9- emotion function Flashcards
Why emotion at work is important to understand -
Emotion has mainly been studies as an outcome of work - job satisfaction - stress strain - wellbeing - climate only in recent years : - Part of job processes, group dynamics. Part of organisational identity
Ashkanasy and DOrris (2017)- Emotions in the workplace have acute and chronic effects on the well being of workers, performance
expression of emotion at work - Hoschild (1983)
flight attwndents
emotional labour: The act of displaying appropriate emotions in exchange for a wage. The effort, planning and control needed to express organizationally desired emotion during interpersonal transactions (morris and Feldman 96)
Emotion labour
Display rules
- how is emotion labour acomplished
Display rules = what emotions ought to be publicly expressed by employees. Function of societal, occupational and organisational norms. can be explicit or implicit
Emotional labour accomplished by:
- Surface acting
- Deep acting
consequences of emotional labor - Rafaelli and Sutton (1987)
potential positive consequences for organisations - immediate gains - encore gaines 9repeate buisness - contagion gains - word of mouth for employee - performance tups - physical and mental well being .
Meta anal on effects of emotional labor (Hulsheger and Schewe 2011)
Surface acting has negative relationship with well being and weak negarive relationship with performance
- Deep acting has no relationship with well being, but positive relationhsip with emotional performance and customer satisfaction
adverse effects of emotional labor
Adverse effects are more likley when there is a mismatch between displayed ad felt emotion and display rules.
- deviance occurs when display rules are disregarded. Can be serious if the rules have been internalised.
- Dissonance occurs when expressed emotions satisfy display rules bu clash with actual feelings. Can sometimes help employees remain professionally detached but may cause personal estrangement
social identitiy theory
- Employees who identify with their role will feel more authentic in complying with display rules
- bu will suffer more if the organisation fails or if they cannot fulfil the demands.
social interaction model
personal outcome may depend on response of customer/ client (Cote, 2005)
Work home issues
role overload may occur when emotion management is high at work and at home
- role conflict may occur when emotion norms differ at work and home (WHarton and Erickson, 1993)
Managing emotional labour
organisations may have potential methods - training, feedback, rewards, socialiation, stories, scripts
Raises ethical and practical issues
- Do organisations have the right to govern what emotions employees feel and express
Hairdressers (Parkinson 1991)
employees encouraged to project authentic pleasant hospitality.
- impression management
- openness
- expressiveness
Absence of deceptive impression management associated with higher job satisfaction and well being.
- openness and expressiveness accounted for half variance in tips.
- expressiveness correlated with salon price
- openness not expressiveness improved over time.
Debt collecttors Sutton 1991
- author worked as a collector. contingent strategies: - display warmth to anxious debtors. - display irritation/ anger to indifferent debtos - display calm to angry debtors
Collectors feelings - match required emotional display: taught to cope with dissonance
- detachment
- appraisal
- releasing feelings outisde of the call
the experience of emotion at work
Affective events theory: Weiss and Cropanzano (1996)
theoretical account of causes, conseuences and structure of affective experience at work.
Events at work are seen as causes of affective experiences
- affective experiences directly affect some behaviours and indirectly affect others via their influence on attitudes
- concerned with how emotions unfold over time
what is flow
Pleasurable state that arises when people use high skills to meet a high challenge
Absorbing and often accompanied by loss of passage of time
People’s quality of experience usually more affected by being in a condition of flow than by whether they are at home or at work (Csikszentmihalyi & LeFevre, 1989).
opposite of flow
boredom :
“An unpleasant transient affective state in which an individual feels a pervasive lack of interest in and difficulty concentrating on the current activity”(Fisher, 1993).
Topic is most studied in relation to monotonous jobs, such as watchkeeping & vigilance (e.g. air traffic control).
Study of 3 samples of British employees (Fisher, 1993) showed that:
11-56% found their job intrinsically boring, and
79-87% found their job boring some of the time.
Can lead to:
Attention lapses, sleeping on job, slower responses, accidents, risk-taking, increased drug/alcohol consumption, dissatisfaction, & absenteeism.
the management of emotion at work
emotional intelligence
Salovey and Mayer (1990)
3 domains of EI (Salovey & Mayer, 1990):
Appraisal and expression of emotion (in self & others).
Regulation of emotions (in self & others).
Utilization of emotions to solve problems.
wwhy is EI at work important
People need to be able to deal with their own emotions and the emotions of others at work.
80% of competencies that distinguish superior from average performers at work depend on EI rather than cognitive ability (Goleman, 1998).
EI appears to make biggest difference to success in technical jobs because employees largely selected for cognitive (not social) skills in such jobs.
According to Sternberg, the IQ of a group (e.g. work team) depends on the maintenance of internal harmony in the group. This requires EI.
