4 Workplace Emotions and Attitudes McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc All rights reserved Emotions and Attitudes at Wegmans Courtesy of Wegmans Food Markets 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 McShane/Von Glinow OB4e Slide 4-2 © 2008 The McGraw-Hill Companies, Inc All rights reserved Emotions Defined Courtesy of Wegmans Food Markets Psychological, behavioral, and physiological episodes experienced toward an object, person, or event that create a state of readiness McShane/Von Glinow OB4e Slide 4-3 © 2008 The McGraw-Hill Companies, Inc All rights reserved Types of Emotions Astonished High Fearful Elated Activation High activation Negative emotions High activation Positive emotions Sad Cheerful Low activation Negative emotions Low activation Positive emotions Bored Content Tranquil Low Negative McShane/Von Glinow OB4e Evaluation Slide 4-4 Positive © 2008 The McGraw-Hill Companies, Inc All rights reserved Attitudes versus Emotions Attitudes Emotions Judgments about an attitude object Experiences toward an attitude object Based mainly on rational logic Based on awareness of our senses Usually stable for days or longer Occur briefly, usually lasting minutes McShane/Von Glinow OB4e Slide 4-5 © 2008 The McGraw-Hill Companies, Inc All rights reserved Emotions, Attitudes and Behavior Perceived Environment Cognitive process Emotional process Beliefs Attitude Emotional Episodes Feelings Behavioral Intentions Behavior McShane/Von Glinow OB4e Slide 4-6 © 2008 The McGraw-Hill Companies, Inc All rights reserved Serious Fun at CXtex • Cxtec employees live up to their company values, which include having fun at work Courtesy of CXtec McShane/Von Glinow OB4e Slide 4-7 – Helium-filled balloons adorn the office – Break room with billiards, foosball, and air hockey – Miniature golf tournaments in the office, tricycle races around the building, and “CXtec Idol” competitions © 2008 The McGraw-Hill Companies, Inc All rights reserved Generating Positive Emotions at Work • The emotions-attitudesbehavior model illustrates that attitudes are shaped by ongoing emotional experiences Courtesy of CXtec McShane/Von Glinow OB4e Slide 4-8 • Thus, successful companies actively create more positive than negative emotional episodes © 2008 The McGraw-Hill Companies, Inc All rights reserved 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 McShane/Von Glinow OB4e Slide 4-9 © 2008 The McGraw-Hill Companies, Inc All rights reserved Emotional Labor • The 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 McShane/Von Glinow OB4e Slide 4-10 © 2008 The McGraw-Hill Companies, Inc All rights reserved 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 • It’s the ability to identify, assess, and manage emotions of oneself, others, and of groups • EI represents a set of competencies that allow us to perceive, understand, and regulate emotions McShane/Von Glinow OB4e Slide 4-14 © 2008 The McGraw-Hill Companies, Inc All rights reserved Model of Emotional Intelligence Highest Relationship Management Managing other people’s emotions Understanding and sensitivity to the Social Awareness feelings, thoughts, and situation of others Controlling or redirecting our internal Self-management states, impulses, and resources Lowest McShane/Von Glinow OB4e Self-awareness Understanding your own emotions, strengths, weaknesses, values, and motives Slide 4-15 © 2008 The McGraw-Hill Companies, Inc All rights reserved Emotional Intelligence Competencies Self (personal competence) Other (social competence) Recognition of emotions Self-awareness Social awareness Regulation of emotions Self-management Relationship management McShane/Von Glinow OB4e Slide 4-16 © 2008 The McGraw-Hill Companies, Inc All rights reserved Improving Emotional Intelligence • Emotional intelligence is a set of competencies (aptitudes, skills) • Can be learned, especially through coaching • EI increases with age maturity McShane/Von Glinow OB4e Slide 4-17 © 2008 The McGraw-Hill Companies, Inc All rights reserved Job Satisfaction • A person's evaluation of his or her job and work context • A collection of attitudes about specific facets of the job Job Satisfaction Career Progress Pay and Benefits McShane/Von Glinow OB4e Job Content Slide 4-18 Supervisor Co-workers Working Conditions © 2008 The McGraw-Hill Companies, Inc All rights reserved EVLN: Responses to Dissatisfaction Exit Voice McShane/Von Glinow OB4e • Leaving the situation • Quitting, transferring • Changing the situation • Problem solving, complaining Loyalty • Patiently waiting for the situation to improve Neglect • Reducing work effort/quality Increasing absenteeism Slide 4-19 â 2008 The McGraw-Hill Companies, Inc All rights reserved Job Satisfaction and Performance • Happy workers are somewhat more productive workers, but: General attitude is a poor predictor of specific behaviors Job performance affects satisfaction only when rewarded Job satisfaction and motivation have little effect in jobs with little employee control (e.g assembly lines) McShane/Von Glinow OB4e Slide 4-20 © 2008 The McGraw-Hill Companies, Inc All rights reserved Happy Staff, Happy Customers at Outback Outback Steakhouse is successful in part because it applies the principle that happy employees make happy customers, which result in happy shareholders Courtesy of Outback Steakhouse McShane/Von Glinow OB4e Slide 4-21 © 2008 The McGraw-Hill Companies, Inc All rights reserved Job Satisfaction and Customers Job satisfaction increases customer satisfaction and profitability because: – Job satisfaction affects mood, leading to positive behaviors toward customers – Less employee turnover, resulting in more consistent and familiar service McShane/Von Glinow OB4e Slide 4-22 Courtesy of Outback Steakhouse © 2008 The McGraw-Hill Companies, Inc All rights reserved Organizational Commitment • Organizational commitment – Emotional attachment to, identification with, and involvement in an organization aka Affective Commitment is a competitive advantage, improves customer satisfaction, motivates employees and reduces turnover • Continuance commitment – Belief that staying with the organization serves your personal interests and quitting would be costly financial incentives or penalties force employees to stay with the organization and reduces turnover McShane/Von Glinow OB4e Slide 4-23 © 2008 The McGraw-Hill Companies, Inc All rights reserved Building Organizational Commitment Justice & support Shared values Trust • Apply humanitarian values • Support employee wellbeing • Values congruence • 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 McShane/Von Glinow OB4e Slide 4-24 © 2008 The McGraw-Hill Companies, Inc All rights reserved Psychological Contract Defined Beliefs about the terms and conditions of a reciprocal exchange between that person and other is psychological contract Transactional contracts are short-term economic exchanges, responsibilities are well defined around narrow set of obligations Relational contracts are long-term attachments that encompass a broad array of subjective mutual obligations McShane/Von Glinow OB4e Slide 4-25 © 2008 The McGraw-Hill Companies, Inc All rights reserved Transactional v Relational Contracts Focus Time-frame Stability Scope Tangibility McShane/Von Glinow OB4e Transactional Contracts Relational Contracts Economic Economic & socioemotional Closed-ended and short-term Open-ended and indefinite Static Dynamic Narrow Pervasive Well-defined More subjective Slide 4-26 © 2008 The McGraw-Hill Companies, Inc All rights reserved Psychological Contract Issues • Contracts vary across cultures – Example: employees in the United States expect more involvement than employees in high power distance cultures (e.g Mexico) • Contracts vary across generations – Baby boomers assume more job security for loyalty – Gen-X/ Gen-Y assume more employability McShane/Von Glinow OB4e Slide 4-27 © 2008 The McGraw-Hill Companies, Inc All rights reserved Workplace Emotions and Attitudes McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc All rights reserved ... reserved Emotions, Attitudes and Behavior Perceived Environment Cognitive process Emotional process Beliefs Attitude Emotional Episodes Feelings Behavioral Intentions Behavior McShane/Von Glinow OB4e... reserved Generating Positive Emotions at Work • The emotions-attitudesbehavior model illustrates that attitudes are shaped by ongoing emotional experiences Courtesy of CXtec McShane/Von Glinow... 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