organization behaviour

2. What are emotions and moods?
What do emotions and moods influence
behavior in organizations?
What are attitudes?
What is job satisfaction and what are its
implications?
3-2Copyright © 2008 John Wiley & Sons, Inc.

3. Affects
Broad range of feelings, in the form of moods
and emotions, that people experience in
their life context.
 Emotions are strong positive or negative
feelings directed toward something.
3-3Copyright © 2008 John Wiley & Sons, Inc.

4. Emotional intelligence (EI)
Ability to understand emotions and manage
relationships effectively.
3-4Copyright © 2008 John Wiley & Sons, Inc.

5. Copyright © 2008 John Wiley & Sons, Inc. 3-5
Four Dimensions of Emotionally Intelligent Leadership

6. Copyright © 2008 John Wiley & Sons, Inc. 3-6
JoyJoy
SadnessSadness
LoveLove
AngerAnger
SurpriseSurprise
FearFear
Major
Emotions

7. Self conscious emotions
 Arise from internal sources (shame, guilt,
embarrassment, pride) and help regulate
interpersonal relationships.
Social emotions
 Arise from external sources (pity, jealousy) and
refer to individuals’ feelings based on
information external to themselves.
3-7Copyright © 2008 John Wiley & Sons, Inc.

8. Moods
Generalized positive or negative feelings
or states of mind.
3-8Copyright © 2008 John Wiley & Sons, Inc.

9. Copyright © 2008 John Wiley & Sons, Inc. 3-9
Emotions
“I was really angry when Prof.
Nitpicker criticized my
presentation”
•Identified with a source, cause
•Tend to be brief, episodic
•Many forms and types
•Action oriented; link to behavior
•Can turn into a mood
Moods
“Oh, I just don’t have the energy to
do much today. I’ve felt down all
week.”
•Hard to identify cause
•Can be long lasting
•Either positive or negative
•More cerebral; less action oriented
•Can influence emotion

10. Emotion and mood contagion – spillover effects
of one’s emotions and mood onto others.
Emotional labor – regulating one’s emotions to
display those desired by the organization.
Emotional dissonance – inconsistencies between
emotions we feel and emotions we project.
3-10Copyright © 2008 John Wiley & Sons, Inc.

11. Deep acting
Trying to modify your true inner feelings
based on display rules.
Surface acting
Hiding true feelings while displaying different
ones.
3-11Copyright © 2008 John Wiley & Sons, Inc.

12. Display rules
Informal standards that govern the degree
to which it is appropriate for people from
different cultures to display their emotions.
3-12Copyright © 2008 John Wiley & Sons, Inc.

13. Positive affect
tendency to be perceptually positive
Negative affect
tend to experience negative moods in a
wide range of settings and under many
different conditions
3-13Copyright © 2008 John Wiley & Sons, Inc.

14. 3-14Copyright © 2008 John Wiley & Sons, Inc.
Job Satisfaction
Job Performance
Work Environment:
•Characteristics of job
•Job demands
•Emotional labor
requirements
Work Events:
•Daily hassles
•Daily uplifts
Emotional
Reactions:
•Positive
•Negative
Personal
Predispositions:
•Personality
•Mood

15. Attitude
Predisposition to respond in a positive or
negative way to someone or something in
one’s environment.
3-15Copyright © 2008 John Wiley & Sons, Inc.

16. Cognitive component
 Underlying beliefs, opinions, knowledge, or information a
person possesses.
Affective component
 Specific feeling regarding the personal impact of the
antecedents.
Behavioral component
 Intention to behave in a certain way based on your
specific feelings or attitudes.
3-16Copyright © 2008 John Wiley & Sons, Inc.

17. Copyright © 2008 John Wiley & Sons, Inc. 3-17

18. Cognitive dissonance
 A psychologically disturbing state of
inconsistency between an individual’s attitudes
and his or her behavior.
Cognitive dissonance can be reduced by:
 Changing the underlying attitude.
 Changing future behavior.
 Developing new ways of explaining or
rationalizing the inconsistency.
3-18Copyright © 2008 John Wiley & Sons, Inc.

19. Job satisfaction
 An attitude that reflects whether individuals feel
positively or negatively about their jobs.
Job Involvement
 Degree to which individuals are dedicated to
their jobs.
Organizational Commitment
 Degree of loyalty to the organization.
3-19Copyright © 2008 John Wiley & Sons, Inc.

20. Five facets of job satisfaction:
The work itself
Quality of supervision
Relationships with co-workers
Promotion opportunities
Pay
3-20Copyright © 2008 John Wiley & Sons, Inc.

21. The Job Descriptive Index (JDI) is a
questionnaire that addresses aspects of
satisfaction with which good managers
should be concerned.
Take the sample survey.
3-21Copyright © 2008 John Wiley & Sons, Inc.

22. Withdrawal effects
 Dissatisfied workers are absent more frequently, are
not engaged in their work (daydreaming, socializing,
web surfing), and are more likely to quit.
 Employee turnover results in costly corporate impact:
 Loss of talent
 Replacement cost
3-22Copyright © 2008 John Wiley & Sons, Inc.

23. Organizational Citizenship
Behaviors that represent employees’
willingness to go the extra mile in their work.
 Advancing organizational interests, positive
attitudes and public comments.
 Helping behaviors that are unsolicited
(volunteering, mentoring).
3-23Copyright © 2008 John Wiley & Sons, Inc.

24. Relationship between satisfaction and
performance – three theories:
Satisfaction causes performance.
Performance causes satisfaction.
Rewards cause satisfaction and
performance.
3-24Copyright © 2008 John Wiley & Sons, Inc.

25. Theory: Satisfaction causes performance
Managerial implication — to increase
employees’ work performance, make them
happy.
Job satisfaction alone is not a consistent
predictor of work performance.
3-25Copyright © 2008 John Wiley & Sons, Inc.

26. Theory: performance causes satisfaction
 Managerial implication — help people achieve
high performance, then satisfaction will follow.
 Performance in a given time period is related to
satisfaction in a later time period.
 Rewards link performance with later satisfaction.
3-26Copyright © 2008 John Wiley & Sons, Inc.

27. Theory: rewards cause both satisfaction and
performance
 Managerial implication — Proper allocation of
rewards can positively influence both satisfaction
and performance.
 High job satisfaction and performance-contingent
rewards influence a person’s work performance.
 Size and value of the reward should vary in
proportion to the level of one’s performance.
3-27Copyright © 2008 John Wiley & Sons, Inc.

28. If you won the lotto, would you ever work
again?
Consider the meanings we derive from
work (social identity, accomplishment,
achievement). How would replace
these?
3-28Copyright © 2008 John Wiley & Sons, Inc.