1. ORGANIZATIONAL BEHAVIOR
Chapter # 04
WORKPLACE EMOTIONS & ATTITUDES
By:-
Barkat Ullah
Ishfaq Husain,
Asad Aziz,
Aun Abbas

2. Workplace Emotions and Attitudes
Example From Practical Life:-
SaskTel (a Canadian firm)
SaskTel has built a loyal workforce by
avoiding layoffs, keeping employees
informed, providing exciting job
opportunities and demonstrating corporate
social responsibility.
Chapter #
04
Why?

3. To Build
Positive
Work
Attitude &
Emotions
Organizational
Performance
Customor
Loyality
Employees
Well beings
Because
it Leads
to

4. After Completing Chapter We Will be
able to understand:-

5. Emotions at Workplace
•Emotions Defined
• Psychological, behavioral, and physiological
episodes experienced toward an
object, person, or event that create a state of
readiness.

6. Components of this Definition
Episodes or Brief Events
Direct Towards Something
Psychological
Physiological episodes
State of Readiness

7. Types Of Emotions
 Six Primary Categories
 Fear = anxiety + alarm
 Love = affection + care
 Surprise = Sudden + Never exp. before
 Joy = Event of Happiness + feel free
 Anger = Dissatisfied + violation of rules
 Sadness = Heart is Broken + no interest

8. Activation
Evaluation
Astonished
Tranquil
CheerfulSad
Fearful Elated
ContentBored
Low activation
Positive emotions
Low activation
Negative emotions
High activation
Positive emotions
High activation
Negative emotions
PositiveNegative
Low
High

9. Attitudes
 Definition
 Cluster of Believes, assessed feeling and behavioral intentions
toward a person, object or event.
 Attitude Object
 Components of Attitude
 Beliefs feelings Behavioral
Intentions
Established
Perception about
Attitude Object
+ive of -ive
Evaluation of
Attitude Object
Engage in any
reaction w.r.t
attitude object

10. Attitudes versus Emotions
Attitudes Emotions
Judgments about an
attitude object
Experiences toward an
attitude object
Usually stable for days or
longer
Occur briefly, usually
lasting minutes
Based mainly on rational
logic
Based on awareness of
our senses

11. Behavior
Emotions, Attitudes and Behavior
Perceived Environment
Attitude Feelings
Beliefs
Behavioral
Intentions
Cognitive
process
Emotional
process
Emotional
Episodes
Expectancy-
value-model
Feeling influence
behavioral
intentions
Behavioral
Intentions Predict
Behavior

12. Linking Emotions To Attitudes and
Bhavior
 Rational Attitude Model would be incomplete without Emotions
 Emotions are linked with Attitudes and Behavior
 Neuroticism
 Emotional Center Process information Much Faster
 Rational Center Expectancy value Model
 Merger Example
 People behavior is also effected by emotions (last arrow from Emotions to
Behavior)

13. Cognitive Dissonance
 A state of anxiety that occurs when an individual’s beliefs, feelings
and behaviors are inconsistent with one another
 Most common when behavior is:
 known to others
 done voluntarily
 can’t be undone

14. Personality and Emotions
 Person’s emotions are also partially determined by Persoanlity.
 Positive Affectivity
 Negative Affectivity
 To what extent personality traits influence emotions and behavior?
 Differ in their attendance
 Differ in their turnover
 Differ in reaction to job satisfaction

15. Managing Emotions at Workplace
 Example of Elbow Room Café
 “Go get a coffee by yourself”
 “If you are in Hurry than you should have gone to McDonalds”
 Its all a performance, more like a theater, enjoy good food, laugh etc.
 Café is managing emotions at work place via Emotional Labour.
 So, What is Emotional Labour?

16. Emotional Labor
 Effort, planning and control needed to express organizationally
desired emotions during interpersonal transactions.
 Emotional labor higher when job requires:
 frequent and long duration display of emotions
 displaying a variety of emotions
 displaying more intense emotions

17. Emotional Labor 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

18. Emotional Labor Across Cultures
 Some cultures expect people to display a neutral
emotional demeanor, 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)

19. 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

20. Social Awareness
Self-management
Understanding and sensitivity to the
feelings, thoughts, and situation of
others
Controlling or redirecting our internal
states, impulses, and resources
Self-awareness
Understanding your own
emotions, strengths, weaknesses, val
ues, and motives
Relationship
Management
Managing other people’s emotions
Lowest
Highest
Model of Emotional Intelligence

21. Emotional Intelligence Competencies
Self-awareness Social awareness
Self-management
Relationship
management
Self
(personal competence)
Other
(social competence)
Recognition
of emotions
Regulation
of emotions

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

23. Job Satisfaction
 A person's evaluation of his or her job and work context
 A collection of attitudes about specific facets of the job
Job
Satisfaction
Supervisor
Job
Content
Co-workers
Working
Conditions
Career
Progress
Pay and
Benefits

24. Loyalty
Voice
Exit
Neglect
• 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

25. Job Satisfaction and Performance
Happy workers are somewhat more productive workers,
but:
1. General attitude is a poor predictor of specific behaviors
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)

26. Happy Staff, Happy Customers at Outback
Outback Steakhouse is
successful in part
because it applies the
principle that happy
employees make
happy
customers, which result
in happy shareholders.

27. Job Satisfaction and Customers
Job satisfaction increases
customer satisfaction and
profitability because:
Job satisfaction affects
mood, leading to positive
behaviors toward customers
Less employee
turnover, resulting in more
consistent and familiar service

28. 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

29. Organizational
comprehension
Trust
Justice & support
Employee
involvement
• Apply humanitarian values
• Support employee wellbeing
• Employees trust org leaders
• Job security supports trust
• Know firm’s past/present/future
• Open and rapid communication
• Employees feel part of company
• Involvement demonstrates trust
Building Organizational Commitment
Shared values • Values congruence

30. Psychological Contract Defined
Beliefs about the terms and conditions of
a reciprocal exchange between that
person and other party

31. Transactional v. Relational Contracts
Transactional
Contracts
Relational
Contracts
Time-frame Open-ended
and indefinite
Closed-ended
and short-term
Stability DynamicStatic
PervasiveNarrowScope
More subjectiveWell-definedTangibility
Economic &
socioemotional
EconomicFocus

32. Psychological Contract Issues
Contracts vary across cultures
Example: employees in Canada expect more
involvement than do employees in high power
distance cultures (e.g. Mexico)
Contracts vary across generations
Baby boomers -- assume more job security for loyalty
Gen-X/ Gen-Y -- assume more employability

33. From Security To Employability
 Picture of Typical White Collar Employees
 This Picture portrays:
 If you are loyal to organization than it would take care of job security and career
development.
 This contract is out- dated emerging one is “Employability”

34. Employability
 Employees are responsible for their own career
 By developing new competencies
 Employees keep their jobs by continuously offering
valuable skills and knowledge
 Recent Poll (Research)
 68 % candidates believe job security is of Past
 41 % believe that employer is loyal to them
 Hence,
 “Environment is shifting from Job Security to Skill Security”

35. Permanence of Employability
 Will Employability again shift to Job Security?
 Perhaps it can:-
 But Two Factors will likely to preserve
1. Increasing Turbulence in Business environment
2. Global Competition, Deregulation and Information Technology
 Organization must keep employability flexible and adaptive.

36. Summary of Chapter