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Workplace Emotions and Attitudes

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Presentation on theme: "Workplace Emotions and Attitudes"— Presentation transcript:

1 Workplace Emotions and Attitudes

2 Emotions and Attitudes 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.

3 Emotions Defined Courtesy of Wegmans Food Markets Psychological, behavioral, and physiological episodes experienced toward an object, person, or event that create a state of readiness.

4 Types of Emotions Activation Evaluation Astonished Fearful Elated Sad
High Fearful Elated High activation Negative emotions High activation Positive emotions Sad Cheerful Activation Low activation Negative emotions Low activation Positive emotions Bored Content Tranquil Low Negative Evaluation Positive

5 Attitudes versus Emotions
Judgments about an attitude object Experiences toward an attitude object Based mainly on rational logic Based on awareness of our senses Usually stable for days or longer Occur briefly, usually lasting minutes

6 Emotions, Attitudes and Behavior
Perceived Environment Attitude Feelings Beliefs Behavioral Intentions Cognitive process Emotional process Emotional Episodes Behavior

7 Serious Fun at CXtex Cxtec employees live up to their company values, which include having fun at work. Helium-filled balloons adorn the office. Break room with billiards, foosball, and air hockey. Miniature golf tournaments in the office, tricycle races around the building, and “CXtec Idol” competitions. Courtesy of CXtec

8 Generating Positive Emotions at Work
The emotions-attitudes- behavior model illustrates that attitudes are shaped by ongoing emotional experiences. Thus, successful companies actively create more positive than negative emotional episodes. Courtesy of CXtec

9 Cognitive Dissonance A state of anxiety that occurs when an individual’s beliefs, feelings and behaviors are inconsistent with one another Most common when behavior is: known to others done voluntarily can’t be undone

10 Emotional Labor The 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

11 Emotional Labor Across Cultures
Some cultures expect people to display a neutral emotional demeanor, with minimal emotional expression and monotonic voice (e.g. Korea, Japan, Austria) Other cultures allow or encourage emotional expression, where emotions are revealed through voice and gestures (e.g. Kuwait, Egypt, Spain, Russia)

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

13 Emotional Dissonance ED is the difference between required and true emotions. One way to minimize ED is look for people who can display required emotions. Employees should work on developing deep acting rather than surface acting.

14 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 It’s the ability to identify, assess, and manage emotions of oneself, others, and of groups. EI represents a set of competencies that allow us to perceive, understand, and regulate emotions.

15 Model of Emotional Intelligence
Relationship Management Managing other people’s emotions Highest Social Awareness Understanding and sensitivity to the feelings, thoughts, and situation of others Self-management Controlling or redirecting our internal states, impulses, and resources Self-awareness Understanding your own emotions, strengths, weaknesses, values, and motives Lowest

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

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

18 Job Satisfaction A person's evaluation of his or her job and work context A collection of attitudes about specific facets of the job Job Content Supervisor Job Satisfaction Career Progress Co-workers Pay and Benefits Working Conditions

19 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

20 Job Satisfaction and Performance
Happy workers are somewhat more productive workers, but: General attitude is a poor predictor of specific behaviors Job performance affects satisfaction only when rewarded Job satisfaction and motivation have little effect in jobs with little employee control (e.g. assembly lines)

21 Happy Staff, Happy Customers at Outback
Outback Steakhouse is successful in part because it applies the principle that happy employees make happy customers, which result in happy shareholders. Courtesy of Outback Steakhouse

22 Job Satisfaction and Customers
Job satisfaction increases customer satisfaction and profitability because: Job satisfaction affects mood, leading to positive behaviors toward customers Less employee turnover, resulting in more consistent and familiar service Courtesy of Outback Steakhouse

23 Organizational Commitment
Emotional attachment to, identification with, and involvement in an organization. aka Affective Commitment is a competitive advantage, improves customer satisfaction, motivates employees and reduces turnover Continuance commitment Belief that staying with the organization serves your personal interests and quitting would be costly financial incentives or penalties force employees to stay with the organization and reduces turnover

24 Building Organizational Commitment
Justice & support • Apply humanitarian values • Support employee wellbeing Shared values • Values congruence Trust • Employees trust org leaders • Job security supports trust Organizational comprehension • Know firm’s past/present/future • Open and rapid communication Employee involvement • Employees feel part of company • Involvement demonstrates trust

25 Psychological Contract Defined
Beliefs about the terms and conditions of a reciprocal exchange between that person and other is psychological contract. Transactional contracts are short-term economic exchanges, responsibilities are well defined around narrow set of obligations Relational contracts are long-term attachments that encompass a broad array of subjective mutual obligations.

26 Transactional v. Relational Contracts
Economic & socioemotional Economic Focus Time-frame Open-ended and indefinite Closed-ended and short-term Stability Dynamic Static Pervasive Narrow Scope More subjective Well-defined Tangibility

27 Psychological Contract Issues
Contracts vary across cultures Example: employees in the United States expect more involvement than do employees in high power distance cultures (e.g. Mexico) Contracts vary across generations Baby boomers -- assume more job security for loyalty Gen-X/ Gen-Y -- assume more employability

28 Workplace Emotions and Attitudes

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