C H A P T E R: F O U R

Workplace Emotions and Attitudes

Emotions and Attitudes at VanCity

VanCity goes beyond the ordinary to maintain employee satisfaction and loyalty. Shown here, CEO Dave Mowat and happy employees celebrate VanCity winning the best place to work in Canada award.

Glen Baglo/Vancouver Sun

Emotions Defined
Psychological, behavioural, and physiological episodes experienced toward an object, person, or event that create a state of readiness.

Glen Baglo/Vancouver Sun

Types of Emotions
Astonished
High

Fearful
High activation Negative emotions High activation Positive emotions

Elated

Activation

Sad

Cheerful

Low activation Negative emotions

Low activation Positive emotions

Bored

Content

Tranquil
Low Negative Positive

Evaluation

Attitudes versus Emotions

Attitudes
Judgments about an attitude object Based mainly on rational logic Usually stable for days or longer

Emotions
Experiences toward an attitude object Based on awareness of our senses Occur briefly, usually lasting minutes

Emotions, Attitudes and Behaviour

Perceived Environment
Cognitive process Emotional process

Beliefs
Attitude

Feelings
Behavioural Intentions

Emotional Episodes

Behaviour
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Cognitive Dissonance
A state of anxiety that occurs when an individuals beliefs, feelings and behaviours are inconsistent with one another Most common when behaviour is

 known to others  done voluntarily  cant be undone

Emotional Labour
Effort, planning and control needed to express organizationally desired emotions during interpersonal transactions. Emotional labour higher when job requires

 frequent and long duration display of emotions  displaying a variety of emotions  displaying more intense emotions

Emotional Labour 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 labour expectations vary from one culture to the next. Employees are also more comfortable providing emotional labour that fits the culture.

Courtesy of Four Seasons Hotels & Resorts

Emotional Labour Across Cultures

Some cultures expect people to display a neutral emotional demeanour, with minimal emotional expression and monotonic voice (e.g., Korea, Japan, Austria). Other cultures allow or encourage emotional expression, where emotions are revealed through voice and gestures (e.g., Kuwait, Egypt, Spain, Russia).
Courtesy of Four Seasons Hotels & Resorts

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Emotional Labour 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

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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

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Model of Emotional Intelligence

Highest

Relationship Management

Managing other peoples emotions

Social Awareness

Understanding and sensitivity to the feelings, thoughts, and situation of others Controlling or redirecting our internal states, impulses, and resources Understanding your own emotions, strengths, weaknesses, values, and motives

SelfSelf-management

Lowest

SelfSelf-awareness

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Emotional Intelligence Competencies

Self (personal competence) Other (social competence)

Recognition of emotions

Self-awareness

Social awareness

Regulation of emotions

Self-management

Relationship management

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Improving Emotional Intelligence

Emotional intelligence is a set of competencies (aptitudes, skills) Can be learned, especially through coaching EI increases with age -- maturity

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Job Satisfaction
A person's evaluation of his or her job and work context A collection of attitudes about specific facets of the job
Career Progress Job Content Supervisor

Job Satisfaction

CoCo-workers

Pay and Benefits

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Working Conditions

EVLN: Responses to Dissatisfaction

Leaving the situation Quitting, transferring Changing the situation Problem solving, complaining

Exit Voice Loyalty Neglect

Patiently waiting for the situation to improve Reducing work effort/quality Increasing absenteeism

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Job Satisfaction and Performance

Happy workers are somewhat more productive workers, but
1. General attitude is a poor predictor of specific behaviours. 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).

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Job Satisfaction and Customers

Job satisfaction increases customer satisfaction and profitability because:

Job satisfaction affects mood, leading to

positive behaviours toward customers

Less employee turnover, resulting in more

consistent and familiar service

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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

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Building Organizational Commitment

Justice & support Apply humanitarian values Support employee wellbeing Value congruence Employees trust org leaders Job security supports trust Know firms past/present/future Open and rapid communication Employees feel part of company Involvement demonstrates trust
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Shared values

Trust Organizational comprehension Employee involvement

Psychological Contract Defined

Beliefs about the terms and conditions of a reciprocal exchange between that person and other party

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Transactional vs Relational Contracts

Transactional Contracts Focus Time-frame Stability Scope Tangibility Economic ClosedClosed-ended and short-term shortStatic Narrow WellWell-defined Relational Contracts Economic & socioemotional OpenOpen-ended and indefinite Dynamic Pervasive More subjective

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Psychological Contract Issues

Contracts vary across cultures

 Example: employees in Canada expect more

Contracts vary across generations

involvement than do employees in high power distance cultures (e.g., Mexico)

 Baby boomers: Assume more job security for 

loyalty Gen-X/ Gen-Y: Assume more employability

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C H A P T E R: F O U R

Workplace Emotions and Attitudes

C H A P T E R: F O U R

Chapter Four Extras

Employee-Customer-Profit Chain

Company Practices

Satisfied Employees

Less turnover Consistent service

Customers Perceived Value

Satisfied customers Customer referrals

Higher Revenue Growth and Profits

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