ADMN 2220 Chapter 4

Chapter 4: Workplace Emotions, Attitudes, and Stress

Learning Outcomes

• Understanding the influence of emotions and cognition on attitudes and behavior.

• The significance of emotional labor and emotional intelligence in the workplace.

• Examining job satisfaction and organizational commitment.

• Defining the concept of stress.

• Exploring five methods to manage workplace stress.

Emotions Defined

• Emotions: Intense feelings directed at someone or something.

  • Include physiological, behavioral, and psychological responses to an object, person, or event.

  • Generally nonconscious, directed at persons or events.

• Moods: Less intense feelings than emotions, lacking a specific contextual stimulus.

Types of Emotions

• Emotions trigger readiness to act (activation).

• Associated with valence which indicates positivity or negativity.

Types of Emotions (Continued)

• High Activation Emotions:

  • Positive: Enthusiastic, elated, excited.

  • Negative: Distressed, fearful, jittery.

• Low Activation Emotions:

  • Positive: Cheerful, calm, relaxed.

  • Negative: Unhappy, gloomy, tired.

Attitudes

• Attitudes are evaluative statements, either positive or negative, about objects, people, or events.

  • Example: "I like my job" implies a positive attitude towards work.

• Generally less stable than values and closely tied to specific situations.

Attitudes versus Emotions

• Attitudes:

  • Consist of judgments about an attitude object.

  • Involve conscious reasoning and are more stable over time.

• Emotions:

  • Involve experiences related to an attitude object.

  • Nonconscious, temporary responses.

Role of Emotions, Attitudes, and Behavior Model

• Behavior Influenced by:

  • Perceived environment

  • Attitudes (feelings, beliefs, behavioral intentions)

• Cognitive and emotional processes shape behavior.

Cognitive Dissonance

• Cognitive Dissonance: Emotional experience when beliefs, feelings, and behavior are contradictory.

• Reducing Dissonance:

  • Changing beliefs/feelings.

  • Recognizing consonant decisions may help compensate.

Managing Emotions at Work

• Emotional Labor: Effort to express desired emotions in interactions.

  • More prevalent in roles requiring intense or varied emotional displays.

Emotional Labor Challenges

• Difficulty in accurately exhibiting required emotions and suppressing true feelings.

• Emotional Dissonance: Tension from the contrast of felt and displayed emotions.

  • Types: Felt emotions, displayed emotions, surface acting, and deep acting.

What is Emotional Intelligence?

• Emotional Intelligence (EI): Skills and competencies that influence one’s ability to cope with environmental pressures.

Emotional Intelligence Hierarchy

• Management of emotions in oneself and others.

Emotional Intelligence Model

• Awareness: Recognizing one's emotions and those of others.

• Regulation: Managing emotions effectively.

Emotional Intelligence Outcomes/Development

• Outcomes include better teamwork, leadership, decision-making, and creativity.

• Development methods: Training, coaching, practice, feedback, and experience.

Job Satisfaction

• Evaluation of one’s job and work context.

• Does job satisfaction influence work behavior? Generally yes, but leads to performance only in specific contexts.

EVLN: Responses to Dissatisfaction

• Exit: Leaving or transferring.

• Voice: Changing the situation; problem-solving.

• Loyalty: Patiently waiting for improvement.

• Neglect: Reducing effort and increasing absenteeism.

Organizational Commitment

• Affective Commitment: Emotional attachment leading to lower turnover and higher motivation.

• Continuance Commitment: Calculative attachment based on lack of alternative options.

• Normative Commitment: Based on moral duty or social obligations.

Building Affective Commitment

• Promote justice and support.

• Ensure shared values and trust in leadership.

• Foster clear communication and employee involvement.

Psychological Contracts

• Defined as beliefs about reciprocal agreements between employees and employers.

• Different from employee expectations; encompass perceived promises.

• Ranges from transactional to relational contracts, impacting organizational commitment.

What is Stress?

• Adaptive response to perceived challenges or threats, preparing for hostile conditions.

• Types of Stress: Eustress (positive) vs. distress (negative).

Stages of Stress

• 1. Alarm Reaction: Initial response to stress.

• 2. Resistance: Adapting to stressors.

• 3. Exhaustion: When stress overwhelms.

Workplace Stressors

• Common sources include:

  1. Organizational constraints (lack of control).

  2. Interpersonal conflict (threatening behavior).

  3. Work overload (excess workload).

  4. Low task control (limited influence over tasks).

Individual Differences in Stress

• Less stress experienced by individuals with:

  1. Better physical health.

  2. Effective coping strategies.

  3. Favorable personality traits (lower neuroticism, higher extraversion).

  4. Positive self-concept.

Managing Work-Related Stress

• Strategies include:

  • Removing or minimizing stressors.

  • Withdrawing from stressors (transfers, vacations).

  • Changing perceptions of stress.

  • Controlling stress consequences via lifestyle choices.

  • Seeking social support.