Workplace Emotions and Attitudes

1. Workplace Emotions and Attitudes

2. Emotions and Attitudes at VanCity • VanCity goes beyond the ordinary to maintain employee satisfaction and loyalty. Shown here, CEO Dave Mowat and happy employees celebrate VanCity winning the best place to work in Canada award. Glen Baglo/Vancouver Sun

3. Emotions Defined • Psychological, behavioural, and physiological episodes experienced toward an object, person, or event that create a state of readiness. Glen Baglo/Vancouver Sun

4. Types of Emotions Astonished High Fearful Elated High activation Negative emotions High activation Positive emotions Sad Cheerful Activation Low activationNegative emotions Low activationPositive emotions Bored Content Tranquil Low Negative Evaluation Positive

5. 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 Attitudes versus Emotions Attitudes Emotions

6. Cognitive process Emotional process Beliefs Emotional Episodes Feelings Attitude Behavioural Intentions Emotions, Attitudes and Behaviour Perceived Environment Behaviour

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

8. Emotional Labour • Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions. • Emotional labour higher when job requires • frequent and long duration display of emotions • displaying a variety of emotions • displaying more intense emotions

9. Emotional Labour at Four Seasons • Four Seasons excels at consistently high customer service, yet it also adapts its legendary service to the local culture. This occurs because emotional labour expectations vary from one culture to the next. Employees are also more comfortable providing emotional labour that fits the culture. Courtesy of Four Seasons Hotels & Resorts

10. Emotional Labour Across Cultures • Some cultures expect people to display a neutral emotional demeanour, with minimal emotional expression and monotonic voice (e.g., Korea, Japan, Austria). • Other cultures allow or encourage emotional expression, where emotions are revealed through voice and gestures (e.g., Kuwait, Egypt, Spain, Russia). Courtesy of Four Seasons Hotels & Resorts

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

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

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. Job Content Supervisor Co-workers Career Progress Working Conditions Pay and Benefits 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

17. EVLN: Responses to Dissatisfaction Exit • Leaving the situation • Quitting, transferring Voice • Changing the situation • Problem solving, complaining Loyalty • Patiently waiting for the situation to improve Neglect • Reducing work effort/quality • Increasing absenteeism

18. Job Satisfaction and Performance • Happy workers are somewhat more productive workers, but • General attitude is a poor predictor of specific behaviours. • Job performance affects satisfaction only when rewarded. • Job satisfaction and motivation have little effect in jobs with little employee control (e.g., assembly lines).

19. Job Satisfaction and Customers • Job satisfaction increases customer satisfaction and profitability because: • Job satisfaction affects mood, leading to positive behaviours toward customers • Less employee turnover, resulting in more consistent and familiar service

20. 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

21. Building Organizational Commitment Justice & support • Apply humanitarian values • Support employee wellbeing Shared values • Value 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

22. Psychological Contract Defined • Beliefs about the terms and conditions of a reciprocal exchange between that person and other party

23. Economic Economic & socioemotional Focus Closed-ended and short-term Open-ended and indefinite Time-frame Static Dynamic Stability Narrow Pervasive Scope Well-defined More subjective Tangibility Transactional vs Relational Contracts Transactional Contracts Relational Contracts

24. Psychological Contract Issues • Contracts vary across cultures • Example: employees in Canada expect more involvement than do 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

25. Workplace Emotions and Attitudes

26. Chapter FourExtras

27. Satisfied Employees • Less turnover • Consistent service • Satisfied customers • Customer referrals Customer’s Perceived Value Higher Revenue Growth and Profits Employee-Customer-Profit Chain Company Practices