eleventh edition

organizational behavior

stephen p. robbins
 Chapter
Chapter44

Emotions and
Moods

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
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Charlie Cook
Cook
 After
After studying
studying this
this chapter,
OBJECTIVES
chapter,
you
you should
should be
be able
able to:
to:
1. Explain the factors that determine an
individual’s personality.
2. Describe the MBTI personality framework.
LEARNING

3. Identify the key traits in the Big Five

personality model.
4. Explain the impact of job typology on the
personality/job performance relationship.
5. Differentiate emotions from moods.
6. Contrast felt versus displayed emotions.

© 2005 Prentice Hall Inc. All rights reserved. 4–3

 After
After studying
studying this
this chapter,
O B J E C T I V E S (cont’d)
chapter,
you
you should
should be
be able
able to:
to:
7. Explain gender-differences in emotions.
8. Describe external constraints on emotions.
9. Apply concepts on emotions to OB issues.
LEARNING

© 2005 Prentice Hall Inc. All rights reserved. 4–4

 What
What Are
Are Emotions?
Emotions?

Affect
Affect
AAbroad
broadrange
rangeof
ofemotions
emotions
that
that people
peopleexperience.
experience.

Emotions
Emotions Moods
Moods
Intense
Intensefeelings
feelingsthat
thatare
are Feelings
Feelingsthat
thattend
tendtotobe
be
directed
directedat
atsomeone
someoneor or less
lessintense
intensethan
than
something.
something. emotions
emotionsandandthat
thatlack
lackaa
contextual
contextualstimulus.
stimulus.

© 2005 Prentice Hall Inc. All rights reserved. 4–5

 Affect,
Affect, Emotions,
Emotions, Moods:
Moods:

Affect
Affect
AAbroad
broadrange
rangeof
ofemotions
emotions
that
that people
peopleexperience.
experience.

Emotions
Emotions Moods
Moods
--caused
causedby
byspecific
specificevent
event -cause
-causeis isoften
oftenunclear
unclear
-brief -lasts
-lastslonger
longerthan
-briefin
induration
duration than
-specific emotions
-specificand
andnumerous
numerousin
in emotions
nature -more
-moregeneral
general
nature
-action -cognitive
-cognitiveininnature
-actionoriented
oriented nature
-facial -not
-notindicated
indicatedby bydistinct
-facialexpressions
expressions distinct
accompanied expressions
expressions
accompanied

© 2005 Prentice Hall Inc. All rights reserved. 4–6

 The
The Basic
Basic Emotions:
Emotions:
 Arguments:

 There are no basic emotions since all have a impact

 Rene Descartes nominated six basic emotions as “simple
and primitive passions” being wonder, love, hatred, desire,
sadness and joy. All other emotions are a mix of these.

 Psychologists try studying emotions through facial

expressions

 Some are too complex to be judged

 It’s not always how you see it.

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 Emotion
Emotion Continuum
Continuum
 The closer any two emotions are to each other on
the continuum, the more likely people are to
confuse them.

Source: Based on R.D. Woodworth, Experimental Psychology (New York: Holt, 1938).
© 2005 Prentice Hall Inc. All rights reserved. 4–8
 Basic
Basic Moods:
Moods: The
The structure
structure of
of moods
moods

© 2005 Prentice Hall Inc. All rights reserved. 4–9

 The
The function
function of
of emotions
emotions
 Do emotions make us irrational?

 Primitively yes. Display of emotions was

considered to be a sign of a brittle, weak or
irrational personality.
 The case of Gage..
 Research concludes that emotions provide
important information about how we understand
the world around us hence today, a good rational
decision involves both logic and emotions.

© 2005 Prentice Hall Inc. All rights reserved. 4–10

 The
The function
function of
of emotions
emotions

 Do emotions make us ethical?

Higher order cognitive process OR moral

emotions????

© 2005 Prentice Hall Inc. All rights reserved. 4–11

 Sources
Sources of
of emotions
emotions and
and moods:
moods:
 Personality
 Day of the week and time of the day
 Weather
 Stress
 Social activities
 Sleep
 Exercise
 Age
 Gender

© 2005 Prentice Hall Inc. All rights reserved. 4–12

 Emotional
Emotional Labor
Labor

Emotional Labor
 A situation in which an employee expresses
organizationally desired emotions during
interpersonal transactions.

Emotional Dissonance
 A situation in which an employee
must project one emotion while simultaneously
feeling another.

© 2005 Prentice Hall Inc. All rights reserved. 4–13

 (cont’d)
(cont’d)
Felt Emotions
 An individual’s actual emotions.
 Deep acting

Displayed Emotions
 Emotions that are organizationally required and
considered appropriate in a given job.
 Surface acting

© 2005 Prentice Hall Inc. All rights reserved. 4–14

 Affective
Affective Events
Events Theory
Theory (AET)
(AET)
 Emotions are negative or positive responses to a work
environment event.
– Personality and mood determine the intensity of the
emotional response.
– Emotions can influence a broad range of work performance
and job satisfaction variables.
 Implications of the theory:
– Individual response reflects emotions and mood cycles.
– Current and past emotions affect job satisfaction.
– Emotional fluctuations create variations in job satisfaction.
– Emotions have only short-term effects on job performance.
– Both negative and positive emotions can distract workers
and reduce job performance.
© 2005 Prentice Hall Inc. All rights reserved. 4–15
 Affective
Affective Events
Events Theory
Theory (AET)
(AET)

© 2005 Prentice Hall Inc. All rights reserved. 4–16

 Emotional
Emotional Intelligence:
Intelligence:
 A person’s ability to:
1. Perceive emotions in self and others
2. Understand the meaning of these emotions
3. regulate ones emotions.

Several studies suggest it’s importance

e.g a study on all of the U.S presidents from
Franklin Roosevelt to Bill Clinton for six qualities
(communication, organization, political skill, vision,
cognitive style and EI) and EI turned out to be the
distinguishing factor.

© 2005 Prentice Hall Inc. All rights reserved. 4–17

 AA cascading
cascading model
model of
of EI
EI

Perceive emotions in
Conscientiousness self and others

Understand the
Cognitive
meaning of emotions

Emotional Stability Regulate Emotions

© 2005 Prentice Hall Inc. All rights reserved. 4–18

 The
The case
case for
for EI
EI

 The case for EI:

– Intuitive Appeal
– EI predicts Criteria that matter
– EI is biologically based

 The case against EI:

– EI researchers do not agree on definitions
– EI can’t be measured
– EI is nothing but personality with a different label

© 2005 Prentice Hall Inc. All rights reserved. 4–19

 Emotion
Emotion Regulation:
Regulation:
Engaging in trying to change how you are feeling,
strategies include:
 Thinking about more positive things, suppressing
negative feelings, distracting yourself etc.

– High neuroticism and low self esteem make emotion

regulation difficult

 Is it desirable or undesirable ?

© 2005 Prentice Hall Inc. All rights reserved. 4–20

 OB
OB Applications
Applications of
of Understanding
Understanding Emotions
Emotions
 Selection
– Consider while hiring an employee, in jobs that require
high degree of social interaction
 Decision Making
– Emotions are an important part of the decision-making
process in organizations.
 Motivation
– Emotional commitment to work and high motivation
are strongly linked.
 Leadership
– Emotions are important to acceptance of messages
from organizational leaders.

© 2005 Prentice Hall Inc. All rights reserved. 4–21

OB
OB Applications…
Applications… (cont’d)
(cont’d)
 Creativity
– People in good mood tend to be more creative than
people in bad mood
 Customer Services
– Emotions affect service quality delivered to customers
which, in turn, affects customer relationships.
 Deviant Workplace Behaviors
– Negative emotions lead to employee deviance (actions
that violate norms and threaten the organization).
• Productivity failures
• Property theft and destruction
• Political actions
• Personal aggression
© 2005 Prentice Hall Inc. All rights reserved. 4–22
 OB
OB Applications…
Applications… (cont’d)
(cont’d)

 Negotiation:
– Bad negotiation power leads to dissatisfaction and
negative emotions

 Job attitudes:
– A stressful day at work leads to unpleasant time at
home n vise versa
– Research supports that it has a trickle effect on the
spouse

© 2005 Prentice Hall Inc. All rights reserved. 4–23

  How can managers influence
moods ?

© 2005 Prentice Hall Inc. All rights reserved. 4–24