Organizational behavior (Emotions and Moods)

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Chapter Robbins & Judge Organizational Behavior 13th Edition Bob Stretch ‘Southwestern College 

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> After studying this chapter, you should be able to: ~ Differentiate emotions from moods, and list the basic emotions and moods. - Discuss whether emotions are rational and what functions they serve. ~ Identify the sources of emotions and moods. ~ Show the impact emotional labor has on employees. ~ Describe Affective Events Theory and identify its applications. - Contrast the evidence for and against the existence of emotional intelligence. ~ Apply concepts about emotions and moods to specific OB issues. - Contrast the experience, interpretation, and expression of emotions across cultures. © 2009 Prentice-Hall Inc. All rights reserved. 8-2 

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> The “Myth of Rationality” - Emotions were seen as irrational ~ Managers worked to make emotion-free environments > View of Emotionality - Emotions were believed to be disruptive - Emotions interfered with productivity - Only negative emotions were observed > Now we know emotions can’t o 28 Sepanated. fromthe ‏ده‎ ‎workplace 

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ec A broad range of emotions that people Emotions Moods 5 Feelings that tend to be less intense than emotions and that lack a ‘contextual stimulus 9 Intense feelings that are ‘directed at someone or ‘something 7 4و © 2009 Prentice-Hall Inc. All rights reserv 

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> While not universally accepted, there appear to be six basic emoti Anger 3 2 Fear Sadness Happines; Disgust 6. Surprise > All other emotions are subsumed Under these six > May even be placed in a spectrum of emotion: - Happiness - surprise - fear - sadness - anger - © 2009 PredligggARB tne. All rights reserved. 85 ع و ايم كر او 

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> Emotions cannot be neutral. > Emotions (“markers”) are grouped into general mood states. > Mood states affect perception and therefore perceived =o7i#= 37 © 2009 Prentice-Halll Inc. All rights reserved. 8-6 

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> Do Emotions Make Us Irrational? ~ Expressing emotions publicly may be damaging to social status ~ Emotions are critical to rational decision- making - Emotions help us understand the world around us > What Functions Do Emotions Serve? - Darwin argued they help in survival problem- solving - Evolutionary psychology: people must experience emotions as there is a purpose behind them © 2009 Prentice-Hall Inc. All rights reserved. - Not all researchers agree with this assessment * 

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> Personality - There is a trait component - affect intensity > Day and Time of the Week ~ There is a common pattern for all of us * Happier in the midpoint of the daily awake * Happier toward the end of the week > Weather - Illusory correlation - no effect > Stress - Even low levels of constant stress can worsen moods > Social Activities ~ Physical, informal, and dining activities increase positive moods ere tek 7 © 2009 Prentice-Hall Inc. All rights reserved. 8-8 

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> Sleep - Poor sleep quality increases negative affect > Exercise - Does somewhat improve mood, especially for depressed people > Age - Older folks experience fewer negative emotions » Gender - Women tend to be more emotionally expressive, feel emotions more intensely, have longer- lasting moods, and express emotions more frequently than do men - Due more to socialization than to biology © 2009 Prentice-Hall Inc. All rights reserved. 8-9 

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An employee’s expression of organizationally desired emotions during interpersonal transactions at work. »>Emotional Dissonance: - Employees have to project one emotion while simultaneously feeling another ~ Can be very damaging and lead to burnout >Types of Emotions: ~ Felt: the individual’s actual emotions - Displayed: required or appropriate emotions * Surface Acting: displaying appropriately but not feeling those emotions internally * Deep Acting: changing internal feelings to match display rules - very stressful 7۳017177 © 2009 Prentice-Hall Inc. All rights reserved. 8-10 

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> An event in the work environment triggers positive or negative emotional reactions - Personality and mood determine response intensity ~ Emotiane can influence a broad rance of work | Werk Environment 1781 of the eb + Jeb demande * Requirements for ‘motional labor bb Satisfction Werk Events Emotional Reactions |” > ‏تاه راوج‎ * Fosive * Daly uplits + ‏امس الي موم‎ Personal Dispositons * Personally * Mood © 2009 Prentice-Halll Inc. Alll rights reserved. 8-11 

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1. An emotional episode is actually the result of a series of emotional experiences triggered by a single event 2. Current and past emotions affect job satisfaction 3. Emotional fluctuations over time create variations in job performance 4. Emotion-driven behaviors are typically brief and variable 5. Both negative and positive emotions can distract workers and reduce job performance » Emotions provide valuable insights about behavior >» Emotions, and the minor events that - eause them, should not be ignored at ۶ 

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> A person’s ability to: - Be self-aware * Recognizing own emotions when experienced - Detect emotions in others - Manage emotional cues and information > EI plays an important role in job performance > EI is controversial and not wholly accepted - Case for EI: * Intuitive appeal; predicts criteria that matter; is biologically-based. - Case against EI: © 2009 PrénetOQ.NATUE, A,GOMCEPL: can’t be measured; its validity is suspect. 3-13 

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> Selection - EI should be a hiring factor, especially for social jobs. > Decision Making - Positive emotions can lead to better decisions. > Creativity - Positive mood increases flexibility, openness, and creativity. > Motivation - Positive mood affects expectations of success; feedback amplifies this effect. > Leadership - Emotions are important to acceptance of messages from organizational leaders. © 2009 Prentice-Hall Inc. All rights reserved. 14 

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> Negotiation ~ Emotions, skillfully displayed, can affect negotiations > Customer Services - Emotions affect service quality delivered to customers which, in turn, affects customer relationships - Emotional Contagion: “catching” emotions from others > Job Attitudes - Can carry over to home, but dissipate overnight > Deviant Workplace Behaviors ~ Negative emotions lead to employee deviance (actions that violate norms and threaten the organization) > Manager’s Influence - Leaders who are in a good mood, use humor, and praise employees increase positive moods in the workplace. © 2009 Prentice-Hall Inc. All rights reserved. 8-15 

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> Do people experience emotions equally? - No. Culture can determine type, frequency, and depth of experienced emotions > Do people interpret emotions the same way? - Yes. Negative emotions are seen as undesirable and positive emotions are desirable - However, value of each emotion varies across cultures > Do norms of emotional expression vary? - Yes. Some cultures have a bias against emotional expression; others demand some display of emotion — How the emotions are expressed may make © 2009 Preqtee-Hall pe ral rights tesayed. : oe interpretation outside of one’s culture difficult 8-16 

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> Moods are more general than emotions and less contextual > Emotions and moods impact all areas of OB > Managers cannot and should not attempt to completely control the emotions of their employees > Managers must not ignore the emotions of their co-workers and employees > Behavior predictions will be less accurate if emotions are not taken int acco 1 مر © 2009 Prentice-Halll Inc. Alll rights reserved. 8-17 

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ected by United States copyright laws and is provided solely inst in teaching their courses and assessing student part of this work (including on th: ted. The work and materials from it should never be made available to pt by instructors using the accompanying text in their . All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials, All rights reserved. No pat of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 

8 Chapter Robbins & Judge Organizational Behavior 13th Edition Emotions Emotions and and Moods Moods Bob Stretch Southwestern College © 2009 Prentice-Hall Inc. All rights reserved. 8-1 Chapter Chapter Learning Learning Objectives Objectives  After studying this chapter, you should be able to: – Differentiate emotions from moods, and list the basic emotions and moods. – Discuss whether emotions are rational and what functions they serve. – Identify the sources of emotions and moods. – Show the impact emotional labor has on employees. – Describe Affective Events Theory and identify its applications. – Contrast the evidence for and against the existence of emotional intelligence. – Apply concepts about emotions and moods to specific OB issues. – Contrast the experience, interpretation, and expression of emotions across cultures. © 2009 Prentice-Hall Inc. All rights reserved. 8-2 Why Why Were Were Emotions Emotions Ignored Ignored in in OB? OB?  The “Myth of Rationality” – Emotions were seen as irrational – Managers worked to make emotion-free environments  View of Emotionality – Emotions were believed to be disruptive – Emotions interfered with productivity – Only negative emotions were observed  Now we know emotions can’t bePrentice-Hall separated from the © 2009 Inc. All rights reserved. 8-3 What What are are Emotions Emotions and and Moods? Moods? Affect A broad range of emotions that people experience Emotions Moods Intense feelings that are directed at someone or something Feelings that tend to be less intense than emotions and that lack a contextual stimulus See E X H I B I T 8-1 See E X H I B I T 8-1 © 2009 Prentice-Hall Inc. All rights reserved. 8-4 The The Basic Basic Emotions Emotions  While not universally accepted, there appear to be six basic emotions: 1. 2. 3. 4. 5. 6. Anger Fear Sadness Happiness Disgust Surprise  All other emotions are subsumed under these six  May even be placed in a spectrum of emotion: – Happiness – surprise – fear – sadness – anger © 2009 Prentice-Hall disgustInc. All rights reserved. 8-5 Basic Basic Moods: Moods: Positive Positive and and Negative Negative Affect Affect  Emotions cannot be neutral.  Emotions (“markers”) are grouped into general mood states.  Mood states affect perception and therefore perceived reality. E X H I B I T 8-2 E X H I B I T 8-2 © 2009 Prentice-Hall Inc. All rights reserved. 8-6 What What Is Is the the Function Function of of Emotion? Emotion?  Do Emotions Make Us Irrational? – Expressing emotions publicly may be damaging to social status – Emotions are critical to rational decisionmaking – Emotions help us understand the world around us  What Functions Do Emotions Serve? – Darwin argued they help in survival problemsolving – Evolutionary psychology: people must experience emotions as there is a purpose behind them © 2009 Prentice-Hall Inc. All rights reserved. – Not all researchers agree with this assessment 8-7 Sources Sources of of Emotion Emotion and and Mood Mood  Personality – There is a trait component – affect intensity  Day and Time of the Week – There is a common pattern for all of us • Happier in the midpoint of the daily awake period • Happier toward the end of the week  Weather – Illusory correlation – no effect  Stress – Even low levels of constant stress can worsen moods  Social Activities – Physical, informal, and dining activities increase positive moods See E X H I B I T 8-3 and 8-4 for Emotion Timing See E X H I B I T 8-3 and 8-4 for Emotion Timing © 2009 Prentice-Hall Inc. All rights reserved. 8-8 More More Sources Sources of of Emotion Emotion and and Mood Mood  Sleep – Poor sleep quality increases negative affect  Exercise – Does somewhat improve mood, especially for depressed people  Age – Older folks experience fewer negative emotions  Gender – Women tend to be more emotionally expressive, feel emotions more intensely, have longerlasting moods, and express emotions more frequently than do men – Due more to socialization than to biology © 2009 Prentice-Hall Inc. All rights reserved. 8-9 Emotional Emotional Labor Labor An employee’s expression of organizationally desired emotions during interpersonal transactions at work. Emotional Dissonance: – Employees have to project one emotion while simultaneously feeling another – Can be very damaging and lead to burnout Types of Emotions: – Felt: the individual’s actual emotions – Displayed: required or appropriate emotions • Surface Acting: displaying appropriately but not feeling those emotions internally • Deep Acting: changing internal feelings to match display rules - very stressful See E X H I B I T 8-5 for Emotional Labor and Pay See E X H I B I T 8-5 for Emotional Labor and Pay © 2009 Prentice-Hall Inc. All rights reserved. 8-10 Affective Affective Events Events Theory Theory (AET) (AET)  An event in the work environment triggers positive or negative emotional reactions – Personality and mood determine response intensity – Emotions can influence a broad range of work variables E X H I B I T 8-6 E X H I B I T 8-6 © 2009 Prentice-Hall Inc. All rights reserved. 8-11 Implications Implications of of AET AET 1. An emotional episode is actually the result of a series of emotional experiences triggered by a single event 2. Current and past emotions affect job satisfaction 3. Emotional fluctuations over time create variations in job performance 4. Emotion-driven behaviors are typically brief and variable 5. Both negative and positive emotions can distract workers and reduce job performance  Emotions provide valuable insights about behavior  Emotions, and the minor events that © 2009 Prentice-Hall Inc. All rights reserved. cause them, should not be ignored at 8-12 Emotional Emotional Intelligence Intelligence (EI) (EI)  A person’s ability to: – Be self-aware • Recognizing own emotions when experienced – Detect emotions in others – Manage emotional cues and information  EI plays an important role in job performance  EI is controversial and not wholly accepted – Case for EI: • Intuitive appeal; predicts criteria that matter; is biologically-based. – Case against EI: • Too vague a concept; can’t be measured; its validity is suspect. © 2009 Prentice-Hall Inc. All rights reserved. 8-13 OB OB Applications Applications of of Emotions Emotions and and Moods Moods  Selection – EI should be a hiring factor, especially for social jobs.  Decision Making – Positive emotions can lead to better decisions.  Creativity – Positive mood increases flexibility, openness, and creativity.  Motivation – Positive mood affects expectations of success; feedback amplifies this effect.  Leadership – Emotions are important to acceptance of messages from organizational leaders. © 2009 Prentice-Hall Inc. All rights reserved. 8-14 More More OB OB Applications Applications of of Emotions Emotions and and Moods Moods  Negotiation – Emotions, skillfully displayed, can affect negotiations  Customer Services – Emotions affect service quality delivered to customers which, in turn, affects customer relationships – Emotional Contagion: “catching” emotions from others  Job Attitudes – Can carry over to home, but dissipate overnight  Deviant Workplace Behaviors – Negative emotions lead to employee deviance (actions that violate norms and threaten the organization)  Manager’s Influence – Leaders who are in a good mood, use humor, and praise employees increase positive moods in the workplace. © 2009 Prentice-Hall Inc. All rights reserved. 8-15 Global Global Implications Implications  Do people experience emotions equally? – No. Culture can determine type, frequency, and depth of experienced emotions  Do people interpret emotions the same way? – Yes. Negative emotions are seen as undesirable and positive emotions are desirable – However, value of each emotion varies across cultures  Do norms of emotional expression vary? – Yes. Some cultures have a bias against emotional expression; others demand some display of emotion – How the emotions are expressed may make © 2009 Prentice-Hall Inc. All rights reserved. interpretation outside of one’s culture difficult 8-16 Summary Summary and and Managerial Managerial Implications Implications  Moods are more general than emotions and less contextual  Emotions and moods impact all areas of OB  Managers cannot and should not attempt to completely control the emotions of their employees  Managers must not ignore the emotions of their co-workers and employees  Behavior predictions will be less accurate if emotions are not taken into account © 2009 Prentice-Hall Inc. All rights reserved. 8-17 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall