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Emotion

Emotions were historically excluded from organizational behavior studies due to the myth that emotions contradict rationality in the workplace. However, emotions play an important role in rational thought and decision making. While high emotions can impair cognition, positive emotions generally encourage creativity, cooperation, and job performance, whereas negative emotions are linked to aggression and dissatisfaction. Managing emotions at work, known as emotional labor, involves regulating felt and displayed emotions according to organizational norms. High emotional intelligence is valued in many cultures and correlated with better job performance and satisfaction.

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Sarvesh Mishra
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36 views20 pages

Emotion

Emotions were historically excluded from organizational behavior studies due to the myth that emotions contradict rationality in the workplace. However, emotions play an important role in rational thought and decision making. While high emotions can impair cognition, positive emotions generally encourage creativity, cooperation, and job performance, whereas negative emotions are linked to aggression and dissatisfaction. Managing emotions at work, known as emotional labor, involves regulating felt and displayed emotions according to organizational norms. High emotional intelligence is valued in many cultures and correlated with better job performance and satisfaction.

Uploaded by

Sarvesh Mishra
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Emotions at the workplace

Why Were Emotions Excluded from OB Study?

Myth of rationality – Emotions were the antithesis of


rationality and should not be seen in the workplace
Belief that emotions of any kind are disruptive in the
workplace

Function of emotions
Emotions and Rationality

 Emotions are critical to rational thought: they help in


understanding the world around us.
Emotion & Cognition

 Inverse relationship between emotion and thinking


 When emotion is high (or intense) thinking will be impaired.
Physiological reason
 Blood flow is altered from cognitive to emotional areas
(Drevets & Raichle, 1998)
 Attention is diverted to the strongest emotion (Marsella &
Gratch, 2002)
Affect, Emotions, and Moods
The Spectrum of Basic Emotions

Sadness Anger Disgust


 Emotions are intense feelings directed towards something or
someone
 Emotional dissonance- projecting one emotion while feeling
another
 Instant messaging and emotions
 Emotional Contagion
 Emotional Intelligence
 Affective events theory- Employees react emotionally to things that
happen to them at work and this reaction influences job performance and
satisfaction
Impact of emotions

Positive emotions
 Increased creativity

 Encourage helping behavior and cooperation

 Reduce aggression against organization and people

 Leads to accuracy in the work

Negative emotions
 Aggression towards colleagues

 Dissatisfaction with the job

 Frequent fights

 Absenteeism
Sources of Emotions and Moods

Day of Week and Time of Day


 More positive interactions will likely occur mid-day and
later in the week
Other factors

Weather- No impact according to research


Stress- Increased stress worsens moods
Social Activities- Physical, informal, and epicurean activities
increase positive mood
Sleep- Lack of sleep increases negative emotions and impairs
decision making
Exercise - Mildly enhances positive mood
Age -Older people experience negative emotions less frequently
Gender -
Women show greater emotional expression, experience
emotions more intensely and display more frequent
expressions of emotions
Emotion at five levels of organization

5. Organization-wide
Organizational policies; requirement for emotional labor;
stress and wellbeing; emotional climate and culture

4. Groups
Affective composition; emotionally intelligent groups;
emotional contagion; leader-member exchange

3. Interpersonal Interactions
Emotional labor; emotional exchange;
displayed vs. felt emotion

2. Between persons
Trait affectivity, affective commitment; job
satisfaction; burnout; emotional intelligence

1. Within-person
State affect; affective events;
discrete emotions; mood; behaviors
Generating Positive Emotions at Work

 The emotions-attitudes-behavior model illustrates that


attitudes are shaped by ongoing emotional experiences.
 Thus, successful companies actively create more positive
than negative emotional episodes.
Emotional Quotient

 Emotional Intelligence is a major determinant of human


behavior. EQ is the measure of EI.

 Emotional Intelligence is directly correlated with job


performance and job satisfaction.

 Most of the components of emotional intelligence are highly


valued in Indian culture and traditions.
 Can be learned, especially through coaching
 EI increases with age -- maturity
Today recruiting managers make sure that the candidates
have high level of EQ

 Does he have the maturity and independence to follow a


project to completion?
 Can he motivate and lead a group of his peers?

 Does he genuinely care about the company’ s values and

goals?
 Will he be sensitive towards the needs of a troubled co-

worker?
 Can he control his anger when his supervisor is rude to him?

According to Goleman, to be successful in life , one needs to


have 20% of IQ and 80 % of EQ.
Emotional Labour- Types of emotions- Felt Vs. Displayed

 Felt Emotions – These are the individual actual emotion.

 Displayed Emotions- These are the emotion that are


organizationally required and considered appropriate in a
given job.
Surface Acting -hiding one’s inner feeling and forgoing
emotional expressions in response to display rules.
Deep Acting It means trying to modify one’s true inner
feelings based on display rules.
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
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


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


OB Applications of Emotions and Moods

Selection – Employers should consider EI a factor in hiring for


jobs that demand a high degree of social interaction

Decision Making – Positive emotions can increase problem-


solving skills and help us understand and analyze new
information
Creativity – Positive moods and feedback may increase
creativity
Motivation – Promoting positive moods may give a more
motivated workforce
Leadership – Emotions help convey messages more
effectively
Negotiation – Emotions may impair negotiator performance

Customer Service – Customers “catch” emotions from


employees, called emotional contagion
Job Attitudes – Emotions at work get carried home but rarely
carry over to the next day
Deviant Workplace Behaviors – Those who feel negative
emotions are more likely to engage in deviant behavior at
work
How Can Managers Influence Moods?

Use humor to lighten the moment


Give small tokens of appreciation
Stay in a good mood themselves – lead by example
Hire positive people

Important Takeaways
Positive emotions can increase problem-solving skills
People with high EI may be more effective in their jobs
Managers need to know the emotional norms for each
culture they do business with

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