Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the “Myth of Rationality” that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the “Myth of Rationality” that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
Effects Of Moods And Emotions | Myth Of Rationality | Emotional Labor | Sourc...FaHaD .H. NooR
Emotional Dissonance - Felt emotions - Displayed Emotions
Surface acting - Deep Level Acting
Work event trigger positive and negative emotional reactions.employees respond to them with greater or lesser intensity according to their personalities and moods. Emotions influence performance and satisfaction variables.
Emotional episode-series of emotional experience
Current emotions influence job satisfaction
Moods and emotions fluctuate sodoes their effect on performance.
Emotion-driven behaviors are short in duration and of high variability.
Emotions typically have negative influence on job performance
This document will give you information about Emotional Labour meaning, history, how it will affect the performance of the employee in the organisation and which gender shows more Emotional labour.
Emotions are critical factor in employee behavior.
The “myth of rationality”
Emotions of any kind are disruptive to organizations.
Original OB focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency.
Myth of rationality: emotions were the antithesis of rationality and should not be seen in the workplace
Introduction to Emotions and Moods in Organizational BehaviorRoger Rochar
This presentation is based on Robbins and Judge's book on Organizational Behavior. Chapter 4: Emotions and Moods is thoroughly discussed in the book and the first part is adopted for this presentation done as a requirement in the study of Human Behavior in Organization for the Doctor of Philosophy in Educational Leadership program of the University of St. La Salle, Bacolod City
Understand about the attitudes
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Compare and contrast the major job attitudes.
Define job satisfaction
Importance of employee behavior in an organization
Attitude ,sources of attitude ,congnitive dissonance , organization related attitudes , personality , determinants of personaliity , personality traits in OB , types of personality
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesn’t contradict their behavior. When attitudes and behaviors don’t line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
Effects Of Moods And Emotions | Myth Of Rationality | Emotional Labor | Sourc...FaHaD .H. NooR
Emotional Dissonance - Felt emotions - Displayed Emotions
Surface acting - Deep Level Acting
Work event trigger positive and negative emotional reactions.employees respond to them with greater or lesser intensity according to their personalities and moods. Emotions influence performance and satisfaction variables.
Emotional episode-series of emotional experience
Current emotions influence job satisfaction
Moods and emotions fluctuate sodoes their effect on performance.
Emotion-driven behaviors are short in duration and of high variability.
Emotions typically have negative influence on job performance
This document will give you information about Emotional Labour meaning, history, how it will affect the performance of the employee in the organisation and which gender shows more Emotional labour.
Emotions are critical factor in employee behavior.
The “myth of rationality”
Emotions of any kind are disruptive to organizations.
Original OB focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency.
Myth of rationality: emotions were the antithesis of rationality and should not be seen in the workplace
Introduction to Emotions and Moods in Organizational BehaviorRoger Rochar
This presentation is based on Robbins and Judge's book on Organizational Behavior. Chapter 4: Emotions and Moods is thoroughly discussed in the book and the first part is adopted for this presentation done as a requirement in the study of Human Behavior in Organization for the Doctor of Philosophy in Educational Leadership program of the University of St. La Salle, Bacolod City
Understand about the attitudes
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Compare and contrast the major job attitudes.
Define job satisfaction
Importance of employee behavior in an organization
Attitude ,sources of attitude ,congnitive dissonance , organization related attitudes , personality , determinants of personaliity , personality traits in OB , types of personality
1. CHAPTER 4 SUMMARY
Emotions are psychological and physiological episodes experienced toward an object,
person, or event that create a state of readiness. Emotions are typically organized into a
bi-polar circle (circumplex) based on their pleasantness and activation. Emotions differ
from attitudes, which represent the cluster of beliefs, feelings, and behavioral intentions
toward a person, object, or event. Beliefs are a person’s established perceptions about the
attitude object. Feelings are positive or negative evaluations of the attitude object.
Behavioral intentions represent a motivation to engage in a particular behavior with
respect to the target.
Attitudes have traditionally been studied as a rational process of analyzing the value
and expectancy of outcomes of the attitude object. Thus, beliefs predict feelings, which
predict behavioral intentions, which predict behavior. But this traditional perspective
overlooks the role of emotions, which have an important influence of attitudes and
behavior. Emotions typically form before we think through situations, so they influence
this rational attitude formation process. Emotions also affect behavior directly.
Behavior sometimes influences our subsequent attitudes through cognitive
dissonance. People also have the personality traits of positive or negative affectivity
which affect their emotions and attitudes.
Emotional labor refers to the effort, planning, and control needed to express
organizationally desired emotions during interpersonal transactions. This is more
common in jobs with frequent and lengthy customer interaction, where the job requires a
variety of emotions displayed, and where employees must abide by the display rules.
Emotional labor creates problems because true emotions tend to leak out, and conflict
2. between expected and true emotions (emotional dissonance) causes stress and burnout.
However, stress from emotional dissonance can be minimized through deep acing rather
than surface acting.
Emotional intelligence is the ability to perceive and express emotion, assimilate
emotion in thought, understand and reason with emotion, and regulate emotion in oneself
and others. This concept includes four components arranged in a hierarchy: self-
awareness, self-management, social awareness, and relationship management. Emotional
intelligence can be learned to some extent, particularly through personal coaching.
Job satisfaction represents a person's evaluation of his or her job and work context.
Satisfaction depends on the level of discrepancy between people expect to receive and
what they experience. Although surveys indicate Canadians are highly satisfied with
their jobs, these results may be somewhat inflated by the use of single-item questions and
cultural differences. The exit-voice-loyalty-neglect model outlines four possible
consequences of job dissatisfaction. Job satisfaction has a moderate relationship with job
performance and with customer satisfaction. Job satisfaction is also a moral obligation in
many societies.
Affective organizational commitment (loyalty) refers to the employee’s emotional
attachment to, identification with, and involvement in a particular organization. This
contrasts with continuance commitment, which is a calculative bond with the
organization. Affective commitment improves motivation and organizational citizenship,
and somewhat higher job performance, whereas continuance commitment is associated
with lower performance and organizational citizenship. Companies build loyalty through
3. justice and support, some level of job security, organizational comprehension, employee
involvement, and trust.
The psychological contract refers to the individual’s beliefs about the terms and
conditions of a reciprocal exchange agreement between that person and another party.
Transactional psychological contracts are primarily short-term economic exchanges,
whereas relational contracts are long-term attachments that encompass a broad array of
subjective mutual obligations. Psychological contracts seem to vary across cultures as
well as across generations of employees.