Identify the main elements included in Affective Events Theory. Select any two of these elements and provide an example of how the factor can influence an employee Solution Affective Events Theory Affective events theory (AET) is a model developed by organizational psychologists Howard M. Weiss (Purdue University) and Russell Cropanzano (University of Colorado) to explain how emotions and moods influence job performance and job satisfaction.The model explains the linkages between employees\' internal influences (e.g., cognitions,emotions, mental states) and their reactions to incidents that occur in their work environment that affect their performance, organizational commitment, and job satisfaction. The theory proposes that affective work behaviors are explained by employee mood and emotions, while cognitive-based behaviors are the best predictors of job satisfaction. The theory proposes that positive-inducing (e.g., uplifts) as well as negative-inducing (e.g., hassles) emotional incidents at work are distinguishable and have a significant psychological impact upon workers\' job satisfaction. This results in lasting internal (e.g., cognition, emotions, mental states) and external affective reactions exhibited through job performance, job satisfaction, and organizational commitment. Alternatively, some research suggests that job satisfaction mediates the relationship between various antecedent variables such as dispositions, workplace events, job characteristics, job opportunities, and employee behavior exhibited while on the job (e.g., organizational citizenship behaviors, counter-productive work behaviors, and job withdrawal). Factors affecting employee job performance and satisfaction Conscientiousness Conscientiousness and emotional stability predict low employee turnover and high job performance, indicating that these personality traits are robust and should be assessed during personnel selection in subsequent validation and utility analysis. Conscientiousness is considered to account for possible moral, ethical, and contractual obligations that may lead to employee turnover In this mental state, employees high in conscientiousness may decide to demonstrate high organizational commitment due to transactional fairness in accordance with the norms of reciprocity, as long as a perceived debt exists Highly religious and conscientious workers may believe that quitting goes against their work-oriented beliefs (e.g., the Protestant work ethic), with any volition to carry through with quitting, a sign of poor character. Openness to experience Openness to experience is exhibited through mental abstraction and flexibility in perception.on- linear thinking is enabled through the use of imagination, intellectual curiosity, and an appreciation for aesthetics, all of which are core facets of this personality factor.Employees assessed as high in openness to experience generally score high on tests of general cognitive ability and demonstrate high abili.

1. Identify the main elements included in Affective Events Theory. Select any two of these
elements and provide an example of how the factor can influence an employee
Solution
Affective Events Theory
Affective events theory (AET) is a model developed by organizational psychologists Howard M.
Weiss (Purdue University) and Russell Cropanzano (University of Colorado) to explain how
emotions and moods influence job performance and job satisfaction.The model explains the
linkages between employees' internal influences (e.g., cognitions,emotions, mental states) and
their reactions to incidents that occur in their work environment that affect their performance,
organizational commitment, and job satisfaction. The theory proposes that affective work
behaviors are explained by employee mood and emotions, while cognitive-based behaviors are
the best predictors of job satisfaction. The theory proposes that positive-inducing (e.g., uplifts) as
well as negative-inducing (e.g., hassles) emotional incidents at work are distinguishable and have
a significant psychological impact upon workers' job satisfaction. This results in lasting internal
(e.g., cognition, emotions, mental states) and external affective reactions exhibited through job
performance, job satisfaction, and organizational commitment.
Alternatively, some research suggests that job satisfaction mediates the relationship between
various antecedent variables such as dispositions, workplace events, job characteristics, job
opportunities, and employee behavior exhibited while on the job (e.g., organizational citizenship
behaviors, counter-productive work behaviors, and job withdrawal).
Factors affecting employee job performance and satisfaction
Conscientiousness
Conscientiousness and emotional stability predict low employee turnover and high job
performance, indicating that these personality traits are robust and should be assessed during
personnel selection in subsequent validation and utility analysis. Conscientiousness is considered
to account for possible moral, ethical, and contractual obligations that may lead to employee
turnover In this mental state, employees high in conscientiousness may decide to demonstrate
high organizational commitment due to transactional fairness in accordance with the norms of
reciprocity, as long as a perceived debt exists Highly religious and conscientious workers may
believe that quitting goes against their work-oriented beliefs (e.g., the Protestant work ethic),
with any volition to carry through with quitting, a sign of poor character.
Openness to experience
Openness to experience is exhibited through mental abstraction and flexibility in perception.on-

2. linear thinking is enabled through the use of imagination, intellectual curiosity, and an
appreciation for aesthetics, all of which are core facets of this personality factor.Employees
assessed as high in openness to experience generally score high on tests of general cognitive
ability and demonstrate high abilities in information processing, working memory, abstract
reasoning, and focused attention.
Workers high in openness to experience are more likely to engage in unplanned quitting
However, this finding may have little to do with affect derived from events experienced at work.
Individuals who self-report as high in openness to experience may be impulsive, but their
decisions to suddenly quit may be due to the value placed on job diversity, need for change,
exploration of other interests, intolerance for routine and boredom, and an underlying sense of
curiosity.Openness to experience does not appear to predict or explain job satisfaction