What are emotions and moods?
How do emotions and moods influence
behavior?
What are attitudes and how do they influence
behavior?
What is job satisfaction and why is it important?
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Affect
Range of emotions and moods that people
experience in their life context.
Emotions are strong positive or negative
feelings directed toward something or
someone.
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Emotional intelligence (EI)
Ability to understand emotions in ourselves
and others and to use that understanding
to manage relationships effectively.
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Self-conscious emotions
Arise from internal sources (shame, guilt,
embarrassment, pride) and helps individuals
regulate their relationships with others.
Social emotions
Arise from external sources (pity, envy,
jealousy) and information.
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Moods
Generalized positive or negative
feelings or states of mind.
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JoyJoy
Sadness
Sadness
LoveLoveAngerAnger
Surprise
Surprise
FearFear
Major Emotions
Emotion and mood contagion – spillover effects
of one’s emotions and mood onto others.
Emotional labor – relates to the need to show
certain emotions in order to perform a job well.
Emotional dissonance – emotions we actually
feel are inconsistent with the emotions we try to
project.
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Deep acting
Trying to modify feelings to better fit the
situation.
Surface acting
Hiding true feelings while displaying
different ones.
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Display rules
The degree to which it is appropriate to
display emotions.
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Job Satisfaction
Job Performance
Work Environment:•Characteristics of job•Job demands•Emotional labor requirements
Work Events:•Daily hassles•Daily uplifts
Emotional Reactions:•Positive•Negative
Personal Predispositions:•Personality•Mood
Attitude
Predisposition to respond in a positive
or negative way to someone or
something in one’s environment.
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Cognitive component Reflects underlying beliefs, opinions, knowledge, or
information a person possesses.
Affective component Specific feeling regarding the personal impact of the
antecedent condition evidenced in the cognitive component.
Behavioral component Intention to behave in a certain way based on the
affect in one’s attitude.
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Cognitive dissonance Describes a state of inconsistency between an
individual’s attitudes and/or between attitudes and
behavior.
Cognitive dissonance can be reduced by: Changing the underlying attitude.
Changing future behavior.
Developing new ways of explaining or rationalizing the
inconsistency.
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Job satisfactionAn attitude reflecting a person’s positive
and negative feelings toward a job, co-
workers, and the work environment.
Job Involvement
Extent to which an individual is
dedicated to a job.
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Organizational Commitment Degree of loyalty an individual feels toward an
organization.
Rational Commitment – Reflects feelings that job
serves one’s financial, developmental, and professional
interests.
Emotional Commitment – Reflects feelings that what
one does is important, valuable and of real benefit
to others.
Employee Engagement – A positive feeling or strong
sense of connection with the organization.
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The Minnesota Satisfaction Questionnaire
(MSQ) and the Job Descriptive Index (JDI)
both address components of job
satisfaction with which good managers
should be concerned.
Take the sample survey.
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Five facets of job satisfaction:
The work itself
Quality of supervision
Relationships with co-workers
Promotion opportunities
Rewards Pay
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Withdrawal behaviors
Dissatisfied workers are absent more
frequently, more likely to quit, or at least on
the lookout for different employment.
Employee absenteeism and turnover can
result in :
Loss of experience
Replacement costs for recruitment and training
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Organizational Citizenship
A willingness to “go beyond the call of
duty” or “ go the extra mile” in one’s work.
Interpersonal organizational citizenship
behaviors have individuals doing extra things
that help others.
Organizational citizenship behaviors advance the
performance of the organization as a whole.
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Relationship between job satisfaction and
job performance – three theories:
Satisfaction causes performance.
Performance causes satisfaction.
Rewards cause satisfaction and
performance.
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Theory: Satisfaction causes performance
Managerial implication — to increase
employees’ work performance, make them
happy.
Job satisfaction alone is not a consistent
predictor of work performance.
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Theory: Performance causes satisfaction
Managerial implication — try to create high
performance as a pathway to job satisfaction.
Performance leads to rewards that, in turn, lead
to satisfaction.
Performance leads to satisfaction only if rewards
are perceived as fair and equitable.
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Theory: rewards cause both satisfaction and
performance
Managerial implication — right rewards
allocated in the right way will positively
influence both performance and satisfaction.
Performance contingency - size of the reward
varies in proportion to the level of performance.
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If you won the lotto, would you ever work
again?
Consider the meanings we derive from
work (social identity, accomplishment,
achievement). How would you replace
these?
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