Chapter Four: Workplace Emotions, Attitudes, and Stress

Vocabulary practice flashcards covering emotions, attitudes, cognitive dissonance, emotional labour, the EVLN model, organizational commitment, and workplace stress concepts.

Emotions

Psychological, behavioural, and physiological episodes that create a state of readiness, experienced as brief, mostly nonconscious, and motivating events rather than evaluations.

Attitudes

A cluster of beliefs, assessed feelings, and behavioural intentions toward an attitude object, formed through conscious reasoning and judgments, and more stable over time.

Beliefs-to-Feelings Contingencies

The condition in attitude formation where two individuals hold the same belief about an attitude object but develop different feelings because they attach different valences to that belief.

Feelings-to-Behavioural Intentions Contingencies

The condition where two individuals hold the same feelings toward an attitude object but form different behavioural intentions due to variations in experience, personality, and social norms.

Behavioural Intentions-to-Behaviour Contingencies

The condition where two individuals share identical behavioural intentions, but differences in situational factors or individual skills enable only one of them to act.

Cognitive Dissonance

An uncomfortable emotional state caused by a perceived incongruence among beliefs, feelings, and behaviour that motivates an individual to re-establish consistency.

Dissonance Reduction

The process of reducing cognitive dissonance by discovering or amplifying positive features of a chosen option, identifying problems with unchosen alternatives, or compensating through consonant behaviour.

Emotional Labour

The effort, planning, and control required by employees to express organizationally desired emotions during interpersonal transactions.

Emotion Display Rules

Organizational or occupational norms dictating required emotional displays, which are especially demanding in jobs requiring varied, intense, frequent, and precise emotions.

Surface Acting

An emotional labour strategy in which an employee pretends to experience and displays expected emotions without genuinely feeling them, which can lead to stress and exhaustion.

Deep Acting

An emotional labour strategy where an employee consciously regulates their internal thoughts and emotions so they genuinely experience and display the required emotions.

Emotion Regulation Strategies

The five primary methods used in deep acting to manage emotional experiences: changing the situation, modifying the situation, suppressing or amplifying emotions, shifting attention, and reframing the situation.

Emotional Intelligence

A set of abilities related to the recognition and regulation of emotions both within oneself and in others.

Dimensions of Emotional Intelligence

The four core competencies of emotional intelligence: awareness of own emotions, management of own emotions, awareness of others' emotions, and management of others' emotions.

EVLN Model

A framework identifying four primary employee responses to job dissatisfaction: Exit, Voice, Loyalty, and Neglect.

Exit

A response to job dissatisfaction in the EVLN framework that involves leaving the situation through quitting, transferring to another department, or absenteeism.

Voice

An active, constructive response to job dissatisfaction in the EVLN framework aimed at altering the situation through problem solving, proposing solutions, or complaining.

Loyalty

In the EVLN framework, either a response of patiently waiting for improvement or a moderating factor where high loyalty leads to voice while low loyalty leads to exit.

Neglect

A passive, harmful response to job dissatisfaction in the EVLN framework that involves reducing work effort, letting quality deteriorate, and increasing absenteeism.

Service Profit Chain Model

A model showing that organizational practices foster employee satisfaction and commitment, driving employee retention and motivation, which improves service quality, customer satisfaction, customer loyalty, and company profitability.

Affective Commitment

An employee's emotional attachment to, identification with, and involvement in an organization, which results in lower turnover, higher motivation, and greater organizational citizenship.

Continuance Commitment

A calculative attachment to an organization based on the high financial or social costs of quitting and a perceived lack of alternative employment opportunities.

Normative Commitment

An employee's felt obligation or moral duty to remain with an organization, typically motivated by the norm of reciprocity.

Trust

Positive expectations held toward another person in situations involving risk, which develops in organizations when management and employees reciprocate trust.

Organizational Comprehension

How well employees understand the organization and its strategic direction, requiring a clear mental model so they can identify with the company.

Employee Involvement

A management practice that builds affective commitment by providing employees with psychological ownership of and social identity with the organization.

Stress

An adaptive response to situations perceived as challenging or threatening to well-being that prepares individuals to adapt to hostile environmental conditions.

General Adaptation Syndrome

A model of the physiological stress experience consisting of three sequential stages: alarm reaction, resistance, and exhaustion.

Workplace Stressors

Environmental conditions that induce stress and strain, specifically organizational constraints, interpersonal conflict, work overload, and low task control.

Stress Management Strategies

Five key approaches to managing work-related stress: removing the stressor, withdrawing from the stressor, changing stress perceptions, controlling stress consequences, and receiving social support.