0. Chapter EIGHT
Emotions
and
Moods

1. Emotions—Why Emotions Were Ignored in OB
Emotions are critical factor in employee behavior.
The “myth of rationality”
Emotions of any kind are disruptive to organizations.
Original OB focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency.

2. Affect A broad range of emotions that people experience
What Are Emotions?
Affect A broad range of emotions that people experience
Emotions Intense feelings that are directed at someone or something
Moods Feelings that tend to be less intense than emotions and that lack a contextual stimulus

4. Aspects of Emotions Biology of Emotions Intensity of Emotions
Originate in brain’s limbic system
Intensity of Emotions
Personality
Job requirements
Frequency and Duration of Emotions
How often emotions are exhibited
How long emotions are displayed
Functions of Emotions
Critical for rational thinking
Motivate people

5. Mood as Positive and Negative Affect

6. Sources of Emotions and Moods
Personality
Day and Time of the Week
NOT Weather
Stress
Social Activities
Sleep
Exercise
Age
Gender

7. Positive Moods are Highest
At the End of the Week
In the Middle Part of the Day
Negative Moods are Highest
At the Beginning of the Week
And show little variation throughout the day

8. Gender and Emotions Women Men Can show greater emotional expression
Experience emotions more intensely
Display emotions more frequently
Are more comfortable in expressing emotions
Are better at reading others’ emotions
Men
Believe that displaying emotions is inconsistent with the male image
Are innately less able to read and to identify with others’ emotions
Have less need to seek social approval by showing positive emotions

9. External Constraints on Emotions
Organizational Influences
Cultural Influences
Individual Emotions

10. Emotional Labor
A situation in which an employee expresses organizationally desired emotions during interpersonal transactions.
Emotional dissonance—Inconsistencies between the emotions we feel and the emotions we project.

11. Felt vs. Displayed Emotions
Felt Emotions
An individual’s actual emotions
Displayed Emotions
Emotions that are organizationally required and considered appropriate in a given job

12. Note: Higher emotional labor equals more highly paid jobs (with high cognitive requirements)
Internals (Internal locus of control) Individuals who believe that they control what happens to them.

13. Affective Events Theory (AET)
Work events trigger positive and negative emotional reactions
Personality and mood determine the intensity of the emotional response.
Emotions can influence a broad range of work performance and job satisfaction variables.
Implications of the theory ACT
Individual response reflects emotions and mood cycles.
Current and past emotions affect job satisfaction.
Emotional fluctuations create variations in job satisfaction and performance.
Both negative and positive emotions can distract workers and reduce job performance.

14. Affective Events Theory (AET)
Source: Based on N.M. Ashkanasy and C.S. Daus, “Emotion in the Workplace: The New Challenge for Managers,” Academy of Management Executive, February 2002, p. 77.
E X H I B I T 8–6

15. Emotional Intelligence
Self-awareness = Know how you feel
Self-management = Manage your emotions and impulses
Self-motivation = Can motivate yourself and persist
Empathy = Sense and understand what others feel
Social Skills = Can handle the emotions of others
Research Findings: Characterize high performers, high EI scores, not high IQ scores.

16. OB Applications of Emotions and Moods
Emotions and Selection
Emotions affect employee effectiveness.
Decision Making
Emotions are an important part of the decision-making process in organizations.
Creativity
Positive mood increases creativity.
Motivation
Emotional commitment to work and high motivation are strongly linked.
Leadership
Emotions are important to acceptance of messages from organizational leaders.

17. OB Applications . . . (cont’d)
Interpersonal Conflict
Conflict in the workplace and individual emotions are strongly intertwined.
Negotiation
Emotions can impair negotiations.
Customer Services
Emotions affect service quality delivered to customers which, in turn, affects customer relationships.
Job Attitudes
Can carry over to home
Deviant Workplace Behaviors
Negative emotions lead to employee deviance (actions that violate norms and threaten the organization).

18. Chapter Check-up: Emotions and Moods
Lucy has a high need for achievement and likes to come to work and focus on her job only. If you were Lucy’s manager, how could you get her to feel more emotion at work? Would you want her to? Why or why not? Discuss with a classmate.

19. Chapter Check-up: Emotions and Moods
Discuss with your neighbor how low positive affect is the same or different as high negative affect.

20. Chapter Check-up: Emotions and Moods
Roberto comes to class and sits quietly looking content and relaxed. The teacher is guessing that Roberto is:
Low on negative affect
High on positive affect
High on negative affect
Low on positive affect
Discuss with a neighbor why Roberto, who is seemingly happy but calm, isn’t just low on positive affect.

21. Chapter Check-up: Emotions and Moods
Do you think there could be emotional and mood implications for telecommuting? If yes, how so? Discuss with a classmate.
Hint: Consider this woman!
Why might she NOT always feel this way?