Emotions and Moods The study of emotions has been a relatively small part of the field of organizational behaviour. The scientific management movement focused on the rational workplace, believing that rationality and emotion were mutually exclusive. In addition, there was a belief that emotions had only negative ag impacts on performance. — Broad vi 2. O- While * Emotions are more likely to be caused while a specific event, while moods q it Is ne il mrmeemiine” aeeaiel There have been many attempts to classify or Researchers have agreed ocala ana ee, sadness, happiness, disgust, and surprise. Emotions may also be understood in terms of their biology, intensity, frequency and duration, irrationality, and functions. While many consider emotions to be a limit on rationality, other studies show that emotions are critical to rational thinking, Finally, there is disagreement about the extent to which emotions serve a function or purpose. The field of - evolutionary psychology hypothesizes that emotions are useful. For example, researchers have attempted to demonstrate that jealousy is a positive emotion, increasing the chances that ones’ genes will be passed onto a successive generation. Moods and emotions may emanate from personality, from contextual factors such as the day of the week, time of the day, or weather, from stress, from social activities, from sleep, from exercise, from age, and from gender.\ gesired emotions during interpersonal transactions at work: While the study of emotional labour was initially associated service jobs, it is relevant to all types of work settings. When an employee is asked to express one set of feelings, for example, friendliness and courtesy, while experiencing other feelings, such as anger, emotional dissonance results. Left unresolved, emotional dissonance can result in emotional exhaustion and burnout. At the heart of emotional labour is the distinction between felt emotions and expressed emotions through surface or deep acting. snrouah surfaces acting . In contrast, When examining the relationship between the emotional lemands of a job a pay, there is not a direct positive link. In jobs that are cognitively demanding, emotional demands tend to lead to better pay. However, for jobs that are cognitively demanding, research shows that emotional. demands actually are associated with worse pay. = . The theory begins by recognizing that emotions are a response to an event in the work environment. These work events trigger positive or negative emotional reactions. The personality and mood predisposes individuals to respond with greater or lesser intensity to the event and will affect a number of performance and satisfaction variables. The concept of multiple intelligences includes an understanding of emotional ‘, inteligence. Emotional intelligence is one's ability to detect and manage, => emotional cues and information. People who know their own emotions and are good at reading others’ emotions may be more effective in their jobs. EI is composed of three dimensions: ————— Several studies suggest that emotional intelligence plays and important role in job performance, although this belief is not universally shared among organizational behaviour researchers. ‘An understanding of emotions and moods can improve the ability of managers to explain and predict the selection process, decision making, creativity,motivation, leadership, interpersonal conflict, negotiation, customer service, job attitudes, and deviant workplace behaviours. Evidence suggests that emotional intelligence should be a factor in hiring decisions, particularly in jobs that demand a high degree of social interaction. The Air Force found that turnover was reduced by ninety percent when recruiters were selected on the basis of emotional intelligence scores. we When attempting to However, these shortcuts can result in incorrect stereotypes and decisions. i . While some studies have shown that ii — other studies have shown that negative moods tend to, produce more critical thinking and result in more creativity. In studying the effects of mood on motivation, several relationships are apparent. First, ir abili , when ~ show or ait ea those with more negative moods. Second, Ce ) Effective leaders have discovered that Particularly when attempting to implement significant change, evoking and mobilizing emotions is critical. By arousing emotions and linking them to an appealing vision, leaders increase the likelihood that managers and employees will accept the change. Emotion and mood also plays a significant role in the negotiation process. Negative emotions may limit the ability of the manager to be an effective LZ negotiator. However, i Moods and emotions are particularly significant for those in customer service jobs. While quality customer service is associated with positive moods and emotional states, the actual demands of dealing with the public can create In addition, negative emotions tend to have negative ‘on customers. cohen arn eomplryee haste progekm ene emotion, cobile simuttavenxly amotio:In terms of job attitudes, research has shown that negative moods from a person's experience at work tend to persist when the employee arrives home after work. However, it is unusual for a negative mood resulting from a bad day at work to carry over to the next day. Because of these and other negative consequences of negative emotions, managers should endeavour to improve the mood of employees. Managers can use humour and give their employees small tokens of appreciation for work well done.