1. Chapter 3 Emotions, Attitudes, and Job Satisfaction
Feelings do make a difference

2. Chapter 3 Study Questions
What are emotions and moods? What do emotions and moods influence behavior in organizations? What are attitudes? What is job satisfaction and what are its implications?
Copyright © 2008 John Wiley & Sons, Inc.

3. What are emotions and moods?
Affects
Broad range of feelings, in the form of moods and emotions, that people experience in their life context.
Emotions are strong positive or negative feelings directed toward something.
Copyright © 2008 John Wiley & Sons, Inc.

4. What are emotions and moods?
Emotional intelligence (EI)
Ability to understand emotions and manage relationships effectively.
Copyright © 2008 John Wiley & Sons, Inc.

5. What are emotions and moods?
Four Dimensions of Emotionally Intelligent Leadership
Self-Awareness
Social Awareness
Self Management
Relationship Management
Emotional Intelligence
Copyright © 2008 John Wiley & Sons, Inc.

6. What are emotions and moods?
Joy
Major Emotions
Anger
Love
Fear
Sadness
Surprise
Copyright © 2008 John Wiley & Sons, Inc.

7. What are emotions and moods?
Self conscious emotions
Arise from internal sources (shame, guilt, embarrassment, pride) and help regulate interpersonal relationships.
Social emotions
Arise from external sources (pity, jealousy) and refer to individuals’ feelings based on information external to themselves.
Copyright © 2008 John Wiley & Sons, Inc.

8. What are emotions and moods?
Moods Generalized positive or negative feelings or states of mind.
Copyright © 2008 John Wiley & Sons, Inc.

9. What are emotions and moods?
“I was really angry when Prof. Nitpicker criticized my presentation”
Identified with a source, cause
Tend to be brief, episodic
Many forms and types
Action oriented; link to behavior
Can turn into a mood
Moods
“Oh, I just don’t have the energy to do much today. I’ve felt down all week.”
Hard to identify cause
Can be long lasting
Either positive or negative
More cerebral; less action oriented
Can influence emotion
Copyright © 2008 John Wiley & Sons, Inc.

10. How do emotions and moods influence behavior in organizations?
Emotion and mood contagion – spillover effects of one’s emotions and mood onto others. Emotional labor – regulating one’s emotions to display those desired by the organization. Emotional dissonance – inconsistencies between emotions we feel and emotions we project.
Copyright © 2008 John Wiley & Sons, Inc.

11. How do emotions and moods influence behavior in organizations?
Deep acting
Trying to modify your true inner feelings based on display rules.
Surface acting
Hiding true feelings while displaying different ones.
Copyright © 2008 John Wiley & Sons, Inc.

12. How do emotions and moods influence behavior in organizations?
Display rules
Informal standards that govern the degree to which it is appropriate for people from different cultures to display their emotions.
Copyright © 2008 John Wiley & Sons, Inc.

13. How do emotions and moods influence behavior in organizations?
Positive affect
tendency to be perceptually positive
Negative affect
tend to experience negative moods in a wide range of settings and under many different conditions
Copyright © 2008 John Wiley & Sons, Inc.

14. How do emotions and moods influence behavior in organizations?
Work Environment:
Characteristics of job
Job demands
Emotional labor requirements
Job Satisfaction
Work Events:
Daily hassles
Daily uplifts
Emotional Reactions:
Positive
Negative
Job Performance
Personal Predispositions:
Personality
Mood
Copyright © 2008 John Wiley & Sons, Inc.

15. What are attitudes? Attitude
Predisposition to respond in a positive or negative way to someone or something in one’s environment.
Copyright © 2008 John Wiley & Sons, Inc.

16. What are attitudes? Cognitive component Affective component
Underlying beliefs, opinions, knowledge, or information a person possesses.
Affective component
Specific feeling regarding the personal impact of the antecedents.
Behavioral component
Intention to behave in a certain way based on your specific feelings or attitudes.
Copyright © 2008 John Wiley & Sons, Inc.

17. What are attitudes? ANTECEDENTS Values
“Job responsibility is important.”
ATTITUDE
Feelings
“I don’t like my job.”
RESULT
Intended behavior.
“I’m going to quit my job.”
Copyright © 2008 John Wiley & Sons, Inc.

18. What are attitudes? Cognitive dissonance
A psychologically disturbing state of inconsistency between an individual’s attitudes and his or her behavior.
Cognitive dissonance can be reduced by:
Changing the underlying attitude.
Changing future behavior.
Developing new ways of explaining or rationalizing the inconsistency.
Copyright © 2008 John Wiley & Sons, Inc.

19. What are attitudes? Job satisfaction Job Involvement
An attitude that reflects whether individuals feel positively or negatively about their jobs.
Job Involvement
Degree to which individuals are dedicated to their jobs.
Organizational Commitment
Degree of loyalty to the organization.
Copyright © 2008 John Wiley & Sons, Inc.

20. What is job satisfaction and what are its implications?
Five facets of job satisfaction:
The work itself
Quality of supervision
Relationships with co-workers
Promotion opportunities
Pay
Copyright © 2008 John Wiley & Sons, Inc.

21. Your experience…
The Job Descriptive Index (JDI) is a questionnaire that addresses aspects of satisfaction with which good managers should be concerned. Take the sample survey.
Copyright © 2008 John Wiley & Sons, Inc.

22. What is job satisfaction and what are its implications?
Withdrawal effects
Dissatisfied workers are absent more frequently, are not engaged in their work (daydreaming, socializing, web surfing), and are more likely to quit.
Employee turnover results in costly corporate impact:
Loss of talent
Replacement cost
Copyright © 2008 John Wiley & Sons, Inc.

23. What is job satisfaction and what are its implications?
Organizational Citizenship
Behaviors that represent employees’ willingness to go the extra mile in their work.
Advancing organizational interests, positive attitudes and public comments.
Helping behaviors that are unsolicited (volunteering, mentoring). .
Copyright © 2008 John Wiley & Sons, Inc.

24. What is job satisfaction and what are its implications?
Relationship between satisfaction and performance – three theories:
Satisfaction causes performance.
Performance causes satisfaction.
Rewards cause satisfaction and performance.
Copyright © 2008 John Wiley & Sons, Inc.

25. What is job satisfaction and what are its implications?
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.
Copyright © 2008 John Wiley & Sons, Inc.

26. What is job satisfaction and what are its implications?
Theory: performance causes satisfaction
Managerial implication — help people achieve high performance, then satisfaction will follow.
Performance in a given time period is related to satisfaction in a later time period.
Rewards link performance with later satisfaction.
Copyright © 2008 John Wiley & Sons, Inc.

27. What is job satisfaction and what are its implications?
Theory: rewards cause both satisfaction and performance
Managerial implication — Proper allocation of rewards can positively influence both satisfaction and performance.
High job satisfaction and performance-contingent rewards influence a person’s work performance.
Size and value of the reward should vary in proportion to the level of one’s performance.
Copyright © 2008 John Wiley & Sons, Inc.

28. What do you think…
If you won the lotto, would you ever work again? Consider the meanings we derive from work (social identity, accomplishment, achievement). How would replace these?
Copyright © 2008 John Wiley & Sons, Inc.