The document discusses emotions, moods, and affective events theory. It then summarizes a case study interview with Laura, a 22-year-old customer service representative who describes her workplace environment as very cold, unproductive, and hostile. Laura expresses strong negative emotions like anger and hatred towards her colleagues. The document asks questions about whether Laura is justified in her responses, if displaying emotions strategically protects her, and how Laura and her company can improve the emotional climate.

1. CASE INCIDENT:
THE UPSIDE OF ANGER
-SANKALP ABHISHEK(401)
JUHI RUPANI (421)

2. EMOTIONS

3. • An emotion is a mental and physiological state associated with a wide
variety of feelings, thoughts and behaviour. Emotions are subjective
experiences, often associated with mood, temperament, personality and
disposition.
• Emotions are intense feelings that are directed at someone or something.
• They are reactions to a person or event.
• There are various aspects of emotions which include:
– The biology of emotions
– Intensity
– Frequency and duration

4. MOODS

5. • A mood is a relatively long lasting emotional state.
• Moods differ from simple emotions in that they are less specific, less
intense, and less likely to be triggered by a particular stimulus or event.
• Moods generally have either a positive or negative valence. In other
words, people typically speak of being in a good mood or a bad mood.
• Unlike acute, emotional feelings like fear and surprise, moods often last for
hours or days.
• Mood also differs from temperament or personality traits which are even
longer lasting.
• Mood is an internal, subjective state, but it often can be inferred from
posture and other behaviors.

7.  Personality  Sleep
 Day of the Week and Time of
the Day  Exercise
 Weather
 Age
 Stress
 Gender
 Social Activities

9. • Affective Events Theory (AET) is a model developed by organizational
psychologists Howard M. Weiss (Purdue University) and Russell
Cropanzano (University of Arizona) to identify how
emotions and moods influence job performance and job satisfaction.
• The model increases understanding of links between employees and their
emotional reaction to things that happen to them at work.

10. Work environment
•Characteristics of the job
•Job demands
•Requirements for emotional
labor
•Emotional Job satisfaction
Work Events
reactions
•Daily hassles
•Positive
•Daily uplifts Job
•Negative
performance
•Personal
dispositions
•Personality
•Mood

11. THE UPSIDE OF ANGER!!

12. • A researcher doing a case study on emotions in organizations interviewed
Laura, 22-year-old customer service representative in Australia.
• Various questions asked to Laura about her workplace environment and
about how she feels working there.
• Laura has strong opinions about her workplace and the emotions
displayed by her colleagues.
• Workplace: very cold, unproductive, hostile
• Emotions prevalent: anger, hatred

13. Q1. Do you think Laura is justified in
her responses to her organization’s
culture? Why or why not?

14. • Yes, justified
• Many managers and supervisors labor under the mistaken impression
that the level of employee performance on the job is proportional to
the size of the employee’s pay packet.
• Salary increases and bonuses for performance, in many instances, have
a very limited short-term effect.
• It is the quality of the employee’s workplace environment that most
impacts on their level of motivation and subsequent performance.
• Laura’s workplace environment: cold, hostile and unproductive.

15. • Emotions prevalent: hatred, anger
• Seniors did not appreciate the work done by the employees.
• Therefore the response of Laura towards her organization was the
result of the prevalent work environment at her office and the work
attitudes of her colleagues.

16. Q2. Do you think Laura’s strategic use
and display of emotions serve to
protect her?

17. • Yes
• Laura does not enjoy working in the environment that is prevalent in
her office.
• The General Manager’s statement “ Nobody’s indispensible” is very
discouraging as it kills the creativeness of employees like Laura.
• The only way for her to survive her workplace is by displaying
emotions that are not actually felt by her.
• Laura displays emotional labor.
• Emotional labor is a form of emotional regulation wherein workers
are expected to display certain emotions as part of their job, and to
promote organizational goals. The intended effects of these emotional
displays are on other, targeted people, who can be
clients, customers, subordinates or co-workers.

18. • Emotional labor causes dilemmas for employees.
• The true challenge is when employees have to project one emotion
while simultaneously feeling another. This disparity is emotional
dissonance and it can take a heavy toll on employees.
• Laura separated her emotions into felt emotions and displayed
emotions.
• Felt emotions are an individual’s actual emotions.
• Displayed emotions are those that the organization requires workers
to show and considers appropriate in a given job.

19. • So this shield of displayed emotions that Laura had put on actually
served to protect her.
• She was able to work with her senior managers, whom she didn’t like
and she was now much better at telling people off and voice her
opinion.
• This display of emotions did serve to protect her as no one knew what
she actually felt and was able to express herself according to the need
of the hour.

21. Q3. Assuming Laura’s description is
accurate, how would you react to the
organization’s culture?

22.  Strategies for handling a difficult situation:
 Always have a Plan B
 Never react to verbal abuse or harsh criticism with emotion
 Discuss rather than confront
 Keep your professional face on
 Evaluate your own performance
 Gather additional support
 Leave work at work

23. Q4. Research shows that acts of
coworkers (37%) and management
(22%) cause more negative emotions
for employees than do acts of
customers (7%). What can Laura’s
company do to change its emotional
climate?

24. • Ways to change emotional climate are:
– Managers can use humor and lighten the workplace
environment.
– Appreciate the work of employees and give them rewards for
good job done. .
– Create a more friendly environment rather than a stressful
one.
– Create a feeling of co-operation amongst the employees and
also help resolve conflicts.
– Managers should motivate their employees and encourage
them to work more creatively and innovatively.


25. THANKYOU!!!