CH4: WORKPLACE EMOTIONS, ATTITUDES AND STRESS Flashcards
1
Q
most Ob theories assume that a person’s thoughts and actions are guided by
A
logical thinking (cognition)
2
Q
In fact, our behaviour is influenced by both _______________________ and _______________________
A
- cognition
- emotion
3
Q
if emotions and cognition work together why then emotions have a greater influence?
A
- because emotions occur BEFORE cognitive processes, hence influence them
4
Q
emotions
A
- physiological, behavioral, psychological episodes experienced toward an object, person or event that create a state of readiness
5
Q
emotional episodes are very _______________________ and some last _______________________
A
- brief
- several seconds
6
Q
what is the main difference between emotions and moods?
A
emotions are directed towards something moods are not - more general + moods are long-term
7
Q
emotions are experiences that represents changes in which 3 states?
A
- behavioral
- physiological
- psychological
8
Q
facial expression is behavioral/physiological/psychological state
A
behavioral
9
Q
example of the psychological state of the emotion
A
thought
10
Q
most emotions are subtle meaning that _______________________. in reality, most emotions are _______________________ events that influence our _______________________
A
they occur without our awareness
- unconscious events
- conscious thinking and behavior
11
Q
given that emotions are usually unconscious and last for several seconds, they are usually mistaken for _______________________
A
getting emotional
12
Q
emotions put us in a state of
A
readiness
13
Q
what is considered to be the engine of our motivation when it comes to emotions
A
state of readiness
14
Q
two features of emotions
A
- activation
- valence (core effect)
15
Q
core effect of emotions it the same as
A
valence
16
Q
what is the primary source of person’s motivation?
A
state of readiness
17
Q
some emotional experiences are strong enough to motivate us to act
A
without careful thought
18
Q
valence
A
- signal that perceived object or event should be approached or avoided
- evaluation of situations as good or bad, positive or negative
19
Q
(valency asymmetry) which emotions generate stronger level of activation - positive or negative
A
positive
20
Q
why does valence asymmetry occur?
A
negative emotions are more critical for our survival
21
Q
attitudes
A
cluster of beliefs, assessed feelings and behavioral intentions toward a person, object or event (attitude objects)
22
Q
attitudes are _______________________, emotions are _______________________
A
- judgements (evaluation)
- experiences (events)
23
Q
difference between attitudes and emotions
A
- attitudes involve EVALUATION of the attitude object, while emotions operate as EVENTS, EXPERIENCES + usually without our awareness
24
Q
can attitudes be unconscious?
A
yes
25
are attitudes usually conscious or non-conscious
conscious (another difference compared to emotions)
26
another distinction between emotions and attitudes is that
emotions happen briefly, while attitudes are more stable over time
27
today, it is understood that emotions and cognition operate _______________________
paralelly (3 cognitive components + parallel emotional process)
28
beliefs
established perceptions about the attitude object - what you believe to be true
29
beliefs are perceived factors that you acquire from _______________________ and other types of _______________________
- experience
- learning
30
each belief also has
valence (positive or negative feeling about each belief)
31
feelings are CONSCIOIUS/UNCONSCIOUS
conscious
32
feelings
conscious positive or negative evaluations of attitude objects
33
behavioral intentions
planning to engage in particular behavior regarding the attitude object
34
according to the traditional cognitive perspective of attitudes, feelings are calculated from your _______________________ and _______________________
- beliefs
- feelings associated with those beliefs
35
which actions you choose depends on
1. past experience
2. personality
3. social norms
36
the cognitive model of attitudes gives impression that we can
predict behavior from each element of the individual's attitude
37
what is the problem with the theory that we can predict behaviour from each element of the individual's attitude
contingency at each level can weaken predictability
38
two employees might have the same belief, but different feeling depending on the
valence (that is valence for the beliefs!!! boss makes them work hard; positive or negative valence about the HARD WORK)
39
the effect of feelings on behavioral intentions depends on the
contingencies
40
if we just know that two people almost equally like/dislike someone, is it easy to predict behavior based on that?
no
41
people with the same feelings toward someone or something often develop different
behavioral attentions
42
why do people often develop different behavioral intentions based on the same feelings?
- unique experiences
- personal values
- self-concept
- individual-differences
43
according to the cognitive perspective of attitudes, the best predictor for behavior is
behavioural intentions
44
factors that affect the link between behavioral intentions and behavior
MARS model factors
45
MARS model factors affect which link from the cognitive perspective of attitudes?
behavioral intentions --> behavior
46
both emotional and cognitive processes start with _______________________
perception of the world around us
47
our brain tags incoming sensory information with _______________________ based on the _______________________ and _______________________ evaluation of whether the information supports or threatens our innate drives
emotional markers
- quick and imprecise
48
are emotional markers calculated feelings?
no! they are automatic and non conscious
49
is the informational input for the emotional markers big?
no!
50
while we are logically analysing the information (whether is it good or bad), our emotions already send _______________________ and those signals sway _______________________
- core effect (valence)
- cognitive evaluation
51
we often deliberately _______________________ our emotions to help us consciously decide whether to support or oppose sth
listening in
52
when is the influence of both cognitive reasoning and emotions most apparent?
- when they disagree with each other
53
conflicting experience between emotions and cognitive reasoning indicate that _______________________ generates _______________________ that are different from the _______________________
- logical analysis of situation
- feelings
- emotional reaction
54
are big companies aware of the cognitive - emotion parallel processing? how is that seen
yes
- by trying to inject more positive experiences in the workplace
55
research has found that _______________________ and _______________________ may counteract negative emotions
- humor
- fun at work
56
why is it almost impossible for every job through itself to create positive emotions?
some jobs produce negative emotions by itself
57
emotions influence our behavior _______________________, without _______________________
-directly
- conscious processing
58
even _______________________ emotions can change our facial expression
low-intensity
59
why some critics say no for the 'fun at work' campaign
- some types of fun are not fun at all for some groups of people (employees offended by the silliness of the staff, for instance)
- resentment of having fun forced on them => anger and frustration
- variation through generation
- taking eye of bottom line (making job too fun => it's the Job)
60
meaning and value often vary through
generation
61
cognitive dissonance
an emotional experience caused by a perception that our BELIEFS, FEELINGS and BEHAVIOR are incongruent with one another
62
the inconsistency between three attitdude components generates _______________________ that _______________________ us to create more _______________________ by _______________________
- emotions
- motivate
- consistency
- changing one of them
63
the dissonance occurs because your _______________________ is inconsistent with your _______________________
- attitude
- behavior
64
when it comes to cognitive dissonance, reversing behaviours might be helpful, but the problem is that most behaviours _______________________
cannot be undone
65
more often, people reduce their cognitive dissonance by _______________________
changing their beliefs and feelings
66
three dissonance-reducing strategies
1. developing more favourable attitudes toward specific features of the decision
2. discovering positive features of decisions they did not notice earlier + discovering subsequent problems with the alternatives they did not choose
3. emphasising how your other decisions have been frugal (more indirect)
67
what has a strong effect on attitudes and behaviour - actual situation in which people work or personality
actual situation in which people work
68
which personality traits from the Big 5 are associated with more positive emotions?
- higher extraversion
- higher emotional stability
69
emotional labor
the effort, planning and control needed to express organisationally desired emotions during INTERPERSONAL situations
70
while working, almost everyone is required to abide by _______________________
display rules
71
abiding by the display rules requires employees to engage in
emotions performance
72
engaging in emotions performance
display behaviours representing specific emotions and hide observable evidence of other emotions
73
emotional labour demands are higher when
1. emotions are more intense
2. a variety of emotions is required
3. longer and more frequent interactions with customer
4. precisely and not casually abiding by the rules
74
emotional labour is most common in
service industries (face-to-face interactions with customers)
75
the incongruence between real emotion and the emotions required by the job can result in
1. stress
2. exhaustion
76
emotional labour may require employees to _______________________
act contrary to their self-concept
77
the consequences of acting contrary to your self-concept due to the emotional labour
1. psychological separation
2. job dissatisfaction
78
some strategies to display desired emotions may lead to _______________________
- lower job performance
79
example of what people do I countries where expressing emotions is encouraged
1. being dramatic in their conversation tones
2. being animated in the use of non-verbal behavior
80
which case experiences more stress and lower life satisfaction - encouraged or discouraged emotional expressions
- encouraged
81
what is the difference between surface and deep acting
- surface acting - we fake emotions
- deep - actually experiencing those emotions
82
surface acting
we pretend to be experiencing the expected emotions even though we are actually experiencing different emotions (consciously engaging in verbal and nonverbal behaviours that represent the expected emotions
83
is surface acting always a poor strategy for emotional labour?
usually, but NOT always
84
why is surface acting stressful?
1. considerable mental effort required
2. psychological separation from the self-role
85
what is yet another problem with surface acting?
our real emotions tend to show without our awareness (example: through gestures) - observers usually NOTICE this (when we are faking emotions)
86
when actually experience emotions, we naturally display
behavioral indications of those emotions
87
five main strategies in regulating our emotions
1. changing the situation
2. modifying the situation
3. suppressing or amplifying emotions
4. shift attention
5. reframing the situation
88
changing the situation
moving out of or into work setting that affect our emotions
89
examples of changing the situation
- changing the jobs that causes you negative emotions
- having a short walk for a break to regain vigour
- keeping yourself away from the annoying client
90
modifying the situation
adapting the environment so it alters our emotional state
91
modifying the situation examples
- stop working on a task that makes you feel anxious and move to the more relaxing one
- altering the topic of conversation (negative --> positive)
92
suppressing or amplifying emotions
CONSCIOUSLY trying to block out dysfunctional emotions or to increase intensity of the expected emotion
93
shifting attention
changing the FOCUS of our attention (skretanje misli)
94
reframing the situation
- cognitive re-evaluation of particular event that generates more appropriate emotions
95
deep acting
actively trying to experience emotions )actually PRODUCING/EXPERIENCING emotion)
96
which strategies of deep acting are most common?
1. reframing
2. shifting attention
97
no matter which strategy is applied to manage emotions, they all require _______________________
emotional intelligence
98
changing and modifying the situation can be applied when _______________________, but seldom when _______________________
- employee is working alone
- social interactions are required
99
suppressing and amplifying emotions may also require
- reframing of the situation and shifting attention
100
emotional intelligence (EI)
a set of abilities to perceive and express emotion in thought, understand and reason with emotion and regulate the emotion in ONESELF AND OTHERS
101
EI includes a set of
abilities
102
recognition of emotions
AWARENESS of yours/others emotions
103
regulation of emotions
MANAGEMENT of yorus/others emotions
104
EI includes:
1. awareness of our own emotions
2. management of our own emotions
3. awareness of other's emotions
4. management of other's emotions
105
awareness of our own emotions
ability to PERCEIVE and UNDERSTAND the meaning of own emotions
106
people with higher EI use the emotional awareness as
conscious information
107
do we all manage our emotions to some extent?
yes
108
management of own emotions does not only include enacting desired emotions, but also
- generating and suppressing emotions
109
deep acting requires _______________________ which is a component of EI
self-regulation component
110
awareness of other's emotions is related to _______________________
empathy
111
does empathy include experiencing one's emotion or knowing their needs even when they are unstated?
yes
112
awareness of other's emotions includes being
organisationally aware
113
being organisationally aware includes
1. sensing office politics
2. existence of informal social networks
114
consoling people who feel sad is a par of
management of other's emotions
115
the form dimensions of EI form
hierarchy
116
what is the lowest part of the EI hierarchy
awareness of your own emotions
117
the highest level of EI
managing other's emotions
118
people with high EI are
1. more effective team members
2. perform better in jobs that require emotional labor
3. make better decisions involving other people
4. maintain more positive mindset for creative work
5. effective leadership
119
why is high EI connected to better leadership?
- leaders engage in emotional labour
- actively relagulating emotions of others
120
EI is does not improve tasks that require
minimal social interaction
121
what can increase EI
1. age (maturity)
2. training
122
EI program used _______________________ to teach EI dimensions
case studies
123
job satisfaction
a person's EVALUATION of his or her JOB and WORK CONTEXT
124
job satisfaction is best viewed as a
collection of attitudes
125
how satisfied are employees at work depends on the
1. person
2. workplace
3. country
126
what is the problem with survey about the job satisfaction accross the cultures
1. many surveys - single direct questions => reluctant employees who don't want openly to admit that they are NOT satisfied
2. cultural values - subduing emotions in public + avoiding extremes (Japan)
3. Job satisfaction changes with economic conditions
127
speaking about the survey of job satisfaction, why many employees don't want to say that they are not satisfied?
- don't want to admit that they made a poor job choice and not enjoying life
128
speaking about the survey of job satisfaction, many employees don't want to say that they are not satisfied and one evidence for this is that employees tend to
report much less satisfaction wish specific aspects of job
129
economic conditions and job satisfaction
higher job satisfaction in countries with currently better economy
130
EVLN is a for
exit-voice-loyalty-neglect
131
EVLN model
the four ways employees respond to dissatisfaction
132
the effect of job dissatisfaction and satisfaction depends on
1. person
2. situation
133
exit
- leaving the organization
- transferring to another work unit
- trying to get away from the dissatisfying situation at least
134
traditional theory says that job satisfaction builds _______________ and is eventually strong enough to _______________
- over time
- motivate employees to search for better work opportunities
135
regarding, exit the most recent opinion is that _______________ QUICKLY energise employees to think about and engage in exit behaviour.
- 'shock events'
136
motivation to speak with the friends about the job opportunities where they work or wanting to change a job begins the process of
- emotionally withdrawing yourself from the current employer
- visualising yourself working at another company
137
voice
any attempt to change rather than escape from dissatisfying situation
138
three types of voice
1. constructive response
2. confrontational
3. counterproductive behavior (getting attention + forcing change)
139
example of the constrictive response (voice)
recommending ways of management to improve the situation
140
confrontational response example (voice)
forming a coalition to oppose decision
141
loyalty
predicts whether people choose exit or voice
142
loyalty predicts whether people choose exit or voice is an OLD/MOST RECENT
old
143
more recent writers describe loyalty as an_______________ . what is the problem with that?
- outcome of dissatsifaction
- unclear description
144
according to the most recent views, 'loyalists' are employees who respond to dissatisfaction by _______________ for the problem to be
- patiently waiting ('suffering in silence')
- resolved by others or work itself out
145
neglect
- reducing work effort
- paying less attention to quality
- being more absent and late
146
an example of PASSIVE CWB
neglect
147
neglect is passive CWB because _______________
it has negative consequences for organization
148
voice is more frequent among those who have higher _______________ and _______________
- extraversion and conscientiousness
149
why extraverted and C engage in voice?
- assertiveness
- dutifulness
- outgoing nature
150
responses to job satisfaction depend on
1. personality
2. past experiences
3. loyalty
4. situation
151
employees who were unsuccessful with VOICE are likely to engage in _______________ or _______________ in the future
- exit
- neglect
152
exit option is less likely when there are
few alternative job prospects
153
voice is more likely among employees when
1. they know employees are dependent on them
2. when they believe someone else will speak out
3. when leaders encourage employees to discuss their concerns in work-inclusive env
154
is 'happy worker hypothesis' true?
- to some extent => moderate correlation (.3) between job satisfaction and performance
155
explanation for moderate correlation between job performance and job satisfaction
1. general attitudes (job satisfaction) don't predict specific behaviours very well (e.g., 4 possible responses to satisfaction)
2. employees have little control over their performances - their work is paced by technology or independence with cowoerker in production
3. job satisfaction might causes job performance rather than vice versa
4. many organizations do not reward good performance very well
156
regrading happy worker hypothesis, employees have little control over their performance because
- their work is paced by technology
- interdependence with cowoerker in production
157
regarding happy worker hypothesis, higher performances tend to have higher satisfaction because they
- receive more awards and recoigniton than do low-performing
