Chapter 4: Workplace emotions, attitudes and stress Flashcards
emotions
physiological, behavioral and psychological episodes experienced toward an object, person or event that creates a state of readiness (unconscious
Mood
Moods are long-term background emotional states that are no longer associated with specific events or people
2 common features of all emotions, used by the circumflex model of emotions:
- They all have a variation in their level of activation
- All emotions evaluate the situation as positive or negative (the valence)
attitudes
A cluster of beliefs, assessed feelings and behavioral intentions toward a person, object or event. (conscious_)
The features of the model of emotions, attitudes and behavior:
- Beliefs: established perceptions about the attitude object
- Feelings: Conscious positive or negative evaluations of the attitude object
- Behavioral intentions: planned effort to engage in a particular behavior regarding the attitude object
cognitive dissonance
emotional experience caused by a perception that our beliefs, feelings, and behavior are incongruent with one another
Ways to reduce cognitive dissonance:
- amplify/discover additional positive features of the selected alternative
- amplify/discover additional problems or weaknesses with the alternatives that were not chosen
- emphasize how other decisions have been frugal
emotional labor
the effort, planning and control needed to express organizationally desired emotions during interpersonal transactions
2 approaches to performing emotional labor:
- surface acting = pretending to have the expected emotions by consciously trying to display behaviors depicting those emotions
- deep acting = actively changing perceptions and situations so we naturally produce the expected emotions and associated behavior
5 strategies for regulating emotions:
- change the situation
- modify the situation
- suppress or amplify emotions
- shift attention
- reframe the situation
Emotional Intelligence (EI)
the ability to recognize and regulate our own emotions as well as the emotions of other people
The 4 dimensions of emotional intelligence:
- Awareness of our own emotions
- Management of our own emotions
- Awareness of others emotions
- Management of others emotions
empathy
the ability to understand another persons situation or viewpoint, be sensitive to their thoughts and feelings, and experience their emotions
job satisfaction
A persons evaluation of their job and work context
The exit-voice-loyalty-neglect (EVLN) model
- Exit: leaving the situation/organization
- Voice: attempt to change the dissatisfying situation
- Loyalty: waiting until the problem is resolved
- Neglect: Saying nothing about the situation but reducing effort and increasing absenteeism and lateness
Why the ‘happy worker’ hypothesis is only true to some extent:
- general attitudes do not predict specific behaviors very well
- some employees have little control over work effort because of limitations in technology or coworkers
- Job performance might cause job satisfaction instead of the other way around
The service profit chain model
how employees job satisfaction influences company profitability indirectly through service quality, customer loyalty and related factors
2 key explanations why satisfied employees tend to generate happier and more loyal costumers:
- When employees are happier they display happier emotions and friendliness more naturally and frequently
- satisfied employees are less likely to quit their Job so they have more work experience
affective organizational commitment
an individuals emotional attachment to, involvement in and identification with an organization (due to internal forces)
continuance commitment
an individuals calculative attachment to an organization (due to external forces)
norm of reciprocity
a felt obligation or social expectation of helping someone to someone who has already helped you
normative commitment
obligation or moral duty to an organization
ways to maintain affective commitment:
- justice and support
- shared values
- trust
- organizational comprehension
- employee involvement
trust
positive expectations one person has toward another person un situations involving risk
stress
an adaptive response to a situation that is perceived as challenging or threatening to the persons well-being
general adaptation syndrome
a model of stress experience, consisting of three stages:
- alarm reaction
- resistance
- exhaustion
alarm reaction
when a threat or challenge activates the physiological stress response
resistance
activation of various biochemical, psychological and behavioral mechanism that give a person more energy and engage coping mechanisms to overcome or remove the source of stress
exhaustion
When the source of stress is not removed and people get an increased risk of physiological and psychological damage
The 3 stages of job burnout:
- emotional exhaustion = lack of energy, tiredness and feeling of depleted emotional resources
- cynicism = indifferent attitude toward work and strictly following rules and regulations
- reduced personal accomplishments = feelings of diminished confidence in ones ability to perform the job well
stressors
any environmental conditions that place a physical or emotional demand on a person
4 common work-related stressors:
- organizational constraints (most pervasive)
- interpersonal conflict
- work overload
- low task control and high responsibility
Why can the same stressor cause different levels of stress in different people?
- differences in physical health
- people use different strategies to cope with stressors
- personality
Stress management strategies:
- remove the stressor
- withdraw from the stressor
- change stress perceptions
- control stress consequences
- receiving social support
work-life integration
the degree that people are engaged in work and non-work roles and have a low degree of conflict across those life domains
emotional tension
conflict between true and required emotions
