Chapter 4: Emotions, Work Behaviour Flashcards
Personality Traits Linked to Higher Job Satisfaction
- Extraversion
- Conscientiousness
- Self-Esteem and Internal Locus of Control
- Emotional Stability
Key Contributors to Job Satisfaction
- Mentally Challenging Work
- Meaningful Work
- Adequate Compensation (some employees trade higher pay for meaningful work)
- Career Opportunities
- Colleagues and Superiors
Consequences of Low Job Satisfaction
Absence from Work
Turnover
Worse Job Performance
Absence from Work
- Less satisfied employees are more likely to be absent, but satisfaction is not a strong predictor due to:
o Unavoidable circumstances (e.g., illness, weather).
o Attendance policies (e.g., unpaid sick days reduce absenteeism despite dissatisfaction).
o Absence norms set by peer behavior.
Turnover
- Turnover (resignation) is costly due to hiring, training, and knowledge loss.
- Factors affecting turnover despite satisfaction:
o Life events or job offers (“shocks”).
o Commitment to the company’s values despite job dissatisfaction.
o Limited job market alternatives.
Honeymoon-Hangover effect
“honeymoon effect” where the new job initially feels better before dissatisfaction (“hangover effect”)
Factors influencing the link between Job Satisfaction and Job Performance
o challenging and meaningful jobs drive higher performance
o more control in complex roles enhances satisfaction’s impact on performance.
o good performance can also increase satisfaction when properly rewarded.
Affect
a term encompassing:
o Emotions: Intense, short-lived, triggered by specific events (e.g., anger, joy)
o Moods: Less intense, longer-lasting, and more generalized feelings (not directed)
Affective Events Theory (AET)
o Job satisfaction can fluctuate based on positive or negative work events.
o Emotional responses to events influence overall job satisfaction.
Emotional Contagion
o Emotions and moods can spread between coworkers or throughout a team.
o Positive contagion improves cooperation and satisfaction.
Why Worry About Emotions?
- emotions are a stronger predictor of behavior than attitudes
o anger can lead to counterproductive work behaviors (e.g., incivility, revenge)
o emotions can increase arousal and affect motivation
Emotional Labor
- The requirement to conform to emotional display rules in a job (e.g., staying calm with difficult customers).
- when employees experience a conflict between how they feel and the emotions they are expected to display when interacting with others
- Positively related to emotional exhaustion, burnout, stress
- Negatively related to job satisfaction
Organizational Commitment
an attitude reflecting the strength of the bond between an employee and an organization.
3 Types of Commitment (Meyer & Allen)
o Affective Commitment: Emotional attachment and involvement (staying because they want to).
- linked to interesting and satisfying work, role clarity, and fulfilled job expectations.
o Continuance Commitment: Staying due to the costs of leaving or lack of alternatives (staying because they have to).
- arises from perceived personal sacrifices, like pension loss or lack of alternatives.
o Normative Commitment: Staying due to a sense of obligation (staying because they should).
- encouraged through benefits, special training, and loyalty-based socialization.
Commitment Profiles
- Fully committed (high in all three types).
- Weakly committed (low in all three).
- Affective/Normative dominant.
- Continuance dominant.
Less common: (5) affective/continuance dominant
Positive Consequences of Organizational Commitment
o Reduced turnover.
o Higher job satisfaction (especially with affective commitment).
o Stronger focus on goals and performance.
Negative Consequences of Organizational Commitment
o High continuance commitment can increase stress and dissatisfaction.
o Extreme commitment can lead to work-life conflicts and resistance to organizational change.
Changes in the Workplace and Employee Commitment
Shifts in Commitment Types: Workplace changes can alter commitment levels.
Focus of Commitment: Employees may shift their loyalty to teams, divisions, or external factors during organizational changes.
Diverse Relationships: Core employees may need higher commitment than temporary staff, especially in dynamic work environments.
Values
a broad tendency to prefer certain states of affairs over others.
* influence what we consider good/bad and guide behavior.
* broad and not predictive of specific behaviors.
* Learned through social reinforcement from parents, teachers, and cultural figures.
