1 McShane/Von Glinow: OB [essentials] Attitudes versus Emotions AttitudesEmotions Judgments about an...
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Transcript of 1 McShane/Von Glinow: OB [essentials] Attitudes versus Emotions AttitudesEmotions Judgments about an...
1McShane/Von Glinow: OB [essentials]
Attitudes versus Emotions
AttitudesAttitudes EmotionsEmotions
Judgments about an attitude Judgments about an attitude objectobject
Experiences toward an attitude Experiences toward an attitude objectobject
Usually stable for days or Usually stable for days or longerlonger
Occur briefly, usually lasting Occur briefly, usually lasting minutesminutes
Based mainly on rational logicBased mainly on rational logic Based on awareness of our Based on awareness of our senses senses
2McShane/Von Glinow: OB [essentials]
BehaviorBehavior
Emotions, Attitudes and Behavior
Perceived EnvironmentPerceived Environment
Attitude FeelingsFeelings
BeliefsBeliefs
BehavioralBehavioralIntentionsIntentions
Cognitive process
Emotional process
Emotional Episodes
3McShane/Von Glinow: OB [essentials]
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
4McShane/Von Glinow: OB [essentials]
Emotional Labor
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
5McShane/Von Glinow: OB [essentials]
Emotional Labor 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 labor expectations vary from one culture to the next. Employees are also more comfortable providing emotional labor that fits the culture.
Courtesy of Four Seasons Hotels & Resorts
6McShane/Von Glinow: OB [essentials]
Emotional Labor Across Cultures
Some cultures expect people to display a neutral emotional demeanor, with minimal emotional expression and monotonic voice (e.g. Korea, Japan, Austria)
Courtesy of Four Seasons Hotels & Resorts
Other cultures allow or encourage emotional expression, where emotions are revealed through voice and gestures (e.g. Kuwait, Egypt, Spain, Russia)
7McShane/Von Glinow: OB [essentials]
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
8McShane/Von Glinow: OB [essentials]
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
9McShane/Von Glinow: OB [essentials]
Social AwarenessSocial Awareness
Self-managementSelf-management
Understanding and sensitivity to the feelings, thoughts, and situation of others
Controlling or redirecting our internal states, impulses, and resources
Self-awarenessSelf-awarenessUnderstanding your own emotions, strengths, weaknesses, values, and motives
Relationship Relationship ManagementManagement
Managing other people’s emotions
Lowest
Highest
Model of Emotional Intelligence
10McShane/Von Glinow: OB [essentials]
Emotional Intelligence Competencies
Self-awareness Social awareness
Self-managementRelationship management
Self(personal competence)
Other(social competence)
Recognition of emotions
Regulationof emotions
11McShane/Von Glinow: OB [essentials]
Improving Emotional Intelligence
Emotional intelligence is a set of competencies (aptitudes, skills)
Can be learned, especially through coaching
EI increases with age -- maturity
12McShane/Von Glinow: OB [essentials]
Job Satisfaction
A person's evaluation of his or her job and work context
A collection of attitudes about specific facets of the job
JobSatisfaction
SupervisorSupervisor
JobJobContentContent
Co-workersCo-workers
Working Working ConditionsConditions
Career Career ProgressProgress
Pay and Pay and BenefitsBenefits
13McShane/Von Glinow: OB [essentials]
LoyaltyLoyalty
VoiceVoice
ExitExit
NeglectNeglect
• Leaving the situation• Quitting, transferring
• Changing the situation• Problem solving, complaining
• Patiently waiting for the situation to improve
• Reducing work effort/quality• Increasing absenteeism
EVLN: Responses to Dissatisfaction
14McShane/Von Glinow: OB [essentials]
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. Job satisfaction and motivation have little effect in jobs with little employee control (e.g. assembly lines)
15McShane/Von Glinow: OB [essentials]
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
16McShane/Von Glinow: OB [essentials]
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
17McShane/Von Glinow: OB [essentials]
Organizational Organizational comprehensioncomprehension
TrustTrust
Justice & supportJustice & support
Employee Employee involvementinvolvement
• Apply humanitarian values• Support employee wellbeing
• Employees trust org leaders• Job security supports trust
• Know firm’s past/present/future• Open and rapid communication
• Employees feel part of company• Involvement demonstrates trust
Building Organizational Commitment
Shared valuesShared values • Values congruence