Workplace Emotions, Attitudes, and Stress McShane-Olekalns-Travaglione OB Pacific Rim 3e © 2010 The McGraw-Hill Companies, Inc. All rights reserved

Positive Attitudes at Clydesdale Bank By giving its contact centre employees more positive experiences at work, Clydesdale Bank (a division of National Australia Bank) has reduced absenteeism and turnover while significantly improving customer satisfaction. © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved Emotions Defined Psychological, behavioural, and physiological episodes experienced toward an object, person, or event that create a state of readiness Most emotions occur without our awareness Moods – lower intensity emotions without any specific target source © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved Types of Emotions © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved Attitudes vs. Emotions Attitudes Emotions Judgements about an attitude object 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 © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

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 Behavioural intentions – motivation to act in response to the attitude object Problem: ignores important role of emotions in shaping attitudes © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Attitudes: From Beliefs to Behavior Perceived Environment Attitude Feelings Beliefs Behavioural Intentions Cognitive process Emotional process Emotional Episodes Behaviour © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Emotions, Attitudes, and Behaviour How emotions influence attitudes: Feelings are shaped by cumulative emotional episodes (not just evaluation of beliefs) We ‘listen in’ on our emotions when determining our attitude toward something Potential conflict between cognitive and emotional processes Emotions also directly affect behaviour eg. facial expression © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Positive Emotions at Mott MacDonald To attract and keep talented employees, companies are finding creative ways to generate positive emotions in the workplace. Employees at Mott MacDonald have plenty of fun. For example, the Abu Dhabi oil and gas team has an annual desert safari, complete with camel rides (see photo). © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Generating Positive Emotions at Work The emotions-attitudes- behaviour model illustrates that attitudes are shaped by ongoing emotional experiences Thus, successful companies actively create more positive than negative emotional episodes. © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved 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 © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Emotional Labour Defined Effort, planning and control needed to express organisationally desired emotions during interpersonal transactions Emotional labour is higher when the job requires: frequent and long duration display of emotions displaying a variety of emotions displaying more intense emotions © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Emotional Labour Across Cultures Displaying or hiding emotions varies across cultures: Minimal emotional expression and monotonic voice in Korea, Japan, Austria Emotional expression encouraged in Kuwait, Egypt, Spain, Russia © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

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 © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

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 © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Model of Emotional Intelligence Relationship management Managing other people’s emotions Highest Social awareness Perceiving and understanding the meaning of others’ emotions Self-management Managing our own emotions Self-awareness Perceiving and understanding the meaning of your own emotions Lowest © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Emotional Intelligence Competencies Self (personal competence) Other (social competence) Self-awareness Social awareness Recognition of emotions Self-management Relationship management Regulation of emotions © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Improving Emotional Intelligence Emotional intelligence is a set of competencies (aptitudes, skills) Can be learned, especially through coaching EI increases with age – maturity © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 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 © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

EVLN: Responses to Dissatisfaction Exit • Leaving the situation • Quitting, transferring Voice • Changing the situation • Problem solving, complaining Loyalty • Patiently waiting for the situation to improve Neglect • Reducing work effort/quality • Increasing absenteeism © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Job Satisfaction and Performance Happy workers are somewhat more productive workers, but: General attitude is a poor predictor of specific behaviours Job performance affects satisfaction only when rewarded Effect on performance strongest in complex jobs because of greater employee influence on job performance (eg. limited in assembly lines) © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Happy Staff = Happy Customers at Wegmans American food retailer Wegmans Food Markets enjoys strong customer loyalty and low employee turnover by keeping employees happy. © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Job Satisfaction and Customers Job satisfaction increases customer satisfaction and profitability because: Job satisfaction affects mood, leading to positive behaviours toward customers Job satisfaction reduces employee turnover, resulting in more consistent and familiar service © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Organisational Commitment Affective commitment Emotional attachment to, identification with, and involvement in an organisation Continuance commitment Calculative attachment – stay because too costly to quit © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Building (Affective) Commitment Justice/ support • Apply humanitarian values • Support employee wellbeing Shared values • Values congruence Trust • Employees trust org leaders • Job security supports trust Organisational comprehension • Know firm’s past/present/future • Open and rapid communication Employee involvement • Employees feel part of company • Involvement demonstrates trust © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 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 person’s wellbeing A physiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions Eustress vs. distress © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

General Adaptation Syndrome Stage 1 Alarm reaction Stage 2 Resistance Stage 3 Exhaustion Normal level of resistance © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Consequences of Distress Physiological Cardiovascular disease, hypertension, headaches Behavioural Work performance, accidents, absenteeism, aggression, poor decisions Psychological Dissatisfaction, moodiness, depression, emotional fatigue © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Job Burnout Process Interpersonal and role-related stressors Emotional exhaustion Physiological, psychological, and behavioural consequences Cynicism Reduced personal accomplishment © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved 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 and incivility Work overload Low task control © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

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. © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane/Von Glinow OB 5e

© 2010 The McGraw-Hill Companies, Inc. All rights reserved 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 © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Work Overload and Task Control Stressors Work Overload Stressor Working more hours, more intensely than one can cope Affected by globalisation, consumerism, ideal worker norm Task Control Stressor Due to lack of control over how and when tasks are performed Stress increases with responsibility © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

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 © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Work-Life Balance at MH Australia McGraw-Hill has won several awards for managing employee stress through work-life balance initiatives. For example, McGraw-Hill Australia executive Matthew Coxhill (see photo) works mainly from his home in regional Australia and has time off from his job to continue his other vocations as a professional trainer and mediator. © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Managing Work-Related Stress Remove the stressor Minimise/remove stressors Withdraw from the stressor Vacation, rest breaks Change stress perceptions Positive self-concept, humour Control stress consequences Healthy lifestyle, fitness, wellness Receive social support © 2010 The McGraw-Hill Companies, Inc. All rights reserved McShane-Olekalns-Travaglione OB Pacific Rim 3e

Workplace Emotions, Attitudes, and Stress McShane-Olekalns-Travaglione OB Pacific Rim 3e © 2010 The McGraw-Hill Companies, Inc. All rights reserved