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ORGANIZATIONAL

BEHAVIOUR

EMOTIONS AND
ATTITUDES
OBJECTIVE OF THE PRESENTATION
 WHAT ARE EMOTIONS????
 ITS SOURCES
 ASPECTS
 TYPES
 CHARACTERISTICS
 WHAT IS E.Q???
 ITS DIMENSIONS, EFFECTS, RESULTS
 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 RATIONAL
MIIND 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 Social competence

Recognition Social awareness
Of Self-awareness Empathy
emotions Emotional self-awareness Organizational
Accurate self-assessment Awareness
Self-confidence Service

Relationship management
Self-management Inspirational leadership
Emotional self-control Developing others
Transparency Change catalyst
Regulation Adaptability Conflict management
Of Initiative Building bonds
emotions Optimism 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 HIGH
EQ EQ

MOTIVATION
ANGER SATISFACTION
FRUSTATION PEACE
EMPTINESS DESIRE
FAILURE ELATION
FEAR FREEDOM
GUILT HAPPINESS
LETHARGY AWARENESS
DEPENDENCE FRIENDSHIP
,etc SELF-CONTROL
,etc
THE MARSHMALLOW EXPERIMENT
 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 GETS
YOU YOU
HIRED 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 Empathy
• Motivation Adeptness in
relations
• Self regulation
THE EMOTIONAL COMPETENCE
FRAMEWORK
 PERSONAL COMPETENCE:
Determine how one manages oneself.
 SELF AWARENESS:
 Emotional awareness
 Accurate self assessment
 Self confidence
THE EMOTIONAL COMPETENCE
FRAMEWORK
 SELF REGULATION:
 Self control
 Trustworthiness
 Conscientiousness
 Adaptability
 innovation
THE EMOTIONAL COMPETENCE
FRAMEWORK
 MOTIVATION:
o Achievement drive
o Commitment
o Initiative
SOME CONCEPTS ASSOCIATED….
 EMOTIONAL LABOUR
 MANAGING EMOTIONS AT WORK
 EMOTIONAL DISPLAY NORMS
ACROSS CULTURE
 EMOTIONAL DISSONANCE
Measurement of Emotions

PHYCHOLOGICAL PHYSIOLOGICAL
1.RATING SCALE 3. GSR
2.OBSERVATION METHOD 2.CHANGES IN
3.PSYCHOANALYTIC BLOOD PRESSURE
TECHNIQUE
4.QUESTIONNAIRE METHOD
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
Emotional Emotional
Provoking
experience behaviour
stimulus
But this theory said:

Emotion
Physiological Subjective
provoking
Reaction state
stimulus
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 unfavourable-
concerning 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

BEHAVIOUR
COGNITION

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
POLI-
TICS

FAMILY

JOB
J
O H
B

S TURNOVER
A
T
I
S
F
A
C
T ABSENCES
I
O
N

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

UNIMPORTANT
ELEMENTS IMPORTANT
REWARDS
PRESSURE

IF CHANGE
INDIVIDUAL REQUIRED
A-B RELATIONSHIP
In 1960s, the assumed relationship
between attitudes and behaviour (A-
B) was challenged.
MODERATING VARIABLES

EXPERIENCE
WITH THE
SOCIAL ATTITUDE
CONSTRAINTS IN
QUESTION
EFFECTS OF EMPLOYEE ATTITUDES
NEGATIVE POSITIVE
PSYCHOLOGICAL IMPROVED
WITHDRAWAL CUSTOMER
(daydreaming on the job) SERVICE
PHYSICAL ACTIVE BEHAVIOUR
DILIGENCE
WITHDRAWAL
INCREASED
(unauthorized absences,
early departures, EFFICIENCY
Extended breaks,
Work slowdowns
AGGRESSION
RETALIATION FOR
PRESUMED WRONGS
THE PERFORMANCE-SATISFACTION-
EFFORT LOOP
REWARDS Perception of Satisfaction
PERFORMANCE Dissatis
Economic EQUITY in
Sociological REWARDS faction
Psychological

Greater or Lesser Greater or Lesser
Effort Commitment

TURNOVER
ABSENTEEISM
TARDINESS
THEFT
VIOLENCE
POOR ORGANIZATIONAL
CITIZENSHIP
FOUR PRODUCTS OF EMPLOYEE-
ORGANIZATION
E
M ATTITUDES
P
L
O
Y
EE’S +VE
A EMPLOYEE EMPLOYEE IS
T
T STAYS TERMINATED
I.
--
O
R
G
A EMPLOYEE
N
EMPLOYEE LEAVES LEAVES
I -VE VOLUNTARILY BY MUTUAL
ZA
TI AGREEMENT
ON

+VE -VE

ORGANIZATION’S ATTITUDE TOWARD EMPLOYEE
PERCEIVED ENVIRONMENT

COGNITIVE PROCESS EMOTIONAL
PROCESS

BELIEFS
A
T
T
I EMOTIONAL
FEELINGS
T EPISODES
U
D
E
BEHAVIOURAL
INTENTIONS

BEHAVIOUR
THANKYOU……..