2. 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? 3-2 Copyright © 2008 John Wiley & Sons, Inc.

3. 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. 3-3 Copyright © 2008 John Wiley & Sons, Inc.

4. Emotional intelligence (EI)  Ability to understand emotions and manage relationships effectively. 3-4 Copyright © 2008 John Wiley & Sons, Inc.

5. 3-5 Self-AwarenessSocial Awareness Self Managemen t Relationship Management Emotional Intelligence Four Dimensions of Emotionally Intelligent Leadership

6. Copyright © 2008 John Wiley & Sons, Inc. 3-6 Joy Sadness Love Anger Surprise Fear Major Emotions

7. 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. 3-7 Copyright © 2008 John Wiley & Sons, Inc.

8. Moods Generalized positive or negative feelings or states of mind. 3-8 Copyright © 2008 John Wiley & Sons, Inc.

9. 3-9 Emotions “ 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

10. 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. 3-10 Copyright © 2008 John Wiley & Sons, Inc.

11. Deep acting  Trying to modify your true inner feelings based on display rules. Surface acting  Hiding true feelings while displaying different ones. 3-11 Copyright © 2008 John Wiley & Sons, Inc.

12. Display rules  Informal standards that govern the degree to which it is appropriate for people from different cultures to display their emotions. 3-12 Copyright © 2008 John Wiley & Sons, Inc.

13. 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 3-13 Copyright © 2008 John Wiley & Sons, Inc.

14. 3-14 Copyright © 2008 John Wiley & Sons, Inc. Job Satisfaction Job Performance Work Environment: Characteristics of job Job demands Emotional labor requirements Work Events: Daily hassles Daily uplifts Emotional Reactions: Positive Negative Personal Predispositions: Personality Mood

15. Attitude  Predisposition to respond in a positive or negative way to someone or something in one’s environment. 3-15 Copyright © 2008 John Wiley & Sons, Inc.

16. Cognitive 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. 3-16 Copyright © 2008 John Wiley & Sons, Inc.

17. 3-17

18. 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. 3-18 Copyright © 2008 John Wiley & Sons, Inc.

19. Job satisfaction  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. 3-19 Copyright © 2008 John Wiley & Sons, Inc.

20. Five facets of job satisfaction:  The work itself  Quality of supervision  Relationships with co-workers  Promotion opportunities  Pay 3-20 Copyright © 2008 John Wiley & Sons, Inc.

21. The Job Descriptive Index (JDI) is a questionnaire that addresses aspects of satisfaction with which good managers should be concerned. Take the sample survey.survey 3-21 Copyright © 2008 John Wiley & Sons, Inc.

22. 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 3-22 Copyright © 2008 John Wiley & Sons, Inc.

23. 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). 3-23 Copyright © 2008 John Wiley & Sons, Inc.

24. Relationship between satisfaction and performance – three theories:  Satisfaction causes performance.  Performance causes satisfaction.  Rewards cause satisfaction and performance. 3-24 Copyright © 2008 John Wiley & Sons, Inc.

25. 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. 3-25 Copyright © 2008 John Wiley & Sons, Inc.

26. 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. 3-26 Copyright © 2008 John Wiley & Sons, Inc.

27. 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. 3-27 Copyright © 2008 John Wiley & Sons, Inc.

28. 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? 3-28 Copyright © 2008 John Wiley & Sons, Inc.