Workplace Emotions and Attitudes (Chapter 4) Flashcards
How do emotions influence attitudes?
Emotional markers tag incoming info on a quick and imprecise evaluation of whether that information supports or threatens innate drives. Experienced emotions then influence our feelings about the attitude object. Emotions transmit to the reasoning process where they are analyzed with the information we have about the AO.
How do emotions move us?
Emotions are linked to innate drives and learned needs, signal that something is going on that may impact needs. Create a state of readiness, higher intensity creates more activation, negative emotions create stronger levels of activation than positive. Intense negative may rely on stereotypes and cognitive shortcuts. Emotions affect fight-or-flight, facial expressions when intense. Moods influence judgment, emotional contagion influences others’ perceptions and behaviors.
Describe emotional labor.
Effort, planning, control needed to express organization’s desired emotions during transactions. Certain norms; you can display certain emotions but not others, labor is higher in jobs with a variety of emotions and higher intensity. Increases when employee has to strictly abide by display rules.
Describe emotional dissonance.
Emotional tension created by the incongruence between the emotions employees should display and that which they feel at the moment. Often they pretend to feel the emotion (surface acting). Leads to higher stress and burnout. Can be minimized by seeing emotion you must display as a kind of skill (customer service for flight attendant) or engage in deep acting.
Describe the two self parts of emotional intelligence
Awareness of own emotions - Ability to perceive and understand own emotions, “eavesdrop” on our own emotional responses and use this awareness as conscious information.
Self-management of emotions - Keep self impulses in check, don’t be upset when things don’t go your way, express joy for others’ successes. Generation and suppression of emotion.
Describe the two “other/outer” parts of emotional intelligence.
Awareness of others’ emotions - Perceive and understand emotions of others, represented by empathy (sensitivity to thoughts, feelings and situations of others). Knowing somebody’s emotions or needs even when unstated. Sensing office politics, understanding social networks.
Management of others’ emotions - Consoling and inspiring others, making them feel comfortable, correcting dysfunctional emotions among staff who experience conflict with customers and other staff.
What relationship does job satisfaction have with task performance?
OB experts have challenged “happy worker” hyphothesis. There is a moderately positive relationship, so workers are more productive TO AN EXTENT when they are satisfied. Reduced performance is only one of four responses to dissatisfaction. Others include having little control over performance, performance perhaps creating satisfaction or dissatisfaction.
What relationship does job satisfaction have with customer satisfaction?
When employees are in a more positive mood, they feel satisfied with their job and working conditions, and in this mood they more naturally display friendliness and positive emotions towards customers, and this behavior “rubs off.” Tends to lead to customer ratings of higher service quality.
Satisfied employees are less likely to quit jobs, so they have better KSAs to serve customers with. Low TO leads to customers having same employees serve, so service is more consistent. Some customers build loyalty to specific employees and not organization.
What does EVLN stand for in the EVLN model?
Exit-Voice-Loyalty-Neglect.
Describe how people respond to job dissatisfaction (EV).
Exit - Leaving org/transferring/getting away from dissatisfying situation. “Shock events” quickly cause employees to think about exiting. Aligning your self-concept more with another employer rather than current.
Voice - Attempt to change/escape from dissatisfying situation. Can be constructive or confrontational; i.e. suggesting improvements or creating coalitions to oppose solutions. In extreme cases, workers may engage in CPWBs to get attention and force changes.
Describe how people respond to job dissatisfaction (LN).
Loyalty - An outcome where employees patiently wait for a problem to be worked out or resolved by others. “Silent sufferers.”
Neglect - Reducing effort, paying less attention to quality, increasing absenteeism/lateness. Passive activity that has negative organizational consequences.
Describe how people respond to job dissatisfaction (LN).
Loyalty - An outcome where employees patiently wait for a problem to be worked out or resolved by others. “Silent sufferers.”
Neglect - Reducing effort, paying less attention to quality, increasing absenteeism/lateness. Passive activity that has negative organizational consequences.
What are the 5 ways to build affective commitment?
Justice and support, shared values, trust, organizational comprehension and employee involvement.
Describe justice and support.
Affective commitment higher in orgs. that fulfill obligations to employees and abide by humanitarian values (fairness, courtesy, forgiveness and moral integrity.) Relate to organizational justice. Supporting employee well-being leads to higher emp. loyalty.
Describe shared values.
Person’s identification with organization is highest when employees believe their values are congruent with its dominant values.
