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Chapter 4: Emotions and Moods

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 QUESTIONS WE WILL ANSWER
TODAY?
What are moods and emotions? How different are they?
Why are they important in managing employees?
What factors determine what emotions and moods an
employee will have?
What is the impact of “emotional labor” on employees?
What is emotional intelligence?
What are the strategies for emotion regulation and their
likely effects?
What are the effects of emotions and moods on
employees? 4-3

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LO 1 Differentiate Between
Emotions and Moods
In the past, emotions were ignored in OB
Myth of rationality
 Managers worked to make emotion-free
environments.
Emotions were believed to be disruptive.
 Emotions interfered with productivity.
Now we know that emotions can’t be separated
from the workplace.
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LO 1 Differentiate Between
Emotions and Moods

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LO 1 Differentiate Between
Emotions and Moods
Six essentially universal emotions
1. Anger
2. Fear
3. Sadness
4. Happiness
5. Disgust
6. Surprise

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LO 1 Differentiate Between
Emotions and Moods
May be placed along a spectrum of emotion

Happiness Surprise Fear Sadness Anger DisgustDisgust

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LO 2 Discuss Whether Emotions Are
Rational and What Functions They Serve

Decision Making

Thinking Feeling
Bechara et al. (1999) ,Journal of
Neuroscience: Gamblers with brain damage in
AMYGDALA that regulates emotions did NOT
learn from mistakes and lost more money.

Feeling “bad” when making a mistake leads 4-8

people to modify their behavior and be more
rational in the future.
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"Fearful people made pessimistic judgements of
future events whereas angry people made
optimistic judgements (Lerner et al., 2000)

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LO 2 Discuss Whether Emotions Are
Rational and What Functions They Serve
Do emotions make us ethical?
 Research on moral emotions questions the previous belief that
ethical decision making is based on higher-level cognitive
processes.
 People who are behaving ethically are at least partially making
decisions based on their emotions and feelings, and this
emotional reaction will often be a good thing.
 Examples of moral emotions include
sympathy for the suffering of others,
guilt about our own immoral behavior,
anger about injustice done to others,
contempt for those who behave unethically, and
disgust at violations of moral norms.
Numerous studies suggest that these reactions are largely
based on feelings rather than on cold cognition. 4-10

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LO 3
Identify the Sources of
Emotions and Moods
Personality
 Moods and emotions have a trait component.
 Affect intensity – how strongly people
experience their emotions.
Time of Day
 There is a common pattern for all of us.
Happier in the midpoint of the daily awake
period.
Day of the Week
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Happier toward the end of the week.
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LO 3
Identify the Sources of
Emotions and Moods
Weather
 Illusory correlation – no effect.
Stress
 Even low levels of constant stress can worsen
moods.
Social Activities
 Physical, informal, and dining activities increase
positive moods.
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LO 3 Identify the Sources of
Emotions and Moods
Sleep
 Poor sleep quality increases negative affect.
Exercise
 Does somewhat improve mood, especially for
depressed people.

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LO 3
Identify the Sources of
Emotions and Moods
Age
 Older people experience fewer negative emotions.
gender
 Women tend to be more emotionally expressive,
feel emotions more intensely, have longer-lasting
moods, and express emotions more frequently
than do men.

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LO 4
Show the Impact Emotional
Labor Has on Employees
 Emotional labor – an employee’s expression of
organizationally desired emotions during
interpersonal transactions at work.
Emotional dissonance occurs when employees
have to project one emotion while simultaneously
feeling another.
Can be very damaging and lead to burnout.

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LO 4
Show the Impact Emotional
Labor Has on Employees
Types of Emotions
 Felt: the individual’s actual emotions.
 Displayed: required or appropriate emotions.
Surface acting: hiding one’s inner feelings and
foregoing emotional expressions in response to
display rules.
Deep acting: trying to modify one’s true inner
feelings based on display rules.

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LO 5
Describe Affective Events
Theory and Identify Its Applications

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LO 6 Contrast the Evidence For and Against
the Existence of Emotional Intelligence
Emotional Intelligence is a person’s ability to
 Perceive emotions in the self and others.
 Understand the meaning of these emotions.
 Regulate one’s emotions accordingly in a
cascading model.

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LO 7 Identify Strategies for Emotion
Regulation and Their Likely Effects
Emotion regulation involves identifying and
modifying the emotions you feel.
 Effective emotion regulation techniques include:
Acknowledging rather than suppressing
emotional responses to situations.
Re-evaluating events after they occur.
Venting.
Changing your emotions takes effort, and this effort
can be exhausting. 4-19

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LO 7 Identify Strategies for Emotion
Regulation and Their Likely Effects
Selection
 EI should be a hiring factor, especially for social
jobs.
Decision Making
 Positive emotions can lead to better decisions.
 Negative emotions slower decision making
Creativity
 Positive mood increases flexibility, openness, and
creativity.
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LO 7 Identify Strategies for Emotion
Regulation and Their Likely Effects
Motivation
 Positive mood affects expectations of success.
Feedback amplifies this effect.
Leadership
 People in positive mood are more willing to accept
messages from organizational leaders.
Positive mood makes people less vigilant and
picky
Negotiation
 Emotions can affect negotiations. 4-21

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LO 7
Effects of emotions and moods at work

Customer Service
 Emotions influence customer service.
This influences repeat business and customer
satisfaction.
Job Attitudes
 A good day at work tends to be followed by a good
mood at home and vice versa.
This usually dissipates overnight.

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LO 7 Identify Strategies for Emotion
Regulation and Their Likely Effects
Deviant Workplace Behaviors
 Negative emotions lead to workplace deviant
behaviors.
Actions that violate norms and threaten the
organization.
Safety and Injury at Work
 Don’t do dangerous work when in a bad mood.

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LO 8 Apply Concepts about Emotions
and Moods to Specific OB Issues
How can managers create moods?
 Use humor and praise to increase employees’
positive moods.
 Being in a good mood oneself can result in more
positivity and better cooperation.
 Selecting positive team members can have a
Contagion(catching) effect.

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 Implications for Managers
To foster effective decision making, creativity, and
motivation in employees, look to model positive
emotions and moods as much as is authentically
possible.
Provide positive feedback to increase the positivity
of employees.
In the service sector, encourage positive displays of
emotion, which make customers feel more positive
and thus improve customer service interactions and
negotiations. 4-25

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 Implications for Managers
Regulate your intense emotional responses to an
event by recognizing the legitimacy of the emotion
and being careful to vent only to a supportive
listener who is not involved in the event.
Be careful not to ignore co-workers’ and employees’
emotions; do not assess others’ behavior as if it were
completely rational.

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mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher. Printed in the United States of America.
Copyright © 2013 Pearson Education, Inc.
publishing as Prentice Hall

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