Emotions & Attitudes

Sandeep Hegde

What Are Emotions?What Are Emotions?What Are Emotions?What Are Emotions?

AffectAffectAffectAffect MoodsMoodsMoodsMoodsEmotionsEmotionsEmotionsEmotions

What are Emotions?

• Three related terms:– Affect

• A broad range of feelings that people experience.

– Emotions• Intense feelings that are directed at someone or something.

– Moods• Feelings that tend to be less intense than emotions and that

lack a contextual stimulus.

EmotionsEmotions

Positive and Negative EmotionsPositive and Negative Emotions

Emotions:Emotions: “Complex, patterned, organismic reactions to how we think we are doing in our lifelong efforts to survive and flourish and to achieve what we wish for ourselves.”

Positive emotions (Goal Positive emotions (Goal congruent)congruent)- Happiness/joy - Pride- Love/affection - Relief

Negative emotions (Goal Negative emotions (Goal incongruent):incongruent):- Anger - Fright/anxiety- Guilt/shame - Sadness- Envy/jealousy - Disgust

Happiness

Surprise

Fear

Sadness

Anger

Disgust

Six Universal EmotionsSix Universal Emotions

Emotional competence

• Emotional competence refers to a person's ability in expressing or releasing their inner feelings (emotions). It implies an ease around others and determines one's ability to effectively and successfully lead and express

Daniel Goleman’s Emotional Intelligence Competencies Model

• Self Awareness– Emotional self-awareness– Accurate self-assessment– Self-confidence

• Self Management– Self-control– Trustworthiness– Conscientiousness– Adaptability– Achievement orientation– Initiative

EI Competencies• Social Awareness

– Empathy– Organisational Awareness– Service Orientation

• Social skills– Influence– Leadership– Developing Others– Communication– Change Catalyst– Conflict Management– Building Bonds– Teamwork and Collaboration

Emotions andEmotions andOrganizationalOrganizational

BehaviorBehavior

Emotions andEmotions andOrganizationalOrganizational

BehaviorBehavior

DisplayedDisplayedEmotionsEmotionsDisplayedDisplayedEmotionsEmotions

FeltFeltEmotionsEmotions

FeltFeltEmotionsEmotions

EmotionalEmotionalLaborLabor

EmotionalEmotionalLaborLabor

Choosing Emotions: Emotional Labor

• When an employee expresses organizationally desired emotions during interpersonal interactions.

• Employees can experience a conflict between what they feel, and what’s expected of them.

Emotional labor

• Emotional labor is a form of emotional regulation wherein workers are expected to display certain emotions as part of their job, and to promote organizational goals. The intended effects of these emotional displays are on other, targeted people, who can be clients, customers, subordinates or co-workers.

Emotional labor• The term "emotional labor" was first defined by

the sociologist Arlie Hochschild as the "management of feeling to create a publicly facial and bodily display“.

• According to Hochschild, jobs involving emotional labor are defined as those that:(1) require face-to-face or voice-to-voice contact with the public;(2) require the worker to produce an emotional state in another person;(3) allow the employees to exercise a degree of control over their emotional activities

Forms of emotional labor • Employees can display organizationally-desired

emotions by acting out the emotion. Such acting can take two forms:– Surface Acting - involves "painting on" affective

displays, or faking; Surface acting involves an employee's (presenting emotions on his or her "surface" without actually feeling them. The employee in this case puts on a facade as if the emotions are felt, like a "persona").

– Deep Acting - wherein they modify their inner feelings to match the emotion expressions the organization requires.

Emotional Dissonance• Though both forms of acting are internally false, they

represent different intentions. That is, when engaging in deep acting, an actor attempts to modify feelings to match the required displays, in order to seem authentic to the audience ("faking in good faith"); in surface acting, the alternative strategy, employees modify their displays without shaping inner feelings. They conform to the display rules in order to keep the job, not to help the customer or the organization, ("faking in bad faith").

• Deep acting is argued to be associated with reduced stress and an increased sense of personal accomplishment; whereas surface acting is associated with increased stress, emotional exhaustion, depression, and a sense of inauthenticity

• In 1983, Arlie Russell Hochschild, who wrote about emotional labour, coined the term emotional dissonance to describe this process of "maintaining a difference between feeling and feigning".

External Constraints on Emotions

OrganizationalOrganizationalInfluencesInfluences

OrganizationalOrganizationalInfluencesInfluences

CulturalCulturalInfluencesInfluences

CulturalCulturalInfluencesInfluences

IndividualIndividualEmotionsEmotions

IndividualIndividualEmotionsEmotions

Ability andAbility andSelectionSelection

InterpersonalInterpersonalConflictConflict

LeadershipLeadership

DecisionDecisionMakingMaking

DeviantDeviantBehaviorBehavior

MotivationMotivation

Emotions and OB Applications

Negative Workplace Emotions

• Negative emotions can lead to a number of deviant workplace behaviours. They fall in categories such as: – Production (leaving early, intentionally

working slowly)– Property (stealing, sabotage)– Political (gossiping, blaming co-workers)– Personal aggression (sexual harassment,

verbal abuse)

Personality Structure“Personality arises from conflict twixt aggressive,pleasure-seeking impulses and social restraints”

Ego SuperEgo

Id

Personality StructureId - energy constantly striving to satisfy basic drives

Pleasure Principle

Ego - seeks to gratify the Id in realistic waysReality Principle

Super Ego- voice of consciencethat focuses on howwe ought to behave

Ego SuperEgo

Id

Attitudes

Stable clusters of feelings, beliefs, and behavioral intentions toward

specific, objects, people, or institutions

What is an attitude?

A mental and neural state of readiness, organised through experience, exerting a directive or dynamic influence upon the individual’s response to all objects and situations with which it is related

Allport, 1935

An attitude is a psychological tendency that is expressed by evaluating a particular entity with some degree of favour or disfavour

Eagly & Chaiken, 1998

3

Evaluative orAffective

Component(how you feel)

CognitiveComponent(what youbelieve) Behavioral

Component(how you arepredisposed

to act)

Three Basic Components of Attitudes

AttitudeObject

AttitudeAttitude

Do Attitudes Determine Behavior?

• An underlying assumption in persuasion research is: Shift a person’s attitude in the right direction and behavior will follow.

Examples:1. If people see the value of wearing their

seatbelt then they are more likely to actually wear it.

2. If people think that smoking is bad for their health then they will quit.

How do Attitudes Actually Predict Behavior?

• Two theoretical models that explain why attitudes predict behavior.

• Theory of Reasoned Action:– Theory relevant when the behavior is thoughtfully

planned in advance.

• Attitude-To-Behavior Process Model– Theory relevant when behavior is a spontaneous

reaction to one’s immediate situation.

The theory of reasoned action

Attitude

Behaviour

The theory of reasoned action

Attitude

BehaviourIntention

The theory of reasoned action

Attitude

BehaviourIntention

Subjective Norms

The theory of planned behaviour

Attitude

BehaviourIntention

Subjective Norms

Perceived behavioural control

Functions of Job Attitudes• predict behavior

• adapt to environment– adjustment function– ego-defense function– value-expressive function– knowledge function

Job Satisfaction

a pleasurable or positive emotional state resulting from

the appraisal of one’s job or job experiences.

Responses to Job DissatisfactionResponses to Job Dissatisfaction

Destructive

Active

Passive

Constructive

Exit Voice

Neglect Loyalty

ProductivityProductivityProductivityProductivity

AbsenteeismAbsenteeismAbsenteeismAbsenteeism

TurnoverTurnoverTurnoverTurnover

JobJob

SatisfactionSatisfaction

and Employeeand Employee

PerformancePerformance

JobJob

SatisfactionSatisfaction

and Employeeand Employee

PerformancePerformance

Consequences of Low Job Satisfaction

1. Turnover is higher

2. Absenteeism is higher

3. Performance is lower

4. Accidents increase

5. Personal health decreases (due to stress)

6. Unionization efforts increase

7. Stock prices are lower

8

Voluntary Turnover: An Overview

Job Satisfaction

Thoughts of quitting

Thoughts of quitting

Intention to searchfor new job

Intention toquit or stay

Probability of finding anacceptable alternative job

Action:quit or stay

Promoting Job Satisfaction

1. Pay people fairly (Equity Theory)

2. Improve quality of supervision

3. Decentralize control of power

4. Match people’s interests to job

Hackman and Oldham’s Model of Job Characteristics

Hackman & Oldham identified five ‘core job characteristics’ that relate to the motivation and satisfaction of employees. These characteristics are:

1. Skill variety: the degree to which the job requires different skills

2. Task identity: the degree to which the job involves completing a whole, identifiable piece of work rather than simply a part.

3. Task significance: the extent to which the job has an impact on other people, inside or outside the organization

4. Autonomy: the extent to which the job allows jobholders to exercise choice and discretion over work

5. Feedback from the job: the extent to which the job itself (as opposed to other people) provides jobholders with information on their performance.

Hackman and Oldham’s