Wiley Organizational Behavior - Chapter 4 - 13th Edition

8/18/2019 Wiley Organizational Behavior - Chapter 4 - 13th Edition

1/23


2/23

76 CHAPTER 4 ■ Emotions, Attitudes, and Job Satisfaction

Understanding Emotionsand Moods

L E A R N I N GR O A D M A P

HE NAURE OF EMOIONS • EMOIONAL INELLIGENCEYPES OF EMOIONS • HE NAURE OF MOODS

How do you feel when . . . You are driving a car and are halted by a police offi cer? You arein class and receive a poor grade on an exam? A favorite pet passes away? You checke-mail and discover that you are being offered a job interview? A good friend walks rightby without speaking? A parent or sibling or child loses his job? You get this SMS from anew acquaintance: “Ur gr8!”? Tese are examples of things that draw out feelings of many forms, such as happyor sad, angry or pleased, anxious or elated. Such feelings constitute what scholars callaffect, the range of emotions and moods that people experience in their life context.1 Ouraffects have important implications not only for our lives in general but also our workexperiences and careers.2

The Nature of Emotions

Anger, excitement, apprehension, attraction, sadness, elation, grief are all emotions thatappear as strong positive or negative feelings directed toward someone or something.3 Emotions are usually intense and not long-lasting. Tey are always associated with asource. Tat is, someone or something makes us feel the way we do. You might feel the positive emotion of elation when an instructor congratulates you on a ne class presen-tation; you might feel the negative emotion of anger when an instructor criticizes you infront of the class. In both situations the object of your emotion is the instructor, but theimpact of the instructor’s behavior on your feelings is quite different in each case. And your response to the aroused emotions is likely to differ as well—perhaps breaking into a wide smile after the compliment, or making a nasty side comment or withdrawing fromfurther participation after the criticism.

Emotional Intelligence

All of us are familiar with the notions of cognitive ability and intelligence, or IQ, whichhave been measured for many years. A related concept is emotional intelligence, or EIas it is often called. It is dened by scholar Daniel Goleman as an ability to understandemotions in ourselves and others and to use that understanding to manage relationshipseffectively.4 EI is demonstrated in the ways in which we deal with affect—for example, byknowing when a negative emotion is about to cause problems and being able to controlthat emotion so that it doesn’t become disruptive.

Goleman’s point about emotional intelligence is that we perform better when weare good at recognizing and dealing with emotions in ourselves and others. Whenhigh in EI, we are more likely to behave in ways that avoid having our emotions “get

the better of us.” Knowing that an instructor’s criticism causes us to feel anger, forexample, EI might help us control that anger, maintain a positive face, and perhapsearn the instructor’s praise when we make future class contributions. If the uncheckedanger caused us to act in a verbally aggressive way—creating a negative impressionin the instructor’s eyes—or to withdraw from all class participation—causing theinstructor to believe we have no interest in the course, our course experience wouldlikely suffer. If you are good at knowing and managing your emotions and are good at readingothers’ emotions, you may perform better while interacting with other people. Tisapplies to life in general, as well as to work leadership situations.5 Figure 4.1 identies

Affect is the range of feelingsin the forms of emotions andmoods that peopleexperience.

Emotions are strong positiveor negative feelings directedtoward someone orsomething.

Emotional intelligence isan ability to understandemotions and managerelationships effectively.


3/23


4/23


emotions such as pity, envy, and jealousy derive from external cues and information. An example is feeling envious or jealous upon learning that a co-worker received a pro-motion or job assignment that you were hoping to get.

The Nature of Moods

Whereas emotions tend to be short term and clearly targeted at someone or some-

thing, moods are more generalized positive and negative feelings or states of mindthat may persist for some time. Everyone seems to have occasional moods, and weeach know the full range of possibilities they represent. How often do you wake upin the morning and feel excited and refreshed and just happy, or wake up feelinggrouchy and depressed and generally unhappy? And what are the consequences ofthese different moods for your behavior with friends and family, and at work orschool? Te eld of OB is especially interested in how moods inuence someone’s likeabilityand relationships at work. When it comes to CEOs, for example, it often pays to be viewedas in a positive mood, one that makes them seem more personable and caring in the eyesof others. If a CEO goes to a meeting in a good mood and gets described as “cheerful,”

Moods are generalized positive and negative feelingsor states of mind.

CHECKING ETHICS IN OB

The Downside ofFacebook FolliesFacebook is fun, but if you’re having a bad day or are in

a bad or snarky mood and post the wrong things on it—

inappropriate photo, snide comment, complaint aboutyour boss, and such, you might get hurt. Some Facebook

follies have caused users to change their online status to

“Just got fired!”

Bed Surfing Banker —After a Swiss bank employee

called in sick with the excuse that she “needed to

lie in the dark,” company officials observed her surf-

ing Facebook. She was fired, and the bank’s state-

ment said it “had lost trust in the employee.”

Angry Mascot —The Pittsburgh Pirates fired their

mascot after he posted criticisms of team manage-

ment on his Facebook page. A Twitter campaign by

supporters helped him get hired back.

Shortchanged Server —A former server at a pizza

parlor in North Carolina used Facebook to call her

customers “cheap” for not giving good tips. After

finding out about the posting, her bosses fired her

for breaking company policy.

Who’s Right and Wrong? You may know of similar cases where employees ended up being penalizedfor things they posted on their Facebook pages. But where do you draw the line? Isn’t a person’s Facebook page

separate from one’s work? Shouldn’t people be able to speak freely about their jobs, co-workers, and even bosses

when outside the workplace? Or is there an ethical boundary that travels from work into one’s public communica-

tions that we must respect? What are the ethics here—on the employee and the employer sides?

Loic Venance/AFP/Getty Images, Inc.


5/23


6/23


contagion is positive, followers report being more attracted to their leaders and rate theleaders more highly.13 In teams, one study found, team members shared good and badmoods within two hours of being together. Interestingly, the contagion of bad moodstraveled person to person in teams faster than good moods did.14

Emotional Labor

Te concept of emotional labor relates to the need to show certain emotions in order to perform a job well.15 Good examples come from service settings such as airline check-in personnel or ight attendants. Persons in such jobs are supposed to appear approach-able, receptive, and friendly while taking care of the things you require as a customer.Some airlines, such as Southwest, go even further in asking service employees to be“funny” and “caring” and “cheerful” while doing their jobs.

Emotional labor isn’t always easy; it can be hard to be consistently “on” in displayingthe desired emotions in one’s work. If you’re having a bad mood day or have just experi-enced an emotional run-in with a neighbor, for example, being “happy” and “helpful” with

Emotional labor is asituation in which a persondisplays organizationallydesired emotions in a job.

OB IN POPULAR CULTURE

Moods and CrashNone of us is immune to feelings and the influence they

have on our lives, and it doesn’t matter whether we are

at work, at home, or at play. We are generally expected

to be in charge of our feelings, particularly when we

interact with others. This requires a good deal of

self-control, and that can be difficult when moods take

over our feelings. Moods are positive or negative states

that persist, perhaps for quite a long time.

In the film Crash, Jean Cabot (Sandra Bullock) is talk-

ing on the telephone with her best friend, Carol. When

she begins to complain about her housekeeper, Carol’s

response is skeptical and a bit critical. Jean starts to justify

her reaction but then admits she is angry at practically

everyone with whom she interacts. Her final admission is

quite telling—Jean informs Carol that she wakes up

angry every day. When Carol ends the conversation

prematurely, Jean loses focus and ends up falling down

the stairs in her home.

This scene from the movie illustrates how moods can

be all consuming—affecting not only our outlook but

also our relationships and even behaviors. When emo-

tions and moods get the best of us, we may say or do

things that are not in our best interests and that we may

regret later. Emotional intelligence involves understand-

ing moods, recognizing how they affect behavior, and

learning to control emotions.

Get to Know Yourself Better Take Assessment 3, The Turbulence Tolerance Test, in the OB SkillsWorkbook . Remember to respond as if you were the manager. What is your tolerance level for turbulence? What role

might moods and emotions play in how you react to these and other situations? How can better self-awareness and

emotional intelligence help you prepare to handle such things more effectively?

Bull’s Eye Entertainment/Lions GateFilms//Photofest


7/23

How Emotions and Moods Inuence Behavior

a demanding customer might seem a little much to ask. Such situations can causeemotional dissonance in which the emotions we actually feel are inconsistent with theemotions we try to project.16 Tat is, we are expected to act with one emotion while weactually feel quite another.

It often requires a lot of self-regulation to display organizationally desired emo-tions in one’s job. Imagine, for example, how often service workers struggling with personal emotions and moods experience dissonance when having to act positivetoward customers.17 Deep acting occurs when someone tries to modify his or her feel-ings to better t the situation—such as putting yourself in the position of the air trav-elers whose luggage went missing and feeling the same sense of loss. Surface acting occurs when someone hides true feelings while displaying very different ones—suchas smiling at a customer even though the words they used to express a complaint justoffended you.

Emotional Empathy

It was noted previously that empathy is an important component of emotionalintelligence. Although empathy itself can be thought of as a generalized sensitivityto other persons and their states of mind, it can be further considered at both the

cognitive and emotional levels.18 Daniel Goleman differentiates between cognitiveempathy —an ability to know how others are viewing things—and emotionalempathy —an ability to feel what the other person is experiencing in a particularsituation.19

Emotional empathy is considered important in how relationships play out, be theyrelationships between spouses and family members, friends, or co- workers. Simply the perception that a partner is putting forth the effort to seek emotional empathy has beenlinked to relationship satisfaction among spouses.20 In the work context, emotionalempathy and management affect trust and collaboration in interpersonal relationships.21 And when it comes to the distribution of empathic emotional skills, Goleman citesresearch showing that women score better than men.22

Cultural Aspects of Emotions and Moods

Issues of emotional intelligence, emotion and mood contagion, and emotional laborcan be complicated in cross-cultural situations. General interpretations of emotionsand moods appear similar across cultures, with the major emotions of happiness, joy,and love all valued positively.23 However, the frequency and intensity of emotions areknown to vary somewhat. In China, for example, research suggests that people reportfewer positive and negative emotions as well as less intense emotions than in othercultures.24 Norms for emotional expression also vary across cultures. In collectivistcultures that emphasize group relationships such as Japan, individual emotionaldisplays are less likely to occur and less likely to be accepted than in individualisticcultures.25

Informal cultural standards called display rules govern the degree to which itis appropriate to show emotions. he display rules of British culture, for example,tend to encourage downplaying emotions. hose of Mexican culture tend to allowemotions to be more publicly demonstrative. Overall, the lesson is that the wayemotions are displayed in one culture may not be the same in another culture. When Walmar t first went to Germany, its executives found that an emphasis onfriendliness embedded in its U.S. roots didn’t work as well in the local culture. hemore serious German shoppers did not respond well to Walmart’s friendly greetersand helpful personnel.26

Emotional dissonance iinconsistency betweenemotions we feel and tho

we try to project.

Cognitive empathy is thability to know how other

viewing things.

Emotional empathy is thability to feel what the oth

person is experiencing in particular situation.

Display rules govern thedegree to which it isappropriate to displayemotions.


8/23


9/23


10/23


Te affective component of an attitude is a specic feeling regarding the personalimpact of the antecedent conditions evidenced in the cognitive component. In essencethis becomes the actual attitude, such as the feeling “I don’t like my job.” Notice that theaffect in this statement displays a negative attitude; “I don’t like my job” is a very differentcondition than “I do like my job.” Te behavioral component is an intention to behave in a certain way based on theaffect in one’s attitude. It is a predisposition to act, but may or may not be imple-mented. Te example in the gure shows behavioral intent expressed as “I’m going toquit my job.” Yet even with such intent, it remains to be seen whether or not the personreally quits. As just pointed out, the link between attitudes and behavior is tentative. An attitudeexpresses an intended behavior that may or may not be carried out. In general, the morespecic attitudes are, the stronger the relationship with eventual behavior. A person whofeels “I don’t like my job” may be less likely to actually quit than someone who feels “I can’tstand another day with Alex harassing me at work.” For an attitude to actually inuencebehavior, it’s also necessary to have the opportunity or freedom to behave in the intended way. Tere are lots of people who stick with their jobs while still holding negative jobattitudes, perhaps you know some. Te fact is they may not have any other choice.31

Attitudes and Cognitive Consistency

Social psychologist Leon Festinger used the term cognitive dissonance to describe astate of inconsistency between an individual’s attitudes and/or between attitudes andbehavior.32 Tis is an important issue. Perhaps you have the attitude that recycling isgood for the economy. You also realize you aren’t always recycling everything you can.Festinger points out that such cognitive inconsistency between attitude and behavior isuncomfortable. We tend to deal with the discomfort by trying to do things to reduce oreliminate the dissonance: (1) changing the underlying attitude, (2) changing futurebehavior, or (3) developing new ways of explaining or rationalizing the inconsistency.

Te way we respond to cognitive dissonance is inuenced by the degree of control we

seem to have over the situation and the rewards involved. In the case of recycling disso-nance, for example, the lack of convenient recycling containers would make rationalizingeasier and changing the positive attitude less likely. A reaffi rmation of intention to recyclein the future might also reduce the dissonance.

Attitudes and the Workplace

Even though attitudes do not always predict behavior, the link between attitudes and potential or intended behavior is an important workplace issue. Tink about your dailyexperiences or conversations with other people about their work. It isn’t uncommon tohear concerns expressed about a co-worker’s “bad attitude” or another’s “good attitude.”Such feelings get reected in things like job satisfaction, job involvement, organizational

commitment, organizational identication, and employee engagement.

Job Satisfaction You often hear the term morale used to describe how people feelabout their jobs and employers. It relates to the more specic notion of job satisfac-tion, an attitude reecting a person’s positive and negative feelings toward a job,co-workers, and the work environment. Indeed, you should remember that helpingothers realize job satisfaction is considered one hallmark of effective team leaders andmanagers—those who create work environments in which people achieve high perfor-mance and experience high job satisfaction.

Cognitive dissonance isexperienced inconsistencybetween one’s attitudes and/or between attitudes andbehavior.

Job satisfaction is the degreeto which an individual feels

positive or negative about a job.


11/23

How Attitudes Inuence Behavior

Job Involvement In addition to job satisfaction, OB scholars and researchers areinterested in job involvement. Tis is the extent to which an individual feels dedicatedto a job. Someone with high job involvement psychologically identies with her or his joband, for example, shows willingness to work beyond expectations to complete a special project. A high level of job involvement is generally linked with lower tendencies to with-

draw from work, either physically by quitting or psychologically by reducing one’s workefforts.

Organizational Commitment and Organizational Identification Another work attitude is organizational commitment, or the degree of loyalty anindividual feels toward the organization. Individuals with a high organizational com-mitment want to maintain their membership in the organization. Just as persons witha high sense of job involvement, their inclination is to stay and contribute rather than withdraw either physically or psychologically.

Job involvement is theextent to which an indiviis dedicated to a job.

Organizationalcommitment is the sensloyalty an individual has tthe organization.

WORTH CONSIDERING ...OR BEST AVOIDED?

Gone are the days when the only investment employersmake in training is on “hard skills.” It’s a whole newworld out there. Take a peek at the new normal at global

giant General Mills.

4 pm—large room on premises—50 or more smiling faces

topping off loose fitting clothes – lots of meditation cush-

ions. Tibetan prayer bells are rung three times and the ses-

sion leader says to everyone: “Take a posture that for you

in this moment embodies dignity and strength. Allow the

body to rest, to step out of busyness, bringing attention to

the sensation of each breath.” A collective sigh rises from

the room and stress moves out as mindfulness settles in.

This is a glimpse into General Mills’s Mindful Leadership Pro-gram, one supported by senior management to the point

where meditation and yoga are becoming part of the corpo-

rate culture. And the evaluations back up the investment:

over 80 percent of participants say it helps them be produc-

tive, improves their decision making, and makes them better

listeners.

General Mills isn’t alone in turning toward meditation and

yoga as pathways to stress release and work engagement.

Google, Aetna, and Target are among those committing to

similar approaches. William George, former CEO of Medtronic,

has written an article in the Harvard Business Review extolling

the virtues of meditation. He claims that in his busy life

meditation helps keep him focused and “if you’re fully presenton the job, you will be more effective as a leader, you will make

better decisions, and you will work better with other people.”

Got a Yoga Mat? MeditationCan Be Good for You and Your Job

Do the AnalysisIs corporate attention to meditation and yoga just a pasfad? Is General Mills onto something that other emplolarge and small alike, should be copying? Or is this juluxury item that few employers can afford and few emp

ees really want to bother with? Just how far should orzations go in trying to encourage people to join in ttypes of activities?

Hero Images/C


12/23

86 CHAPER 4 ■ Emotions, Attitudes, and Job Satisfaction

wo types of organizational commitment are often discussed. Rational commitment reects feelings that the job serves one’s nancial, and career development, interests—in other words, “I am committed because I need what the organization offers in returnfor my labor.” Emotional commitment reects feelings that what one does is important, valuable, and of real benet to others—in other words, “I am committed because of theself-satisfaction I experience from my membership in the organization.” Researchshows that strong emotional commitments to the organization are more powerfulthan rational commitments in positively inuencing performance.33

he concept of emotional commitment is linked in OB research to somethingcalled organizational identification, or OID. It is the extent to which one feels per-sonally identified with one’s membership organization to the point that it becomes part of the self-concept. his notion derives from social identity theory and the premise that the memberships individuals maintain contribute to their feelings ofself-esteem.34

When organizational identication is positive for one’s esteem, the expectation is thatthe individual will strive to be a good team player, a responsible organizational citizen,and generally a positive work contributor and performer.35 It’s also recognized that posi-tive identication can work to the negative if it causes someone to commit unethical acts perceived as necessary to maintain organizational membership.36 But, organizationalidentication can be negative as well as positive. Tink of a person saying “I belong to thisorganization, and I don’t feel good about myself because of it.” In such cases individualsmay struggle to psychologically balance their self-concept with the reality of the organi-zational membership.37

Employee Engagement A survey of 55,000 American workers by the Gallup,Inc., suggests that profits for employers rise when workers’ attitudes reflect highlevels of job involvement, organizational commitment, and organizational identifi-cation. his combination creates a high sense of employee engagement—definedby Gallup as feeling “a profound connection” with the organization and “a passion”for one’s job.38 Scholar Jeffrey Pfeffer describes it as a “conceptual cousin” of jobsatisfaction.39

A highly engaged individual tends to have an enthusiastic attitude toward work as well as being willing to help others, to always try to do something extra to improve per-formance, and to speak positively about the organization. Individuals with high employeeengagement also report more positive moods and better handling of workplace stress.40

Organizationalidentication is the extent to

which a person identies withhis or her membershiporganization.

Employee engagement is astrong sense of connection

with the organization and passion for one’s job.

When Students ShareAssignments, Is ItCollaborating . . . Or Cheating?

When a Harvard professor nished reading take-homenal examinations from more than a hundred students in

a government class, the conclusion was that too many

answers said close to the same things. When the faculty

member reported the incident to the university adminis-

tration, Harvard had a “cheating” scandal on its hands. Or

did it? From the perspective of some students, “collabo-

rating” is a better choice of words. Tat’s the view of a

generation that grew up using the Internet and all sorts of

collaborative

media, and for

whom online

courses or classactivities are a way

of life. So, whose

perspective is

correct? Are the

professors out of

date? Do test-taking rules need better clarication? Are

students taking advantage of new situations and

technologies?

© Lighthaunter.iStockphoto


13/23

Job Satisfaction Trends and Issues

Te drivers of high engagement in the Gallup research held the beliefs that one has theopportunity to do one’s best every day, one’s opinions count, fellow workers are commit-ted to quality, and a direct connection exists between one’s work and the organization’smission.41

Given all this, do you have a sense of how engaged most people are in their work?Te fact is that recent Gallup research shows that 52 percent of American workers are“not engaged”—think “mentally checked out”—and another 18 percent are “activelydisengaged”—think “undermining and disrupting.” Even though high employee engage-ment is good for organizations and probably for the individual, only about 30 percent of American workers on the average report experiencing it.42

Job Satisfaction Trends

and IssuesL E A R N I N G

R O A D M A P

COMPONENS OF JOB SAISFACION • JOB SAISFACION REND S

HOW JOB SAISFACION INFLUENCES WORK BEHAVIORLINKING JOB SAISFACION AND JOB PERFORMANCE

Tere is no doubt that job satisfaction—a person’s feelings toward his or her job or job setting at a particular point in time—is one of the most talked about of all jobattitudes.43 And when it comes to job satisfaction, several good questions can be asked. What are the major components of job satisfaction? What are the main job satisfac-tion ndings and trends? What is the relationship between job satisfaction and job performance?

Components of Job Satisfaction

It is possible to infer the job satisfaction of others by careful observation and interpre-

tation of what they say and do while going about their jobs. Interviews and question-naires can also be used to more formally assess levels of job satisfaction on a team orin an organization.44 wo of the more popular job satisfaction questionnaires used overthe years are the Minnesota Satisfaction Questionnaire (MSQ) and the Job DescriptiveIndex (JDI).45 Te MSQ measures satisfaction with working conditions, chances foradvancement, freedom to use one’s own judgment, praise for doing a good job, andfeelings of accomplishment, among others. Te JDI measures these ve job satisfactionfacets:

■ Te work itself —responsibility, interest, and growth

■ Quality of supervision—technical help and social support

■ Relationships with co-workers —social harmony and respect

■ Promotion opportunities —chances for further advancement■ Pay —adequacy of pay and perceived equity vis-á -vis others

Job Satisfaction Trends

If you watch or read the news, you’ll regularly nd reports on the job satisfaction of work-ers. You’ll also nd lots of job satisfaction studies in the academic literature. Te resultsdon’t always agree, but they usually fall within a common range. Until recently, we gener-ally concluded that the majority of U.S. workers are at least somewhat satised with their jobs. Now, the trend has turned down.46

Common facets of jobsatisfaction


14/23


15/23


Both men and women in the Accenture survey generally agreed on the leastsatisfying things about their jobs: being underpaid, lacking career advancementopportunities, and feeling trapped in their jobs. Gender differences were also evi-dent. Women are less likely than men to ask for pay raises (44 percent vs. 48 percent)and for promotions (28 percent vs. 39 percent). Women are more likely to believetheir careers are not fast tracked (63 percent vs. 55 percent) and more likely to reportthat getting ahead in careers is due to hard work and long hours (68 percent vs. 55 percent). In respect to generational differences, Gen Y workers ranked payhigher as a source of motivation (73 percent) than either Gen Xers (67 percent) orBaby Boomers (58 percent).

How Job Satisfaction Inuences Work Behavior

Would you agree that people deserve to have satisfying work experiences? You prob-ably do. But, is job satisfaction important in other than a “feel good” sense? How doesit impact work behaviors and job performance? In commenting on the ConferenceBoard data just summarized, for example, Lynn Franco, the director of the organiza-tion’s Consumer Research Center, said, “he downward trend in job satisfactioncould spell trouble for the engagement of U.S. employees and ultimately employee

productivity.”49

Physical Withdrawal Tere is a strong relationship between job satisfaction and physical withdrawal behaviors of absenteeism and turnover. Workers who are more sat-ised with their jobs are absent less often than those who are dissatised. Satised work-ers are also more likely to remain with their present employers, and dissatised workersare more likely to quit or at least be on the lookout for other jobs.50 Withdrawal throughabsenteeism and turnover can be very costly in terms of lost experience and the expensesfor recruiting and training of replacements.51

A survey by Salary.com showed that employers tend not only to overestimate the jobsatisfaction of their employees; they also underestimate the amount of job seeking they

are doing.52

Whereas employers estimated that 37 percent of employees were on the look-out for new jobs, 65 percent of the employees said they were job seeking by networking, Web surng, posting résumés, or checking new job possibilities. Millennials in theirtwenties and early thirties were most likely to engage in these “just-in-case” job searches.Te report concluded that “most employers have not placed enough emphasis on import-ant retention strategies.”

Psychological Withdrawal Tere is also a relationship between job satisfactionand psychological withdrawal behaviors. Tink of the employee engagement conceptintroduced previously and discussed in the positive sense. Now we are talking about work disengagement as the negative side of things. It shows up in such forms as day-dreaming, cyber-loang via Internet surng or personal electronic communications,

excessive socializing, and even just giving the appearance of being busy when one is not.Tese disengagement behaviors are something that Gallup researchers say as many as71 percent of workers report feeling at times.53

Organizational Citizenship Job satisfaction is also linked with organizationalcitizenship behaviors.54 Tese are discretionary behaviors, sometimes called OCBs, thatrepresent a willingness to “go beyond the call of duty” or “go the extra mile” in one’s work.55 A person who is a good organizational citizen does extra things that help others—interpersonalOCBs —or advance the performance of the organization as a whole—organizational OCBs .56 You might observe interpersonal OCBs in a service worker who is extraordinarily courteous

Organizational citizensbehaviors are the extras

people do to go the extra in their work.


16/23


17/23


Work-Home Spillover OBscholars are very aware that whathappens to us at home can affectour attitudes and behaviors at work. Tey also recognize that jobsatisfaction can spill over to inu-ence at-home affect, basicallyhow we feel at home as repre-sented by emotions and moods.Research nds that people withhigher daily job satisfaction showmore positive affect after work.60 In a study that measured spouseor signicant-other evaluations,more positive at-home affectscores were reported on days when workers experienced higher job satisfaction.61 Tis issue of the job satisfaction and at-homeaffect link is proving especially signicant as workers in today’s high-tech andalways-connected world struggle with work–life balance.

Linking Job Satisfaction and Job Performance

We might say that people make two key decisions about their employment and organiza-tional memberships—the decision to belong and the decision to perform. But, we alsoknow that not everyone who belongs to an organization—whether it’s a classroom or workplace or sports team or voluntary group— performs up to expectations. So, just howdoes the relationship between job satisfaction and performance enter into this puzzle?62

Tree different positions have been advanced about causality in the satisfaction–

performance relationship. Te rst is that job satisfaction causes performance; in other words, a happy worker is a productive worker. Te second is that performance causes job satisfaction. Te third is that job satisfaction and performance inuence oneanother, and they are mutually affected by other factors such as the availability ofrewards. Perhaps you can make a case for one or more of these positions based on your work experiences.

Satisfaction Causes Performance If job satisfaction causes high levels of per-formance, the message is clear. o increase someone’s work performance, make themhappy. But, research hasn’t found a simple and direct link between individual job satisfac-tion at one point in time and later work performance. A sign once posted in a tavern near

one of Ford’s Michigan plants helps tell the story: “I spend 40 hours a week here. Am Isupposed to work, too?” Even though some evidence exists for the satisfaction-causes-performance relationship among professional or higher-level employees, the bestconclusion is that job satisfaction alone is not a consistent predictor of individual work performance.

Performance Causes Satisfaction If high levels of performance cause jobsatisfaction, the message is quite different. Instead of focusing on job satisfaction as the precursor to performance, try to create high performance as a pathway to job satisfac-tion. It generally makes sense that people should feel good about their jobs when they

Whereas organizational citizenship behaviors help make the organizationa better and more pleasant place, counterproductive or deviant behaviors do jus

the opposite. o varying degrees of severity, they harm the work, the people, andthe organizational culture. Here are some things to look for :

• Personal aggression—sexual harassment, verbal abuse, physical abuse, intimi

dation, humiliation

• Production deviance—wasting resources, avoiding work, disrupting work ow

making deliberate work errors

• Political deviance—spreading harmful rumors, gossiping, using bad language

lacking civility in relationships

• Property deviance—destroying or sabotaging facilities and equipment, stealin

money and other resources

Spotting Counterproductive or DeviantWorkplace Behaviors

At-home affect is how wfeel at home as reected bour emotions and moods


18/23


19/23

Study Guide

Performance Valued Rewards Satisfaction

PerceivedEquity

of Rewards

ValuedRewards

PerceivedEquity

of Rewards= Intervening variable = Moderating variable

FIGURE 4.5 Simplified Porter-Lawler model of the performance➝ satisfaction relationship.

Key Questions and Answers What are emotions and moods?

• Affect is a generic term that covers a broad range of feelings that individuals experienceas emotions and moods.

• Emotions are strong feelings directed at someone or something and that inuencebehavior, often with intensity and for short periods of time.

• Moods are generalized positive or negative states of mind that can be persistent inu-

ences on one’s behavior.• Emotional intelligence is the ability to detect and manage emotional cues and infor-

mation. Four emotional intelligence skills or competencies are self-awareness, self-management, social awareness, and relationship management.

How do emotions and moods inuence behavior in organizations?

• Emotional contagion involves the spillover effects onto others of one’s emotions andmoods; in other words, emotions and moods can spread from person to person.

• Emotional labor is a situation in which a person displays organizationally desired emo-tions while performing a job.

Study Guide4

allocated in the right ways will positively inuence both performance and satisfaction. A key issue here is performance contingency in the allocation of rewards. Tis meansthat the size of the reward varies in proportion to the level of performance.

Research generally nds that rewards in general inuence satisfaction, while performance-contingent rewards inuence performance.64 Te prevailing advice is tomake good use of performance contingency when giving out rewards. A high performerreceiving a large reward is likely to strive for more of the same in the future. And althoughgiving a low performer a small reward may lead to dissatisfaction at rst, the expectationis that he or she will make efforts to improve performance in order to obtain higherrewards in the future.65


20/23


Terms to Know

Affect (p. 76)

At-home affect (p. 91)

Attitude (p. 83)Cognitive dissonance

(p. 84)

Cognitive empathy (p. 81)

Counterproductive workbehaviors (p. 90)

Display rules (p. 81)

Emotion and mood contagion

(p. 79)

Emotional dissonance (p. 81)

Emotional intelligence (p. 76)

Emotional empathy (p. 81)

Emotional labor (p. 80)Emotions (p. 76)

Employee engagement (p. 86)

Job involvement (p. 85)

Job satisfaction (p. 84)

Moods (p. 78)

Organizational citizenshipbehaviors (p. 89)

Organizational commitment(p. 85)

Organizational identication(p. 86)

Relationship management(p. 77)

Self-awareness (p. 77)

Self-conscious emotions(p. 77)

Self-management (p. 77)

Social awareness (p. 77)

Social emotions (p. 77)

Workplace bullying (p. 90)

• Emotional dissonance is a discrepancy between true feelings and organizationallydesired emotions; it is linked with deep acting to try to modify true inner feelings and with surface acting to hide one’s true inner feelings.

• Affective events theory relates characteristics of the work environment, work events,and personal predispositions to positive or negative emotional reactions and jobsatisfaction.

What are attitudes, and how do they inuence behaviorin organizations?

• An attitude is a predisposition to respond in a certain way to people and things.• Attitudes have affective, cognitive, and behavioral components.• Although attitudes predispose individuals toward certain behaviors, they do not guar-

antee that such behaviors will take place.

• Individuals desire consistency between their attitudes and their behaviors, and cogni-tive dissonance occurs when a person’s attitude and behavior are inconsistent.

• Job satisfaction is an attitude toward one’s job, co-workers, and workplace.• Job involvement is a positive attitude that shows up in the extent to which an individual

is dedicated to a job.• Organizational commitment is a positive attitude that shows up in the loyalty of an

individual to the organization.

What is job satisfaction, and why is it important?

• Five components of job satisfaction are the work itself, quality of supervision, relation-ships with co-workers, promotion opportunities, and pay.

• Job satisfaction inuences physical withdrawal behaviors of absenteeism; turnover;and psychological withdrawal behaviors such as daydreaming and cyber-loang.

• Job satisfaction is linked with organizational citizenship behaviors that are both interpersonal—such as doing extra work for a sick teammate—and organizational—such asalways speaking positively about the organization.

• A lack of job satisfaction may be reected in counterproductive work behaviors such as purposely performing poorly, avoiding work, acting violently at work, or even engagingin workplace theft.

• Tree possibilities in the job satisfaction and performance relationship are that satis-faction causes performance, performance causes satisfaction, and rewards cause both performance and satisfaction.


21/23

Self-Test 4

Self-Test 4

Multiple Choice

1. A/an ____________ is a rather intense but short-lived feeling about a person or asituation, whereas a/an ____________ is a more generalized positive or negativestate of mind.

(a) stressor, satiser

(b) affect, attitude

(c) spillover, moderator

(d) emotion, mood

2. When someone is feeling anger about something a co-worker did, she is experiencinga/an ____________, but when just having a bad day overall she is experiencinga/an ____________.

(a) mood, emotion

(b) emotion, mood

(c) affect, effect (d) dissonance, consonance

3. Emotions and moods as personal affects are known to inuence ____________.

(a) attitudes

(b) ability

(c) aptitude

(d) intelligence

4. If a person shows empathy and understanding of the emotions of others and usesthis to better relate to them, she is displaying the emotional intelligence competency

of ____________. (a) self-awareness

(b) emotional contagion

(c) relationship management

(d) social awareness

5. Te ____________ component of an attitude indicates a person’s belief about some-thing, whereas the ____________ component indicates positive or negative feelingabout it.

(a) cognitive, affective

(b) emotional, affective

(c) cognitive, mood

(d) behavioral, mood

6. ____________ describes the discomfort someone feels when his or her behavior isinconsistent with an expressed attitude.

(a) Alienation

(b) Cognitive dissonance

(c) Job dissatisfaction

(d) Person–job imbalance


22/23


7. Affective events theory shows how one’s emotional reactions to work events, envi-ronment, and personal predispositions can inuence ____________.

(a) job satisfaction and performance

(b) emotional labor

(c) emotional intelligence

(d) emotional contagion

8. Te tendency of people at work to display feelings consistent with the moods of theirco-workers and bosses is known as ____________.

(a) emotional dissonance

(b) emotional labor

(c) mood contagion

(d) mood stability

9. When an airline ight attendant displays organizationally desired emotions wheninteracting with passengers, this is an example of ____________.

(a) emotional labor

(b) emotional contagion (c) job commitment

(d) negative affect

10. A person who always volunteers for extra work or helps someone else with their work is said to be high in ____________.

(a) emotional labor

(b) affect

(c) emotional intelligence

(d) organizational commitment

11. Te main difference between job involvement and ____________ is that the formershows a positive attitude toward the job and the latter shows a positive attitudetoward the organization.

(a) organizational commitment

(b) employee engagement

(c) job satisfaction

(d) cognitive dissonance

12. Job satisfaction is known to be a good predictor of ____________.

(a) deep acting

(b) emotional intelligence

(c) cognitive dissonance (d) absenteeism

13. Te best conclusion about job satisfaction in today’s workforce is probably that ____________.

(a) it isn’t an important issue

(b) the only real concern is pay

(c) most people are not satised with their jobs most of the time

(d) trends show declining job satisfaction


23/23

Date post:	07-Jul-2018
Category:	Documents
Upload:	myk
View:	229 times
Download:	0 times

Wiley Organizational Behavior - Chapter 4 - 13th Edition

Documents