The document discusses the differences between attitudes and emotions. Attitudes are mental states of readiness based on learned experiences that influence responses to people and objects, while emotions are states of physiological arousal accompanied by changes in facial expressions or feelings. Emotions are usually experienced for seconds, while attitudes are usually stable for days or longer. Later sections discuss how emotions shape attitudes through emotional episodes, and the role of emotional intelligence and emotional labor in the workplace.

1. 4-1
ATTITUDES vs EMOTIONS
Attitudes is a mental
state of readiness
learned and organized
through experience,
exerting specific
influence on a
person’s response to
people, objects, and
institution with which it
is related
A state of
physiological arousal
accompanied by
changes in facial
expressions, gestures,
posture, or subjective
feelings. Examples of
emotions are: surprise,
joy, anticipation,
sadness, disgust, fear,
acceptance and anger.

2. 4-2
Attitudes versus Emotions
AttitudesAttitudes EmotionsEmotions
Judgments about anJudgments about an
attitude objectattitude object
Judgments about anJudgments about an
attitude objectattitude object
Based mainly onBased mainly on
rational logicrational logic
Based mainly onBased mainly on
rational logicrational logic
Usually stable for daysUsually stable for days
or longeror longer
Usually stable for daysUsually stable for days
or longeror longer
Experiences related to anExperiences related to an
attitude objectattitude object
Experiences related to anExperiences related to an
attitude objectattitude object
Based on innate and learnedBased on innate and learned
responses to environmentresponses to environment
Based on innate and learnedBased on innate and learned
responses to environmentresponses to environment
Usually experienced forUsually experienced for
seconds or lessseconds or less
Usually experienced forUsually experienced for
seconds or lessseconds or less

3. 4-3
Traditional Model of Attitudes
Purely cognitive approach
 Beliefs: established perceptions of attitude object
 Feelings: calculation of good or bad based on beliefs
about the attitude object
 Behavioral intentions: motivation to act in response to
the attitude object
Problem: Ignores important role of emotions in
shaping attitudes

4. 4-4
BehaviorBehavior
Emotions, Attitudes and Behavior
Perceived EnvironmentPerceived Environment
Attitude FeelingsFeelings
BeliefsBeliefs
BehavioralBehavioral
IntentionsIntentions
Cognitive
process
Emotional
process
Emotional
Episodes

5. 4-5
Role of Emotions in Attitudes
Feelings toward attitude object influenced by
cumulative emotional episodes toward it
We ‘listen in’ on our emotions while thinking
through what we like or dislike
Cognitive and emotional processes don’t always
agree with each other
Emotions also directly affect behavior
 e.g. facial expression

6. 4-6
Generating Positive Emotions at Work
The emotions-attitudes-
behavior model illustrates that
attitudes are shaped by
ongoing emotional
experiences.
Thus, successful companies
actively create more positive
than negative emotional
episodes.
Courtesy of CXtec

7. 4-7
Cognitive Dissonance
A state of anxiety that occurs when an individual’s
beliefs, feelings and behaviors are inconsistent
with one another
Most common when behavior is:
 known to others
 done voluntarily
 can’t be undone

8. Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Emotional Labor and
Emotional Intelligence
Workplace Emotions, Attitudes, and Stress

9. 4-9
Emotional Labor
Effort, planning and control needed to express
organizationally desired emotions during
interpersonal transactions.
Emotional labor higher when job requires:
 frequent and long duration display of emotions
 displaying a variety of emotions
 displaying more intense emotions
Mood is the Long lasting state of emotion
Mood ( or Emotional) Contagion is the transfer of mood or
emotions from one individual to others

10. 4-10
Emotional Labor Across Cultures
Displaying or hiding emotions varies across
cultures
 Minimal emotional expression and monotonic voice in
Korea, Japan, Austria
 Encourage emotional expression in Kuwait, Egypt,
Spain, Russia

11. 4-11
Emotional Labor Challenges
Difficult to display expected emotions accurately,
and to hide true emotions
Emotional dissonance
 Conflict between true and required emotions
 Potentially stressful with surface acting
 Less stress through deep acting

12. 4-12
Emotional Intelligence Defined
Ability to perceive and express emotion,
assimilate emotion in thought,
understand and reason with emotion,
and regulate emotion in oneself and
others

13. 4-13
Social Awareness
Self-management
Understanding and sensitivity to the
feelings, thoughts, and situation of
others
Controlling or redirecting our internal
states, impulses, and resources
Self-awareness
Understanding your own emotions,
strengths, weaknesses, values, and
motives
Relationship
Management
Managing other people’s emotions
Lowest
Highest
Model of Emotional Intelligence

14. 4-14
Emotional Intelligence Competencies
Self-awareness Social awareness
Self-management Relationship
management
Self
(personal competence)
Other
(social competence)
Recognition
of emotions
Regulation
of emotions

15. 4-15
Improving Emotional Intelligence
Emotional intelligence is a set of competencies
(aptitudes, skills)
Can be learned, especially through coaching
EI increases with age -- maturity

16. Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Job Satisfaction and
Organizational
Commitment
Workplace Emotions,
Attitudes, and Stress

17. 4-17
Job Satisfaction
A person's evaluation of his or her job and work
context
A collection of attitudes about specific facets of
the job

18. 4-18
LoyaltyLoyalty
VoiceVoice
ExitExit
NeglectNeglect
• Leaving the situation
• Quitting, transferring
• Changing the situation
• Problem solving, complaining
• Patiently waiting for the situation
to improve
• Reducing work effort/quality
• Increasing absenteeism
EVLN: Responses to Dissatisfaction

19. 4-19
Job Satisfaction and Performance
Happy workers are somewhat more productive
workers, but:
1. General attitude is a poor predictor of specific behaviors
2. Job performance affects satisfaction only when rewarded
3. Depends on employee control of job performance (e.g.
limited in assembly lines)

20. 4-20
Happy Staff = Happy Customers at Wegmans
Wegmans Food Market enjoys strong customer loyalty and low
employee turnover by keeping employees happy. Shown here, CEO
Danny Wegman meets with staff during a new store opening.
Courtesy of Wegmans Food Markets

21. 4-21
Job Satisfaction and Customers
Job satisfaction affects mood, leading to positive behaviors toward
customers
Less employee turnover, resulting in more consistent and familiar
service
Courtesy of Wegmans Food Markets

22. 4-22
Organizational Commitment
Affective commitment
 Emotional attachment to, identification with, and
involvement in an organization
Continuance commitment
 Belief that staying with the organization serves your
personal interests

23. 4-23
Building Organizational Commitment
Justice and support
 Apply humanitarian values
 Support employee wellbeing
Shared values
 Values congruence
Trust
 Employees trust org leaders
 Job security supports trust
Organizational comprehension
 Know firm’s past/present/future
 Open and rapid communication
Employee involvement
 Employees feel part of company
 Involvement demonstrates trust