Workplace

Emotions,
Attitudes, and
Stress

Emotions Defined

Psychological, behavioral, and

physiological episodes
experienced toward an object,
person, or event that create a
state of readiness.

Most emotions occur without our

awareness

Moods lower intensity emotions

without any specific target source

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Types of Emotions

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Attitudes versus Emotions

Attitudes

Emotions

Judgments about an
attitude object

Experiences related to an
attitude object

Based mainly on
rational logic

Usually stable for days

or longer

Based on innate and learned

responses to environment

Usually experienced for

seconds or less

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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

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Attitudes: From Beliefs to Behavior

Perceived Environment
Cognitive
process

Emotional
process

Beliefs
Attitude

Emotional
Episodes

Feelings
Behavioral
Intentions

Behavior
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Emotions, Attitudes, and

Behavior

How emotions influence attitudes:

1. Feelings are shaped by cumulative emotional

episodes (not just evaluation of beliefs)

2. We listen in on our emotions when determining
our attitude toward something

Potential conflict between cognitive and

emotional processes
Emotions also directly affect behavior
e.g. facial expression

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Generating Positive Emotions at

Work

The emotions-attitudesbehavior model illustrates that

attitudes are shaped by
ongoing emotional experiences.

Thus, successful companies

actively create more positive
than negative emotional
episodes.

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Cognitive Dissonance

A state of anxiety that occurs when an

individuals beliefs, feelings and behaviors
are inconsistent with one another

Most common when behavior is:

known to others
done voluntarily
cant be undone

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Emotional Labor Defined

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

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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
The Smile School in Japan

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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

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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

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Model of Emotional Intelligence

Highest

Lowest

Relationship
Management

Managing other peoples emotions

Social Awareness

Perceiving and understanding the

meaning of others emotions

Self-management

Managing our own emotions

Self-awareness

perceiving and understanding the

meaning of your own emotions

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Emotional Intelligence Competencies

Self
(personal competence)

Other
(social competence)

Recognition
of emotions

Self-awareness

Social awareness

Regulation
of emotions

Self-management

Relationship
management

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Improving Emotional Intelligence

Emotional intelligence is a set of

competencies (aptitudes, skills)

Can be learned, especially through coaching

EI increases with age -- maturity

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Job Satisfaction

A person's evaluation of his or her job and

work context
A collection of attitudes about specific facets
of the job

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EVLN: Responses to
Dissatisfaction
Exit
Voice

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

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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. Effect on performance strongest in complex jobs
because of greater employee influence on job
performance (e.g. limited in assembly lines)

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Happy Staff=Happy Customers at

Wegmans
Wegmans Food Market
enjoys strong customer
loyalty and low employee
turnover by keeping
employees happy.

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Job Satisfaction and Customers

Job satisfaction increases
customer satisfaction and
profitability because:
1.

Job satisfaction affects

mood, leading to positive
behaviors toward customers

2.

Job satisfaction reduces

employee turnover, resulting
in more consistent and
familiar service

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Organizational Commitment

Affective commitment
Emotional attachment to, identification with, and

involvement in an organization

Continuance commitment
Calculative attachment stay because too costly to

quit

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Building (Affective) commitment

Justice/ Support

Shared
Values
Trust

Apply humanitarian values

Support employee wellbeing

Values congruence

Employees trust org leaders

Job security supports trust

Organisational
Comprehension

Know firms past/present/future

Open and rapid communication

Employee
Involvement

Employees feel part of company

Involvement demonstrates trust
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What is Stress?

An adaptive response to a situation that is

perceived as challenging or threatening to the
persons well-being
Aphysiological and psychological condition
that prepares us to adapt to hostile or noxious
environmental conditions
Eustress vs. distress

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General Adaptation Syndrome

Stage 1
Alarm Reaction

Stage 2
Resistance

Stage 3
Exhaustion

Normal
Level of
Resistance

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Consequences of Distress
Physiological

Cardiovascular disease,
hypertension, headaches

Behavioral

Work performance, accidents,

absenteeism, aggression, poor
decisions

Psychological

Dissatisfaction, moodiness,
depression, emotional fatigue

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Job Burnout Process

Interpersonal and
Role-Related Stressors

Emotional
Exhaustion

Cynicism

Physiological,
psychological,
and behavioral
consequences

Reduced Personal
Accomplishment
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What are Stressors?

Stressors are the causes of stress -- any

environmental condition that places a
physical or emotional demand on the person.
Some common workplace stressors include:
Harassment an incivility
Work overload
Low task control

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Psychological Harassment
Repeated and hostile or
unwanted conduct, verbal
comments, actions or gestures,
that affect an employee's dignity

or psychological or physical
integrity and that result in a
harmful work environment for
the employee.

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Sexual Harassment

Unwelcome conduct -- detrimental effect on

work environment or job performance

Quid pro quo

employment or job performance is conditional on

unwanted sexual relations

Hostile work environment

an intimidating, hostile, or offensive working

environment

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Work Overload and Task Control

Stressors

Work Overload Stressor

Working more hours, more intensely than one can

cope
Affected by globalization, consumerism, ideal
worker norm

Task Control Stressor

Due to lack control over how and when tasks are

performed
Stress increases with responsibility

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Individual Differences in Stress

Different threshold levels of

resistance to stressor
Use different stress coping
strategies
Resilience to stress
Due to personality and coping

strategies

Workaholism
Highly involved in work
Inner pressure to work
Low enjoyment of work

Photodisc. With permission.

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Managing Work-Related Stress

Remove the stressor

Minimize/remove stressors

Withdraw from the stressor

Vacation, rest breaks

Change stress perceptions

Positive self-concept, humor

Control stress consequences

Healthy lifestyle, fitness, wellness

Receive social support

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