Exit Voice

Loyalty Neglect

Job Satisfaction and Performance

Happy workers are somewhat more productive workers, but:
1. General attitude is a poor predictor of specific behaviors 2. Job performance affects satisfaction only when rewarded 3. Depends on employee control of job performance (e.g.

limited in assembly lines)

4-21

Happy Staff = Happy Customers at Wegmans

Courtesy of Wegmans Food Markets

Wegmans Food Market enjoys strong customer loyalty and low employee turnover by keeping employees happy. Shown here, CEO Danny Wegman meets with staff during a new store opening.

4-22

Job Satisfaction and Customers

Courtesy of Wegmans Food Markets

Job satisfaction affects mood, leading to positive behaviors toward customers Less employee turnover, resulting in more consistent and familiar service

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Organizational Commitment
Affective commitment

Emotional attachment to, identification with, and involvement in an organization Belief that staying with the organization serves your personal interests

Continuance commitment

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Building Organizational Commitment

Justice and support

Organizational comprehension

Apply humanitarian values Support employee wellbeing Values congruence Employees trust org leaders Job security supports trust

Know firms past/present/future Open and rapid communication Employees feel part of company

Shared values

Employee involvement

Trust

Involvement demonstrates trust

4-25

Workplace Stress and Stress Management

Workplace Emotions, Attitudes, and Stress

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

What is Stress?
An adaptive response to a situation that is perceived as challenging or threatening to the persons well-being A complex emotion that prepares us for fight or flight Eustress vs. distress

4-27

General Adaptation Syndrome

Stage 1 Alarm Reaction Stage 2 Resistance Stage 3 Exhaustion

Normal Level of Resistance

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Consequences of Distress
Physiological
Cardiovascular disease, hypertension, headaches

Behavioral

Work performance, accidents, absenteeism, aggression, poor decisions

Psychological

Dissatisfaction, moodiness, depression, emotional fatigue

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What are Stressors?

Stressors are the causes of stress -- any environmental condition that places a physical or emotional demand on the person. Some common workplace stressors include:

Harassment an incivility Work overload Low task control

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Psychological Harassment
Repeated and hostile or unwanted conduct, verbal comments, actions or gestures, that affect an employee's dignity or psychological or physical integrity and that result in a harmful work environment for the employee

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Sexual Harassment
Unwelcome conduct -- detrimental effect on work environment or job performance Quid pro quo

employment or job performance is conditional on unwanted sexual relations

Hostile work environment

an intimidating, hostile, or offensive working environment

4-32

Work Overload and Task Control Stressors

Work Overload Stressor

Working more hours, more intensely than one can cope Affected by globalization, consumerism, ideal worker norm

Task Control Stressor

Due to lack control over how and when tasks are performed Stress increases with responsibility

4-33

Individual Differences in Stress

Different threshold levels of resistance to stressor Use different stress coping strategies Resilience to stress

Due to personality and coping strategies

Workaholism

Highly involved in work

Inner pressure to work Low enjoyment of work
4-34
Photodisc. With permission.

Managing Work-Related Stress

Remove the stressor

Minimize/remove stressors
Vacation, rest breaks Positive self-concept, humor

Withdraw from the stressor

Change stress perceptions

Control stress consequences

Healthy lifestyle, fitness, wellness

Receive social support

4-35

Workplace Emotions, Attitudes, and Stress

Chapter Four

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.