Chapters four – seven inclusive
40 MCQ worth one mark each for a total of 40 marks
10 questions from each chapter
3 of 4 Short Answer Questions worth 4 marks each for a total of 12 marks
1 question from each chapter
Chapter 4 Workplace Emotions, Attitudes and Stress
Emotions
Experiences relate to a person, object or event
State of readiness - body prepares “fight or flight” Innate or learned experiences in our environment
Strong emotions trigger our counsines awareness of threat or opportunity in external environment
Psychological, behavioral and physiological episodes (changes in our blood pressure, thought process and facial expressions)
Moods Not directed anything in particular and tend to be longer-term emotional states
Features of emotions (2)
Global Evaluation (core affect) –they communicate that the perceived object or event is either positive or negative (good or bad) Level of activation; produces and creates energy within us
Ex. Fearful is a negative emotion that generates a high level of activation
Attitudes: Cluster of beliefs, assessed feelings, behavioral intentions toward a person, object or event
They are judgments + involves logical reasoning
3 components of attitudes
Beliefs – (perceptions of the object)
Feelings – (positive or negative evaluation)
Behavioral intentions (motivation to engaged in particular behavior)
How emotions influence attitudes & behaviors
Form and Change employee attitudes
Feelings and beliefs are influenced by cumulative emotional episodes
Consciously deicide whether to support OR oppose something
People tend to make quick decisions based on their gut feelings (emotional response),
The best decisions tend to occur when executives spend time logically evaluating the situation
Cognitive dissonance (inconsistent with attitude)
Condition when we perceive an inconsistency between our beliefs, feelings & behaviors
Inconsistently generations emotions (feeling hypocritical) - TAN
Example:
(1) Belief = you believe in going “green” and taking care of environment
(2) Feelings = Positive regard for environmentalism
(3) Behaviour = Inconsistent with your workplace with poor environmental record
HOW TO REDUCE?
Change behavior
Changing beliefs and feelings (ex. Believe workplace enviro is being exaggerate)
Managing emotions at work
Emotional labor
Emotional dissonance
Emotional intelligence
(1) Emotional labor – The Effort, Planning and controlling needed to express organizationally desired emotions during interpersonal transactions
3 challenges of emotional labor
Need to display a variety of emotions
Frequent interaction with other people
“Display rules” – display specific emotions while hiding other
Relates conflict between emotional dissonance
(2) Emotional Dissonance- conflict between required and true emotions
Pretending or faking to be a certain emotion
The problem can be minimized through: Deep acting
Deep acting = Changing true emotions to match the required emotions
Surface Acting = Pretending to show the required emotions but continues to hold different interval feelings
(3) Emotional Intelligence
A set of abilities to perceive and express emotions Assimilate emotion in thought
Understand and reason with emotion
Regulate emotion in oneself and others
Four dimensions of EI (m.a.s.s) awareness + management
Self-awareness of emotions
Self-management of emotions
Awareness of others emotions (empathy)
Management of other emotions (consoling when someone’s sad)
Improving EI
EI can be learned, Personal coaching. Feedback
Intelligence and personality traits overlap with EI contribution to knowledge
JOB SATISFACTION
A persons evaluation of his or her job and work context
An appraisal of perceived job characteristic, work environment and emotional experiences at work
Two problems: 1. Surveys are inaccurate & 2. Cultural values make it difficult to compare across countries