Chapter 4 Workplace Emotions, Attitudes, and Stress Canadian OB 7e: McShane/Steen 1 © 2009 The McGraw-Hill Companies, Inc. All rights reserved

Having Fun at WestJet Having fun is part of the culture at WestJet, including this attempt by CEO Sean Durfy to toss a cupcake up to pilot Gordon Simmons. Generating positive emotions at work is an important way to improve organizational effectiveness. Canadian OB 7e: McShane/Steen © 2009 The McGraw-Hill Companies, Inc. All rights reserved 2

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

Attitudes versus Emotions AttitudesEmotions Judgments about an attitude object Based mainly on rational logic Usually stable for days or longer Experiences related to an attitude object Based on innate and learned responses to environment Usually experienced for seconds or less

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

Behaviour Attitudes: From Beliefs to Behaviour Perceived Environment Attitude Feelings Beliefs BehaviouralIntentions Cognitive process Emotional process Emotional Episodes

Role of Emotions in Attitudes  Feelings influenced by cumulative emotional episodes  We ‘listen in’ on our emotions  Conflict between cognitive and emotional processes  Emotions also directly affect behaviour e.g. facial expression

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.

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 in Nursing Nurses such as Suzanne Stringer, a charge nurse at Regina General Hospital, must display a variety of emotions toward different patients. Emotional exhaustion is a real risk in the nursing profession

Emotional Labour Defined 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 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

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 Awareness Self-management Perceiving and understanding the meaning of others’ emotions Managing our own emotions Self-awareness perceiving and understanding the meaning of your own emotions Relationship Management Managing other people’s emotions Lowest Highest Model of Emotional Intelligence

Emotional Intelligence Competencies Self-awarenessSocial awareness Self-management Relationship management Self (personal competence) Other (social competence) Recognition of emotions Regulation of 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

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 behaviours 2. Job performance affects satisfaction only when rewarded 3. Effect on performance strongest in complex jobs because of greater employee influence on job performance (e.g. limited in assembly lines)

Job Satisfaction and Customers  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

Building Organizational Commitment  Justice and support Apply humanitarian values  Shared values Values congruence  Trust Employees trust org leaders  Organizational comprehension Know firm’s past/present/future  Employee involvement

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

Stage 1 Alarm Reaction Stage 2 Resistance Stage 3 Exhaustion Normal Level of Resistance General Adaptation Syndrome

Behavioral Psychological Work performance, accidents, absenteeism, aggression, poor decisions Dissatisfaction, moodiness, depression, emotional fatigue Physiological Cardiovascular disease, hypertension, headaches Consequences of Distress

Cynicism Reduced Personal Accomplishment Physiological,psychological, and behavioural consequences EmotionalExhaustion Interpersonal and Role-Related Stressors Job Burnout Process

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

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.

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

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

© Photodisc. With permission. 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

Managing Work-Related Stress  Remove the stressor Minimize/remove stressors  Withdraw from the stressor Vacation, rest breaks  Change stress perceptions Positive self-concept, humor  Control stress consequences Healthy lifestyle, fitness, wellness  Receive social support

Chapter 4 Workplace Emotions, Attitudes, and Stress Canadian OB 7e: McShane/Steen 34 © 2009 The McGraw-Hill Companies, Inc. All rights reserved