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Workplace Emotions, Attitudes, and Stress
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Positive Attitudes at Clydesdale Bank
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By giving its contact centre employees more positive
experiences at work, Clydesdale Bank (a division of
National Australia Bank) has reduced absenteeism and
turnover while significantly improving customer satisfaction.
Emotions Defined
Psychological, behavioural, and physiological episodes experienced toward an object, person, or event that create a state of readiness
Most emotions occur without our awareness
Moods – lower intensity emotions without any specific target source
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Types of Emotions
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Attitudes vs. Emotions
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AttitudesAttitudes EmotionsEmotions
Judgements about anJudgements about anattitude objectattitude objectJudgements about anJudgements about anattitude objectattitude object
Based mainly onBased mainly onrational logicrational logicBased mainly onBased mainly onrational logicrational logic
Usually stable for daysUsually stable for daysor longeror longerUsually stable for daysUsually stable for daysor longeror longer
Experiences related to anExperiences related to anattitude objectattitude object
Experiences related to anExperiences related to anattitude objectattitude object
Based on innate and learned Based on innate and learned responses to environmentresponses to environment
Based on innate and learned Based on innate and learned responses to environmentresponses to environment
Usually experienced forUsually experienced forseconds or lessseconds or less
Usually experienced forUsually experienced forseconds or lessseconds or less
Traditional Model of Attitudes
Purely cognitive approach• Beliefs – established perceptions of attitude object• Feelings – calculation of good or bad based on
beliefs about the attitude object• Behavioural intentions – motivation to act in
response to the attitude object
Problem: ignores important role of emotions in shaping attitudes
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BehaviourBehaviour
Attitudes: From Beliefs to Behavior
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Perceived EnvironmentPerceived Environment
Attitude FeelingsFeelings
BeliefsBeliefs
BehaviouralBehaviouralIntentionsIntentions
Cognitive process
Emotional process
Emotional Episodes
Emotions, Attitudes, and Behaviour
How emotions influence attitudes:• Feelings are shaped by cumulative emotional
episodes (not just evaluation of beliefs)• We ‘listen in’ on our emotions when determining our
attitude toward something
Potential conflict between cognitive and emotional processes
Emotions also directly affect behaviour • eg. facial expression
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Positive Emotions at Mott MacDonald
To attract and keep talented employees, companies are finding creative ways to generate positive emotions in the workplace. Employees at Mott MacDonald have plenty of fun. For example, the Abu Dhabi oil and gas team has an annual desert safari, complete with camel rides (see photo).
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Generating Positive Emotions at Work
The emotions-attitudes-behaviour model illustrates that attitudes are shaped by ongoing emotional experiences
Thus, successful companies actively create more positive than negative emotional episodes.
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Cognitive Dissonance
A state of anxiety that occurs when an individual’s beliefs, feelings and behaviours are inconsistent with one another
Most common when behaviour is:• known to others• done voluntarily• can’t be undone
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Emotional Labour Defined
Effort, planning and control needed to express organisationally desired emotions during interpersonal transactions
Emotional labour is higher when the job requires:• frequent and long duration display of emotions• displaying a variety of emotions• displaying more intense emotions
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Emotional Labour Across Cultures
Displaying or hiding emotions varies across cultures:• Minimal emotional expression and monotonic voice
in Korea, Japan, Austria• Emotional expression encouraged in Kuwait, Egypt,
Spain, Russia
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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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Social awareness
Self-management
Perceiving and understanding the meaning of others’ emotions
Managing our own emotions
Self-awareness Perceiving and understanding the meaning of your own emotions
Relationship management
Managing other people’s emotions
Lowest
Highest
Model of Emotional Intelligence
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Emotional Intelligence Competencies
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Self-awareness Social awareness
Self-managementRelationship management
Self(personal competence)
Other(social competence)
Recognition of emotions
Regulationof emotions
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
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LoyaltyLoyalty
VoiceVoice
ExitExit
NeglectNeglect
• Leaving the situation• Quitting, transferring
• Changing the situation• Problem solving, complaining
• Patiently waiting for the situation to improve
• Reducing work effort/quality• Increasing absenteeism
EVLN: Responses to Dissatisfaction
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Job Satisfaction and Performance
Happy workers are somewhat more productive workers, but:• General attitude is a poor predictor of specific
behaviours• Job performance affects satisfaction only when
rewarded• Effect on performance strongest in complex jobs
because of greater employee influence on job performance (eg. limited in assembly lines)
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Happy Staff = Happy Customersat Wegmans
American food retailer Wegmans Food Markets enjoys strong customer loyalty and low employee turnover by keeping employees happy.
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Job Satisfaction and Customers
Job satisfaction increases customer satisfaction and profitability because:
1.Job satisfaction affects mood, leading to positive behaviours toward customers
2.Job satisfaction reduces employee turnover, resulting in more consistent and familiar service
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Organisational Commitment
Affective commitment• Emotional attachment to, identification with, and
involvement in an organisation
Continuance commitment• Calculative attachment – stay because too costly to
quit
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Building (Affective) Commitment
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SharedSharedvaluesvalues
SharedSharedvaluesvalues • Values congruence• Values congruence
Justice/ supportJustice/ supportJustice/ supportJustice/ support• Apply humanitarian values• Support employee wellbeing
EmployeeEmployeeinvolvementinvolvementEmployeeEmployee
involvementinvolvement• Employees feel part of company• Involvement demonstrates trust
OrganisationalOrganisationalcomprehensioncomprehensionOrganisationalOrganisationalcomprehensioncomprehension
• Know firm’s past/present/future• Open and rapid communication
TrustTrustTrustTrust • Employees trust org leaders• Job security supports trust
• Employees trust org leaders• Job security supports trust
What is Stress?
An adaptive response to a situation that is perceived as challenging or threatening to the person’s wellbeing
A physiological and psychological condition that prepares us to adapt to hostile or noxious environmental conditions
Eustress vs. distress
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Stage 1Alarm reaction
Stage 2Resistance
Stage 3Exhaustion
Normallevel of
resistance
General Adaptation Syndrome
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Consequences of Distress
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BehaviouralBehaviouralBehaviouralBehavioural Work performance, accidents, absenteeism, aggression, poor decisions
Work performance, accidents, absenteeism, aggression, poor decisions
PhysiologicalPhysiologicalPhysiologicalPhysiologicalCardiovascular disease, hypertension, headaches
PsychologicalPsychologicalPsychologicalPsychological Dissatisfaction, moodiness, depression, emotional fatigue
Dissatisfaction, moodiness, depression, emotional fatigue
CynicismCynicism
Reduced personal Reduced personal accomplishmentaccomplishment
Physiological,Physiological,
psychological,psychological,
and behaviouraland behavioural
consequencesconsequences
EmotionalEmotionalexhaustionexhaustion
Interpersonal androle-related stressors
Job Burnout Process
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What are Stressors?
Stressors are the causes of stress – any environmental condition that places a physical or emotional demand on the person
Some common workplace stressors include:• Harassment and incivility• Work overload• Low task control
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Psychological Harassment
Repeated and hostile or
unwanted conduct, verbal
comments, actions or gestures
that affect an employee's dignity
or psychological or physical
integrity and that result in a
harmful work environment for the
employee.
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Sexual Harassment
Unwelcome conduct – detrimental effect on work environment or job performance
Quid pro quo• employment or job performance is conditional on
unwanted sexual relations
Hostile work environment• an intimidating, hostile, or offensive working
environment
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Work Overload and Task Control Stressors
Work Overload Stressor• Working more hours, more intensely than one can
cope• Affected by globalisation, consumerism, ideal worker
norm
Task Control Stressor• Due to lack of control over how and when tasks are
performed• Stress increases with responsibility
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Individual Differences in Stress
Different threshold levels of resistance to stressor
Use different stress coping strategies
Resilience to stress• Due to personality and coping strategies
Workaholism• Highly involved in work• Inner pressure to work• Low enjoyment of work
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Work-Life Balance at MH Australia
McGraw-Hill has won several awards for managing employee stress through work-life balance initiatives. For example, McGraw-Hill Australia executive Matthew Coxhill (see photo) works mainly from his home in regional Australia and has time off from his job to continue his other vocations as a professional trainer and mediator.
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Managing Work-Related Stress
Remove the stressor• Minimise/remove stressors
Withdraw from the stressor• Vacation, rest breaks
Change stress perceptions• Positive self-concept, humour
Control stress consequences• Healthy lifestyle, fitness, wellness
Receive social support
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