Download Chapter 3 Emotions, Attitudes and Job Satisfaction

What are emotions and moods?
How do emotions and moods influence
behavior?
What are attitudes and how do they influence
behavior?
What is job satisfaction and why is it important?
Copyright © 2012 John Wiley & Sons, Inc.
3-2
Affect
 Range of emotions and moods that people
experience in their life context.
 Emotions are strong positive or negative
feelings directed toward something or
someone.
Copyright © 2012 John Wiley & Sons, Inc.
3-3
Emotional intelligence (EI)
 Ability to understand emotions in ourselves
and others and to use that understanding to
manage relationships effectively.
Copyright © 2012 John Wiley & Sons, Inc.
3-4
Copyright © 2012 John Wiley & Sons, Inc.
3-5
Self-conscious emotions
 Arise from internal sources (shame, guilt,
embarrassment, pride) and helps individuals
regulate their relationships with others.
Social emotions
 Arise from external sources (pity, envy,
jealousy) and information.
Copyright © 2012 John Wiley & Sons, Inc.
3-6
Moods
Generalized positive or negative feelings
or states of mind.
Copyright © 2012 John Wiley & Sons, Inc.
3-7
Copyright © 2012 John Wiley & Sons, Inc.
3-8
Major
Emotions
Joy
Anger
Love
Fear
Sadness
Surprise
Copyright © 2012 John Wiley & Sons, Inc.
3-9
Emotion and mood contagion – spillover effects
of one’s emotions and mood onto others.
Emotional labor – relates to the need to show
certain emotions in order to perform a job well.
Emotional dissonance – emotions we actually feel
are inconsistent with the emotions we try to
project.
Copyright © 2012 John Wiley & Sons, Inc.
3-10
Deep acting
 Trying to modify feelings to better fit the
situation.
Surface acting
 Hiding true feelings while displaying different
ones.
Copyright © 2012 John Wiley & Sons, Inc.
3-11
Display rules
 The degree to which it is appropriate to
display emotions.
Copyright © 2012 John Wiley & Sons, Inc.
3-12
Work Environment:
•Characteristics of job
•Job demands
•Emotional labor
requirements
Work Events:
•Daily hassles
•Daily uplifts
Job Satisfaction
Emotional
Reactions:
•Positive
•Negative
Job Performance
Personal
Predispositions:
•Personality
•Mood
Copyright © 2012 John Wiley & Sons, Inc.
3-13
Attitude
 Predisposition to respond in a positive or
negative way to someone or something
in one’s environment.
Copyright © 2012 John Wiley & Sons, Inc.
3-14
Cognitive component
 Reflects underlying beliefs, opinions, knowledge, or
information a person possesses.
Affective component
 Specific feeling regarding the personal impact of the
antecedent condition evidenced in the cognitive
component.
Behavioral component
 Intention to behave in a certain way based on the
affect in one’s attitude.
Copyright © 2012 John Wiley & Sons, Inc.
3-15
Copyright © 2012 John Wiley & Sons, Inc.
3-16
Cognitive dissonance
 Describes a state of inconsistency between an
individual’s attitudes and/or between attitudes and
behavior.
Cognitive dissonance can be reduced by:
 Changing the underlying attitude.
 Changing future behavior.
 Developing new ways of explaining or rationalizing the
inconsistency.
Copyright © 2012 John Wiley & Sons, Inc.
3-17
Job satisfaction
 An attitude reflecting a person’s positive and
negative feelings toward a job, co-workers,
and the work environment.
Job Involvement
 Extent to which an individual is dedicated to
a job.
Copyright © 2012 John Wiley & Sons, Inc.
3-18
Organizational Commitment
 Degree of loyalty an individual feels toward an
organization.
Rational Commitment – Reflects feelings that job serves
one’s financial, developmental, and professional
interests.
Emotional Commitment – Reflects feelings that what
one does is important, valuable and of real benefit
to others.
Employee Engagement – A positive feeling or strong
sense of connection with the organization.
Copyright © 2012 John Wiley & Sons, Inc.
3-19
The Minnesota Satisfaction Questionnaire
(MSQ) and the Job Descriptive Index (JDI)
both address components of job
satisfaction with which good managers
should be concerned.
Take the sample survey.
Copyright © 2012 John Wiley & Sons, Inc.
3-20
Five facets of job satisfaction:
 The work itself
 Quality of supervision
 Relationships with co-workers
 Promotion opportunities
 Rewards Pay
Copyright © 2012 John Wiley & Sons, Inc.
3-21
Withdrawal behaviors
 Dissatisfied workers are absent more frequently,
more likely to quit, or at least on the lookout for
different employment.
 Employee absenteeism and turnover can result
in :
 Loss of experience
 Replacement costs for recruitment and training
Copyright © 2012 John Wiley & Sons, Inc.
3-22
Organizational Citizenship
 A willingness to “go beyond the call of
duty” or “ go the extra mile” in one’s work.
 Interpersonal organizational citizenship behaviors
have individuals doing extra things that help
others.
 Organizational citizenship behaviors advance the
performance of the organization as a whole.
Copyright © 2012 John Wiley & Sons, Inc.
3-23
Relationship between job satisfaction and
job performance – three theories:
 Satisfaction causes performance.
 Performance causes satisfaction.
 Rewards cause satisfaction and
performance.
Copyright © 2012 John Wiley & Sons, Inc.
3-24
Theory: Satisfaction causes performance
 Managerial implication — to increase
employees’ work performance, make them
happy.
 Job satisfaction alone is not a consistent
predictor of work performance.
Copyright © 2012 John Wiley & Sons, Inc.
3-25
Theory: Performance causes satisfaction
 Managerial implication — try to create high
performance as a pathway to job satisfaction.
 Performance leads to rewards that, in turn, lead
to satisfaction.
 Performance leads to satisfaction only if rewards
are perceived as fair and equitable.
Copyright © 2012 John Wiley & Sons, Inc.
3-26
Copyright © 2012 John Wiley & Sons, Inc.
3-27
Theory: rewards cause both satisfaction and
performance
 Managerial implication — right rewards
allocated in the right way will positively
influence both performance and satisfaction.
 Performance contingency - size of the reward
varies in proportion to the level of performance.
Copyright © 2012 John Wiley & Sons, Inc.
3-28
If you won the lotto, would you ever work
again?
Consider the meanings we derive from
work (social identity, accomplishment,
achievement). How would you replace
these?
Copyright © 2012 John Wiley & Sons, Inc.
3-29