Robbins eob9 inst_ppt_07

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Robbins eob9 inst_ppt_07

  1. 1. Emotions and Moods Chapter 7 Essentials of Organizational Behavior, 9/e Stephen P. Robbins/Timothy A. Judge
  2. 2. After studying this chapter, you should be able to: <ul><li>Differentiate emotions from moods. </li></ul><ul><li>Discuss the different aspects of emotions. </li></ul><ul><li>Identify the sources of emotions and moods. </li></ul><ul><li>Describe external constraints on emotions. </li></ul><ul><li>Discuss the impact emotional labor has on employees. </li></ul><ul><li>Discuss the case for and the case against emotional intelligence. </li></ul><ul><li>Apply concepts on emotions and moods to OB issues. </li></ul>
  3. 3. Why have emotions been excluded from OB study? <ul><li>Myth of rationality – emotions were the antithesis of rationality and should not be seen in the workplace </li></ul><ul><li>Belief that emotions of any kind are disruptive in the workplace </li></ul>
  4. 4. What are Emotions and Moods <ul><li>Affect – a generic term that encompasses both emotions and moods </li></ul><ul><li>Emotions – intense feelings that are directed at someone or something </li></ul><ul><li>Moods – feelings that tend to be less intense than emotions and often lack a contextual stimulus </li></ul>
  5. 5. Affect, Emotions and Moods
  6. 6. Aspects of Emotions <ul><li>Biology of Emotions – emotions originate in the brain’s limbic system, which is different for each person </li></ul><ul><li>Intensity – different people give different responses to identical emotion-provoking stimuli </li></ul><ul><li>Frequency and Duration – some emotions occur more frequently and emotions differ in how long they last </li></ul>
  7. 7. Aspects of Emotions (cont.) <ul><li>Emotions and Rationality – Our emotions provide important information about how we understand the world around us. </li></ul><ul><li>Evolutionary Psychology – states that we must experience emotions because they serve a purpose; hard to know if this is valid all the time </li></ul>
  8. 8. Sources of Emotions and Moods <ul><li>Personality – predisposes people to experience certain moods and emotions. Affect intensity affects the strength of the emotion </li></ul><ul><li>Day of week and Time of day – more positive interactions will likely occur from mid-morning onwards and also later in the week </li></ul>
  9. 9. Day of Week Impact on Mood
  10. 10. More Sources <ul><li>Weather – not an impact according to research </li></ul><ul><li>Stress – increased stress worsens moods </li></ul><ul><li>Social Activities – usually increase positive mood and have little effect on negative mood </li></ul><ul><li>Sleep – less sleep or poor quality sleep increases negative emotions </li></ul>
  11. 11. More Sources <ul><li>Exercise – enhances positive mood </li></ul><ul><li>Age – older people experience negative emotions less frequently </li></ul><ul><li>Gender – women show greater emotional expression, experience emotions more intensely and display more frequent expressions of emotions </li></ul>
  12. 12. External Constraints on Emotions <ul><li>Organizational Influences – most American organizations strive to be emotion-free </li></ul><ul><li>Cultural Influences – cultures vary in: </li></ul><ul><ul><li>Degree to which people experience emotions </li></ul></ul><ul><ul><li>Interpretation of emotions </li></ul></ul><ul><ul><li>Norms for the expression of emotions </li></ul></ul>
  13. 13. Emotional Labor <ul><li>An employee’s expression of organizationally desired emotions during interpersonal transactions at work </li></ul><ul><li>Emotional dissonance is when an employee has to project one emotion while feeling another one </li></ul>
  14. 14. Felt vs. Displayed Emotions <ul><li>Felt emotions are the individual’s actual emotions </li></ul><ul><li>Displayed emotions are those that the organization requires workers to show </li></ul><ul><li>Surface acting is hiding our true emotions </li></ul><ul><li>Deep acting is trying to change one’s feelings based on display rules </li></ul>
  15. 15. Emotional Intelligence <ul><li>One’s ability to detect and manage emotional cues and information </li></ul><ul><li>Five dimensions: </li></ul><ul><ul><li>Self-awareness </li></ul></ul><ul><ul><li>Self-management </li></ul></ul><ul><ul><li>Self-motivation </li></ul></ul><ul><ul><li>Empathy </li></ul></ul><ul><ul><li>Social skills </li></ul></ul>
  16. 16. The case for EI <ul><li>Intuitive appeal – it makes sense </li></ul><ul><li>Evidence suggests that a high level of EI predicts high job performance </li></ul><ul><li>Study suggests that EI is neurologically based </li></ul>
  17. 17. The case against EI <ul><li>EI is too vague a concept </li></ul><ul><li>EI can’t be measured </li></ul><ul><li>EI is so closely related to intelligence and personality that it is not unique when those factors are controlled </li></ul>
  18. 18. OB Applications of Emotions and Moods <ul><li>Selection – employers should consider EI a factor in hiring for jobs that demand a high degree of social interaction </li></ul><ul><li>Decision Making – Positive emotions can increase problem-solving skills and help us understand and analyze new information </li></ul>
  19. 19. OB Applications of Emotions and Moods <ul><li>Creativity – Positive moods increase creativity </li></ul><ul><li>Motivation – Organizations that promote positive moods are likely to have a more motivated workforce </li></ul><ul><li>Leadership – Emotions help convey messages more effectively </li></ul>
  20. 20. OB Applications of Emotions and Moods <ul><li>Interpersonal Conflict – it is critical to identify and work through the emotional elements in any conflict </li></ul><ul><li>Negotiation – emotions may impair negotiator performance </li></ul><ul><li>Customer Service – customers “catch” emotions from employees, called emotional contagion </li></ul>
  21. 21. OB Applications of Emotions and Moods <ul><li>Job Attitudes – emotions at work get carried home but rarely carry over to the next day </li></ul><ul><li>Deviant Workplace Behaviors – those who feel negative emotions are more likely to engage in deviant behavior at work </li></ul>
  22. 22. Implications for Managers <ul><li>Understand the role of emotions and moods to explain and predict behavior </li></ul><ul><li>Emotions and moods can increase motivation </li></ul><ul><li>Emotional labor recognizes that certain feelings can be part of a job’s requirements </li></ul><ul><li>Intense emotions can interfere with performance of complex jobs </li></ul>
  23. 23. Summary <ul><li>Differentiated emotions from moods. </li></ul><ul><li>Discussed the different aspects of emotions. </li></ul><ul><li>Identified the sources of emotions and moods. </li></ul><ul><li>Described external constraints on emotions. </li></ul><ul><li>Discussed the impact emotional labor has on employees. </li></ul><ul><li>Discussed the case for and the case against emotional intelligence. </li></ul><ul><li>Applied concepts on emotions and moods to OB issues. </li></ul>

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