organization behaviourch03

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.

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.

Emotional intelligence (EI)
Ability to understand emotions and manage
relationships effectively.

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

JoyJoy
SadnessSadness
LoveLove
AngerAnger
SurpriseSurprise
FearFear
Major
Emotions

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.

Moods
Generalized positive or negative feelings
or states of mind.

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

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.

Deep acting
Trying to modify your true inner feelings
based on display rules.
Surface acting
Hiding true feelings while displaying different
ones.

Display rules
Informal standards that govern the degree
to which it is appropriate for people from
different cultures to display their emotions.

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

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

Attitude
Predisposition to respond in a positive or
negative way to someone or something in
one’s environment.

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.

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.

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.

Five facets of job satisfaction:
The work itself
Quality of supervision
Relationships with co-workers
Promotion opportunities
Pay

The Job Descriptive Index (JDI) is a
questionnaire that addresses aspects of
satisfaction with which good managers
should be concerned.
Take the sample survey.

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

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).

Relationship between satisfaction and
performance – three theories:
Satisfaction causes performance.
Performance causes satisfaction.
Rewards cause satisfaction and
performance.

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.

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.

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.

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?

organization behaviourch03

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