4
Workplace
Emotions,
Attitudes, and
Stress
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Emotions and Stress at
JetBlue
Former JetBlue
employee Steven
Slater (shown in photo)
and other flight
attendants are
expected to manage
their emotions on the
job even when faced
with significant
stressors.
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Emotions Defined
Psychological, behavioral,
and physiological episodes
that create a state of
readiness.
Most emotions occur
without our awareness
Two features of all
emotions:
Evaluation (core affect)
evaluate that something is
good/bad
Activation generate internal
energy/effort
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Types of Emotions
4-4
Attitudes versus
Emotions
Attitudes Emotions
Judgments
Judgments about
about an
an Experiences
Experiences related
related to
to an
an
attitude
attitude object
object attitude
attitude object
object
Based
Based mainly
mainly onon Based
Based on
on innate
innate and
and learned
learned
rational
rational logic
logic responses
responses to
to environment
environment
Usually
Usually stable
stable for
for days
days Usually
Usually experienced
experienced for
for
or
or longer
longer seconds
seconds or
or less
less
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Emotions, Attitudes, and
Behavior Model
Perceived Environment
Cognitive Emotional
process process
Beliefs
Emotional
Episodes
Attitude Feelings
Behavioral
Intentions
Behavior
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Traditional Model: How
Attitudes Influence Behavior
Beliefs
Formed from experience, other learning
Feelings
Composite valences of our multiple beliefs about the attitude
object
People with same beliefs might form different feelings
Behavioral intentions
Feelings provide motivation source/direction of intentions
People with same feelings might form different behavioral
intentions
Behavior
Influenced by behavioral intentions
Effect of intentions on behavior depends on ability, situation, etc.
4-7
Role of Emotions in Attitudes
Emotional markers attach to incoming sensory
information
We experience emotions from initial information
and recalling it (recall activates attached markers)
Feelings and beliefs are influenced by cumulative
emotional episodes (fuzzy dots in model)
We listen in on our emotions
Potential conflict -- cognitive vs emotional thinking
Emotions also directly affect behavior
e.g. facial expression
4-8
Generating Positive Emotions
at Admiral Group
Putting more fun into the workplace has helped Admiral Group
become the best company to work for in the United Kingdom.
Our people spend a lot of time in work and we want to make
sure that they enjoy this time, says Admirals CEO.
4-9
Cognitive Dissonance
Emotional experience caused by a
perception that our beliefs, feelings, and
behavior are incongruent.
Inconsistency generates emotions that
motivate us to increase consistency.
Difficult to undo/change behavior
Instead, we reduce dissonance by
changing our beliefs/feelings about the
attitude object
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Emotional Labor
Effort, planning and control needed to express
organizationally desired emotions during
interpersonal transactions.
Higher in job requiring:
Frequent/lengthy emotion display
Variety of emotions display
Intense emotions display
Emotion display norms vary across cultures
Expressed emotions discouraged: Ethiopia, Japan
Expressed emotions allowed/expected : Kuwait, Spain
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Emotional Labor
Challenges
Difficult to accurately display expected
emotions
Difficult to hide true emotions
Emotional dissonance -- conflict between
true and required emotions
Emotional labor solutions
Perceive emotional labor as professional skill
Engage in deep acting, not surface acting
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Model of Emotional
Intelligence
Self Other
(personal competence) (social competence)
Recognition Ability to know Ability to know
of emotions our own emotions others emotions
Regulation Ability to manage Ability to manage
of emotions
our own emotions others emotions
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Emotional Intelligence
Hierarchy
Highest Ability to Increasing, decreasing, and
manage others altering emotions that others
emotions experience
Ability to know
Perceiving and understanding the
others meaning of others emotions
emotions
Ability to
Increasing, decreasing, and
manage or own altering our own emotions
emotions
Ability to know
Perceiving and understanding the
our own
Lowest meaning of your own emotions
emotions
4-14
Improving Emotional
Intelligence
Emotional intelligence
is a set of abilities/skills
Can be learned,
especially through
coaching
EI increases with age
(maturity process)
4-15
Job Satisfaction
A person's evaluation of his or her job and
work context
An appraisal of the perceived job
characteristics, work environment, and
emotional experience at work
4-16
EVLN: Responses to
Dissatisfaction
Leaving the situation
Exit Quitting, transferring
Changing the situation
Voice Problem solving,
complaining
Patiently waiting for the
Loyalty situation
to improve
Reducing work effort/quality
Neglect Increasing absenteeism
4-17
Job Satisfaction and
Performance
Happy workers are somewhat more
productive workers, but relationship is
weaker because:
General attitude vs specific behaviors
Low employee control over work output Job
Job performance isnt rewarded
4-18
Service Profit Chain at
DaVita, Inc.
DaVita, Inc., the Denver-
based provider of kidney
care and dialysis services,
generates customer
satisfaction through an
employee-first culture. The
attitude that teammates
bring into that clinic affects
patients quality of care and
their quality of life,
explains a DaVita executive.
4-19
Service Profit Chain
Model
Job satisfaction increases customer
Organizationa
l practices satisfaction and profitability because:
1. Job satisfaction affects mood,
Employee
satisfaction leading to positive behaviors
and
commitment toward customers
Employee 2. Job satisfaction reduces employee
Employee
retention
motivation
and
turnover, resulting in more
behavior consistent and familiar service
Customer
Customer Company
Service satisfaction
loyalty and profitability
quality /perceived
referrals and growth
value
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Organizational
Commitment
Affective commitment
Emotional attachment to, identification with, and
involvement in an organization
Lower turnover, higher motivation and org
citizenship
Continuance commitment
Calculative attachment
Employees stays because (a) no choice
(alternative), or (b) too costly to quit
Lower turnover, performance, org citizenship,
cooperation
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Building Affective
Commitment
Justice/
Justice/ Apply humanitarian values
Support
Support Support employee wellbeing
Shared
Shared Values
Values congruence
congruence
Values
Values
Employees
Employees trust
trust org
org leaders
leaders
Trust
Trust Job
Job security
security supports
supports trust
trust
Organizational
Organizational Know firms past/present/future
Comprehension
Comprehension Open and rapid communication
Employee
Employee Employees feel part of company
Involvement
Involvement Involvement demonstrates trust
4-22
What is Stress?
Adaptive response to situations perceived
as challenging or threatening to well-being
Prepares us to adapt to hostile or noxious
environmental conditions
Eustress vs. distress
4-23
General Adaptation Syndrome
Stage 1 Stage 2 Stage 3
Alarm Reaction Resistance Exhaustion
Normal
Level of
Resistance
4-24
Workplace Stressors
Stressors are the causes
of stress
Environmental conditions
that place a physical or
emotional demand on the
person.
Some common workplace
stressors include:
Harassment an incivility
Work overload
Low task control
4-25
Individual Differences in
Stress
People experience less stress
and/or negative outcomes
when they have:
Better physical health
exercise, lifestyle
Appropriate stress coping
strategies
Personality: lower neuroticism
and higher extraversion
Positive self-concept
Lower workaholism
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Managing Work-Related
Stress
Remove the stressor
Minimize/remove stressors
Work/life balance initiatives
Withdraw from the stressor
Vacation, rest breaks
Change stress perceptions
Positive self-concept, humor
Control stress consequences
Healthy lifestyle, fitness, wellness
Receive social support
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4
Workplace
Emotions,
Attitudes, and
Stress
4-28