ORGANIZATIONAL BEHAVIOUR

EMOTIONS AND ATTITUDES

OBJECTIVE OF THE PRESENTATION
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WHAT ARE EMOTIONS???? ITS SOURCES ASPECTS TYPES CHARACTERISTICS WHAT IS E.Q??? ITS DIMENSIONS, EFFECTS, RESULTS

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WHAT IS EMOTIONAL COMPETENCE? SOME BASIC CONCEPTS ASSOCIATED WITH EMOTIONS MEASUREMENT OF EMOTIONS CORRELATES OF EMOTIONS THEORIES WHAT ARE ATTITUDES???? ITS COMPONENTS, SOURCES, TYPES THEORIES EFFECTS EFFECT OF EMOTIONS ON INDIVIDUAL’S BEHAVIOUR AND ATTITUDE

INTRODUCTION
The word “EMOTION” was derived from the LATIN word “EMOVERE” which means “TO EXITE”

DEFINITION
“Emotions involve reactions consisting of subjective cognitive state, psychological reactions and expressive behaviour” -Baron and Byron(1980)

EMOTIONAL MIIND

RATIONAL MIND

ASPECTS OF EMOTIONS
There are basically three major aspects involved in emotions: Feelings are involved. Internal bodily changes. External expressive behaviour.

CHARACTERISTICS
Emotions are: Diffused Persistent Cumulative Motivational in nature

TYPES OF EMOTIONS
LINDZEY,HALL and THOMPSON in 1978 talked about 7 types of main emotions: Love and affection Joy and elation Sadness and depression Boredom Fear and anxiety Anger Jealously

INDICATOR OF A PERSON’S SUCCESS IN LIFE

80% EQ

EMOTIONAL INTELLIGENCE

Also known as EMOTIONAL QUOTIENT “Emotional awareness and emotional management skills which provide the ability to balance emotion and reason so as to maximise long-term happiness.

EMOTIONAL INTELLIGENCE
      

Self awareness Ability to manage moods Motivation Empathy Social skills: Cooperation Leadership, etc.

DIMENSIONS OF E.Q.
Personal competence Recognition Of emotions Social competence Social awareness Empathy Organizational Awareness Service Self-awareness Emotional self-awareness Accurate self-assessment Self-confidence

Regulation Of emotions

Self-management Emotional self-control Transparency Adaptability Initiative Optimism

Relationship management Inspirational leadership Developing others Change catalyst Conflict management Building bonds Teamwork and Collaboration

E.Q.

  

The new manager is too sensitive; he takes everything too personally. She is jealous of her colleagues. The boss is always in a hostile mood. The manager doesn’t understand the feelings of others. The production manager is very rude.

EQ LOW EQ HIGH EQ

ANGER FRUSTATION EMPTINESS FAILURE FEAR GUILT LETHARGY DEPENDENCE ,etc

MOTIVATION SATISFACTION PEACE DESIRE ELATION FREEDOM HAPPINESS AWARENESS FRIENDSHIP SELF-CONTROL ,etc

THE MARSHMALLOW EXPERIMENT

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Done in 1960s in US by WALTER MISCHEL, a psychologist at Stanford University. Most widely acclaimed paper on EQ. 4 year old children. Given a marshmallow each. Asked to postpone eating it for 15-20 minutes.

IQ

EQ

GETS YOU HIRED

GETS YOU PROMOTED

THE PROFESSIONAL SUCCESS

EMOTIONAL COMPETENCE

It is a learned capability that leads to outstanding performance at work. EQ is what determines one’s potential for learning practical skills which are based on the five elements of EQ (as mentioned in the book “EMOTIONAL INTELLIGENCE AT WORK”: Self awareness Motivation relations Self regulation Empathy Adeptness in

• • •

THE EMOTIONAL COMPETENCE FRAMEWORK

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PERSONAL COMPETENCE: Determine how one manages oneself. SELF AWARENESS: Emotional awareness Accurate self assessment Self confidence

THE EMOTIONAL COMPETENCE FRAMEWORK
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SELF REGULATION: Self control Trustworthiness Conscientiousness Adaptability innovation

THE EMOTIONAL COMPETENCE FRAMEWORK
 o o o

MOTIVATION: Achievement drive Commitment Initiative

SOME CONCEPTS ASSOCIATED….
  

EMOTIONAL LABOUR MANAGING EMOTIONS AT WORK EMOTIONAL DISPLAY NORMS ACROSS CULTURE EMOTIONAL DISSONANCE

Measurement of Emotions

PHYCHOLOGICAL
1.RATING SCALE 2.OBSERVATION METHOD 3.PSYCHOANALYTIC TECHNIQUE 4.QUESTIONNAIRE METHOD

PHYSIOLOGICAL
3. GSR 2.CHANGES IN BLOOD PRESSURE

PHYSIOLOGICAL CORRELATES OF EMOTIONS PHYSIOLOGICAL CHANGES

EXTERNAL BODILY CHANGES

INTERNAL BODILY CHANGES

JAMES-LANGE THEORY
Given by William James and Carl Lange (Danish Physiologists) in 1880 Common sense says:
Emotion Provoking stimulus

Emotional experience

Emotional behaviour

But this theory said:

Emotion provoking stimulus

Physiological Subjective Reaction state

CANNON-BARD THEORY
In 1927, Walter Cannon gave this theory. But later it was supported by Bard on the basis of his research work. Basic assumption: Emotion provoking stimuli or events simultaneously produce physiological arousal or subjective reaction i.e. emotion

CEREBRAL CORTEX

HYPOTHALAMUS

VISCERAL ORGANS

ATTITUDES
Attitudes are EVALUATED STATEMENTS – either favourable or unfavourableconcerning objects, people or events. They reflect HOW ONE FEELS ABOUT SOMETHING. On the other hand, VALUES represent basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct.

COMPONENTS OF ATTITUDE

COGNITION

BEHAVIOUR

AFFECT

COMPONENTS
COGNITIVE component of an attitude The opinion or belief segment of an attitude. AFFECTIVE component of an attitude The emotional or feeling segment of an attitude. BEHAVIOURAL component of an attitude An intention to behave in a certain way toward someone or something.

AFFECTIVITY

NEGATIVE

POSITIVE

SOURCES OF ATTITUDES
ENVIRONS

PARENTS TEACHERS OFFICE PEOPLE PEER GROUP

TYPES OF ATTITUDES
JOB INVOLVEMENT The degree to which a person identifies with his or her job, actively participates in it and considers his or her performance important to self worth. JOB SATISFACTION An individual’s general attitude towards his or job.

LEISURE

RELIGION

LIFE POLITICS FAMILY

JOB

J O B S A T I S F A C T I O N

H

TURNOVER

ABSENCES

L

H

TURNOVER AND ABSENCES

TYPES…
ORGANIZATIONAL COMMITMENT The degree to which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization.

COGNITIVE DISSONANCE THEORY
LEON FESTINGER, in late 1950s proposed this theory. The theory aims to explain the link between attitudes and behaviours. Cognitive Dissonance refers to any incompatibility between two or more attitudes or between behaviours and attitudes

INDIVIDUAL

REDUCE

DISCOMFORT

STABLILITY

ELEMENTS

UNIMPORTANT IMPORTANT REWARDS PRESSURE

INDIVIDUAL

IF REQUIRED

CHANGE

A-B RELATIONSHIP
In 1960s, the assumed relationship between attitudes and behaviour (AB) was challenged. MODERATING VARIABLES
EXPERIENCE WITH THE ATTITUDE IN QUESTION

SOCIAL CONSTRAINTS

EFFECTS OF EMPLOYEE ATTITUDES
NEGATIVE
PSYCHOLOGICAL WITHDRAWAL
(daydreaming on the job)

POSITIVE
IMPROVED CUSTOMER SERVICE ACTIVE BEHAVIOUR DILIGENCE INCREASED EFFICIENCY

PHYSICAL WITHDRAWAL
(unauthorized absences, early departures, Extended breaks, Work slowdowns

AGGRESSION RETALIATION FOR PRESUMED WRONGS

THE PERFORMANCE-SATISFACTIONEFFORT LOOP
PERFORMANCE REWARDS Economic Sociological Psychological Perception of EQUITY in REWARDS Satisfaction Dissatis faction

Greater or Lesser Effort

Greater or Lesser Commitment

TURNOVER ABSENTEEISM TARDINESS THEFT VIOLENCE POOR ORGANIZATIONAL CITIZENSHIP

P L O Y EE’S A T T I. -O R G A N I ZA TI ON

FOUR PRODUCTS OF EMPLOYEEE ORGANIZATION ATTITUDES M
+VE
EMPLOYEE STAYS EMPLOYEE IS TERMINATED

-VE

EMPLOYEE LEAVES VOLUNTARILY

EMPLOYEE LEAVES BY MUTUAL AGREEMENT

+VE

-VE

ORGANIZATION’S ATTITUDE TOWARD EMPLOYEE

PERCEIVED ENVIRONMENT COGNITIVE PROCESS EMOTIONAL PROCESS

A T T I T U D E

BELIEFS

FEELINGS

EMOTIONAL EPISODES

BEHAVIOURAL INTENTIONS

BEHAVIOUR

THANKYOU……..

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