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Y3S1 MPW > Ch. 4 Workplace Emotions, Attitudes, and Stress > Flashcards

Ch. 4 Workplace Emotions, Attitudes, and Stress Flashcards

1
Q

What are emotions?

A

Physiological, behavioural, and psychological episodes experienced toward an object, person, or event

That create a state of readiness

Most emotions are nonconscious

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2
Q

What are the two features of emotions?

A

1) Evaluation/Associated valence (core affect)
- Evaluates object/event to be +/-

2) Activation

Negative emotions tend to generate stronger levels of activation

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3
Q

What are attitudes?

A

The cluster of beliefs, assessed feelings, and behavioural intentions toward a person, object, or event (i.e. attitude object)

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4
Q

What is the difference between attitudes and emotions?

A

Attitudes are judgments

  • Evaluations of an attitude object
  • Stable over time

Emotions are experiences

  • Operates as events, usually without our awareness
  • Very brief
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5
Q

What are beliefs?

A

Perceived facts

Accompanied with valence

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6
Q

What are feelings?

A

Represent conscious positive or negative evaluations of attitude object

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7
Q

What are behavioural intentions?

A

Motivation to engage in a particular behaviour regarding the attitude object

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8
Q

What are the contingencies of the cognitive model of attitudes (beliefs-feelings-intentions)?

A

Beliefs-feelings link:
- People with same beliefs may form diff feelings b/c have diff valences for those beliefs

Feelings-intentions link:

  • People with same feelings may form diff behavioural intentions bc of individual differences
  • E.g. Unique experiences, personal values, self-concept

Behavioural intentions-behaviour link:
- Depends on other factors, e.g. person’s ability, situational factors, role ambiguity

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9
Q

What is the role of emotions in attitudes?

A

Emotional markers attach to incoming sensory information

  • We experience emotion from initial information and recalling it
  • Attitudes influenced by cumulative emotional episodes
  • We “listen in” on our emotions
  • Potential conflict - cognitive versus emotional thinking

Cognitive dissonance

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10
Q

What is cognitive dissonance?

A

Emotional response to incongruent beliefs, feelings, and behaviour

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11
Q

How is cognitive dissonance reduced?

A
  • Difficult to undo or change behaviour
  • Typically change beliefs and feelings about attitude object
  • Compensate by recognising previous consonant decisions
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12
Q

What are some links between emotions and personality?

A

More positive emotions
- Higher emotional stability, extroverted

More negative emotions
- Higher neuroticism (emotional stability), introverted

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13
Q

What is emotional labour?

A

Effort, planning, and control to express organisationally desired emotions

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14
Q

What are display rules?

A

Norms or explicit rules requiring us within our role to display/hide specific emotions

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15
Q

Emotional labour is higher in jobs requiring…

A
  • Frequent or lengthy emotional displays
  • Variety of emotional displays
  • Intense emotional displays
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16
Q

How do emotional display norms vary across cultures?

A
  • Expressed emotions discouraged: Ethiopia, Japan

- Expressed emotions allowed or expected: Kuwait, Spain

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17
Q

What are the challenges of emotional labour?

A

Difficult to accurately display expected emotions and to hide true emotions

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18
Q

What is emotional dissonance?

A

Tension when trying to display required emotions which contrast with true emotions

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19
Q

What is surface acting?

A

Pretending to feel the expected emotion even though they actually feel differently

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20
Q

What is the solution to emotional labour challenges?

A

Engage in deep acting, instead of surface acting

21
Q

What is deep acting?

A

Visualising reality differently to produce emotions consistent with the required emotions

22
Q

What is emotional intelligence?

A

A set of abilities to recognise and regulate our own emotions as well as others’.

23
Q

What are the four dimensions of emotional intelligence?

A

1) Awareness of our own emotions
2) Management of our own emotions
3) Awareness of others’ emotions
4) Management of others’ emotions

Exist in hierarchy

24
Q

What are the outcomes of high emotional intelligence?

A
  • Better teamwork
  • Emotional labour
  • Effective leadership
  • Better decisions involving others
  • Positive mindset in creativity

Developing EI through training, coaching, practice and feedback

EI increases with age

25
Q

What is job satisfaction?

A

A person’s evaluation of his/her job and work context

26
Q

What are the issues with job satisfaction surveys?

A
  • Inflated result
  • Difficult to compare job satisfaction across countries due to cultural values
  • Job satisfaction changes with economic conditions
27
Q

What is the EVLN model?

A
  • Identifies 4 ways employees respond to dissatisfaction

Exit: Leaving the situation. Quitting, transferring

Voice: Changing the situation. Problem-solving, complaining

Loyalty: Patiently waiting for situation to improve

Neglect: Reducing work effort or quality. Increasing absenteeism or lateness

28
Q

How is job satisfaction and performance related?

A

Happy workers are somewhat more productive workers

29
Q

Why is the satisfaction-performance relationship not stronger?

A
  • General attitudes don’t predict specific beaviours
  • Some employees have little control over performance
  • Performance causes job satisfaction (reverse causation), but performance often isn’t rewarded
30
Q

What is the service profit chain model?

A

A theory explaining how job satisfaction influences company profitability indirectly through service quality, customer loyalty, and related factors

31
Q

Job satisfaction increases customer satisfaction and profitability because:

A
  1. Satisfied employees display more positive emotions, producing more positive customer emotions
  2. Satisfied employees have lower turnover, resulting in better quality, more consistent, familiar service
32
Q

What is overall job attitude?

A

Job satisfaction + organisational commitment

33
Q

What is affective commitment?

A

Employee’s emotional attachment to, identification with, and involvement in an organisation

34
Q

What is continuance commitment?

A

Calculative attachment to organisation

Employee stays because:

  • No choice (alternative employment opportunities)
  • Too costly to quit
35
Q

What are the consequences of affective commitment?

A
  • Lower turnover and absenteeism
  • Higher motivation and organisational citizenship
  • Higher job performance
  • Greater customer satisfaction
  • More likely to use cooperative problem solving

Problems with very high affective commitment:

  • High conformity –> lower creativity
  • Illegal activities to defend org
36
Q

What are the consequences of continuance commitment?

A
  • Lower performance
  • Less organisational citizenship
  • More likely to use formal grievances
37
Q

What are the strategies to build affective commitment?

A

1) Justice and support
- Company applies humanitarian values (fairness, etc) and supports employee well-being

2) Shared values
- Employee-organisation values congruence

3) Trust
- Employees trust leaders and have job security

4) Organisational comprehension
- Reasonably clear or complete mental model of the firm’s strategic, social, physical characteristics - good communication

5) Employee involvement
- Psychological ownership of and social identity with the company

38
Q

What is stress?

A

Adaptive response to situations perceived as challenging or threatening to well-being

39
Q

What is distress?

A

Stress as a negative experience

Degree of physiological, psychological, and behavioural deviation from healthy functioning

40
Q

What is eustress?

A

Necessary part of life

Motivates people to achieve goals, change their environments, succeed in life’s challenges

41
Q

What is the general adaptation syndrome?

A

A model of the stress experience consisting of 3 stages

1) Alarm reaction
- A threat/challenge activates physiological stress responses

2) Resistance
- Activates mechanisms to give indiv more energy and engage coping mechanisms to overcome/remove source of stress

3) Exhaustion
- Source of stress persists. Increased risk of long-term physiological and psychological damage

42
Q

What are the consequences of distress?

A
  • Physiological: headaches, muscle pain, cardiovascular disease
  • Psychological: Job dissatisfaction, moodiness, depression, lower org commitment
  • Behavioural: Lower job performance, poor decision making, increased workplace accidents, aggressive behaviour, increased absenteeism
43
Q

What is job burnout?

A

3 stages:

1) Emotional exhaustion
- Lack of energy, tiredness, feeling depleted emotionally

2) Cynicism/Depersonalisation
- Indifferent attitude, emotional detachment, cynical view

3) Reduced personal accomplishment
- Diminished confidence, sense of helplessness

44
Q

What are stressors?

A

Any environmental conditions that place a physical or emotional demand on the person

45
Q

What are some workplace stressors?

A

1) Organisational constraints
- Interfere with performance, lack of control

2) Interpersonal conflict
- Interferes with goals, other’s behaviour threatening

3) Work overload
- More hours, intensive work

4) Low task control
- Worse when have high responsibility but have limited control

46
Q

What is psychological harassment?

A

Repeated and hostile or unwanted conduct, verbal comments, actions, or gestures that affect an employee’s dignity or psychological or physical integrity and that result in a harmful work environment for the employee

47
Q

What are some reasons for individual differences in stress?

A

People experience less stress or less negative stress outcomes when they have:

1) Better physical health: exercise, lifestyle
2) Appropriate stress coping strategies
3) Personality: lower neuroticism (emotional stability) and higher extraversion
4) Positive self-concept: high self-esteem, self-efficacy, internal locus of control

48
Q

What are the five strategies for managing stress?

A

1) Remove the stressor
- Work-life balance initiatives

2) Withdraw from stressor
- Permanent (transfer) and temporary (vacation) solutions

3) Change stress perceptions
- Experience distress vs. eustress
- Positive self-concept, humour

4) Control stress consequences
- Healthy lifestyle, fitness, wellness

5) Receive social support
- Emotional and informational support

49
Q

What are the five most common work-life balance initiatives?

A

1) Flexible and limited work time
2) Job sharing
3) Telecommuting
4) Personal leave
5) Child care support

Y3S1 MPW (5 decks)

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