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Emotions in Organizational Behavior

Chapter 3 of 'Essentials of Organizational Behavior' discusses the significance of moods and emotions in the workplace, challenging the myth that emotions are disruptive to rationality. It highlights the sources of moods, the concept of emotional labor, and the distinction between felt and displayed emotions, emphasizing the importance of emotion regulation. The chapter also explores the applications of emotions and moods in organizational behavior, including their impact on hiring, decision-making, creativity, leadership, negotiation, and customer service.

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Eman Ahmed
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10 views11 pages

Emotions in Organizational Behavior

Chapter 3 of 'Essentials of Organizational Behavior' discusses the significance of moods and emotions in the workplace, challenging the myth that emotions are disruptive to rationality. It highlights the sources of moods, the concept of emotional labor, and the distinction between felt and displayed emotions, emphasizing the importance of emotion regulation. The chapter also explores the applications of emotions and moods in organizational behavior, including their impact on hiring, decision-making, creativity, leadership, negotiation, and customer service.

Uploaded by

Eman Ahmed
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd

Essentials of 4-1

Organizational Behavior, Global


Edition
12e
Stephen P. Robbins & Timothy A. Judge
Chapter 3

Moods, Emotions and


Organizational
Behaviour
Copyright ©2014 Pearson Education
Why Were Emotions
Excluded from OB Study?
Myth of rationality:
emotions were the
antithesis of rationality
and should not be seen in
the workplace
Belief that emotions of
any kind are disruptive in
the workplace

4-2

Copyright ©2014 Pearson Education


Affect, Emotions, and
Moods

4-3

Copyright ©2014 Pearson Education


The Functions of
Emotions
Emotions and Rationality
Emotions are critical to
rational thought although
they help in understanding
the world around us
Emotions and Ethics
New research suggests that
ethical behavior may be
based to some degree on
emotions and feelings
4-4

Copyright ©2014 Pearson Education


Sources of Moods
Weather
No impact according to research
Stress
Increased stress worsens moods
Social Activities
Physical, informal activities increase positive
mood
Sleep
Lack of sleep increases negative moods and
impairs decision making

4-5

Copyright ©2014 Pearson Education


Even More Sources
Exercise
Mildly enhances positive mood
Age
Older people experience negative moods less
frequently
Sex
Women show greater emotional expression
and usually in a good mood than men.

4-6

Copyright ©2014 Pearson Education


Emotional Labor
 Emotional labor: an
employee’s expression
of organizationally
desired emotions during
interpersonal
transactions at work
 Emotional dissonance:
when an employee has
to project one emotion
while simultaneously
feeling another 4-7

Copyright ©2014 Pearson Education


Felt vs. Displayed
Emotions
Felt Emotions:
The individual’s actual emotions
Displayed Emotions:
The learned emotions that the organization
requires workers to show and considers
appropriate in a given job

4-8

Copyright ©2014 Pearson Education


Emotion Regulation
Emotion
regulation:
identifying and
modifying the
emotions you feel
Change emotions by
Thinking about more
pleasant things
Distracting yourself
Engaging in relaxation
techniques 4-9

Copyright ©2014 Pearson Education


OB Applications of
Emotions and Moods
Selection – Employers should consider
Emotions as factor in hiring for jobs that
demand a high degree of social interaction
Decision Making – Positive emotions can
increase problem-solving skills and help us
understand and analyze new information
Creativity – Positive moods and feedback
may increase creativity
4-10

Copyright ©2014 Pearson Education


More OB Applications of
Emotions and Moods
Leadership – Emotions help convey
messages more effectively
Negotiation – Emotions may impair
negotiator performance
Customer Service – Customers “catch”
emotions from employees, called
emotional contagion

4-11

Copyright ©2014 Pearson Education

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