9- emotion function

Question 1

Why emotion at work is important to understand -

Answer 1

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

Question 2

expression of emotion at work - Hoschild (1983)

Answer 2

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)

Question 3

Emotion labour
Display rules
- how is emotion labour acomplished

Answer 3

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

Question 4

consequences of emotional labor - Rafaelli and Sutton (1987)

Answer 4

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 .

Question 5

Meta anal on effects of emotional labor (Hulsheger and Schewe 2011)

Answer 5

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

Question 6

adverse effects of emotional labor

Answer 6

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

Question 7

social identitiy theory

Answer 7

• 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.

Question 8

social interaction model

Answer 8

personal outcome may depend on response of customer/ client (Cote, 2005)

Question 9

Work home issues

Answer 9

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)

Question 10

Managing emotional labour

Answer 10

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

Question 11

Hairdressers (Parkinson 1991)

Answer 11

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.

Question 12

Debt collecttors Sutton 1991

Answer 12

- 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

Question 13

the experience of emotion at work

Affective events theory: Weiss and Cropanzano (1996)

Answer 13

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

Question 14

what is flow

Answer 14

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).

Question 15

opposite of flow

Answer 15

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.

Question 16

the management of emotion at work
emotional intelligence
Salovey and Mayer (1990)

Answer 16

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.

Question 17

wwhy is EI at work important

Answer 17

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.