CHAPTER 4:

EMOTIONS AND MOODS

EID3003

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 Why Were Emotions Excluded from OB Study?
3-2

 Myth of rationality –
emotions were the antithesis
of rationality and should not
be seen in the workplace
 Belief that emotions of any
kind are disruptive in the
workplace

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 AFFECT – EMOTIONS –
MOOD!!
 Affect – range of feelings which encompass emotions &
moods.
 Moods – feelings which are less intense than emotion and is
not directed towards any thing.
 Emotions – intense feelings that are directed towards
someone or something.
 Reactions
 Object specific
 Emotions can turn into moods

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 AFFECT, EMOTIONS, AND
3-4
MOODS

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THE SIX UNIVERSAL EMOTIONS

Happiness Surprise Fear Sadness Anger Disgust

Emotion Continuum

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 THE STRUCTURE OF A
MOOD
3-6

• Classifying Moods: Positive and Negative Affect

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 THE FUNCTIONS OF
3-7
EMOTIONS
 Emotions and Rationality
 Emotions are critical to rational thought:
they help in understanding the world
around us.
 Evolutionary Psychology
 Theory that emotions serve an
evolutionary purpose: helps in survival
of the gene pool
 The theory is not universally accepted

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 SOURCES OF EMOTIONS AND
MOODS
3-8

Personality
 Moods and emotions have a trait component: most people have built-in
tendencies to experience certain moods and emotions more frequently than
others do.
 People also experience the same emotions with different intensities. Contrast
Arsenal coach Arsene Wenger to Microsoft CEO Bill Gates. One is easily
moved to anger, while the other is relatively distant and unemotional.
 Wenger and Gates probably differ in affect intensity, or how strongly they
experience their emotions.
 affect intensity, or how strongly they experience their emotions.
 Affectively intense people experience both positive and negative
emotions more deeply: when they’re sad, they’re really sad, and
when they’re happy, they’re really happy.

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 SOURCES OF EMOTIONS AND
MOODS
3-9

Day of Week and Time of Day

 More positive interactions will likely occur mid-day and later
in the week

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 More Sources
3-10

Weather
 No impact according to research
Stress
 Increased stress worsens moods
Social Activities
 Physical, informal, and epicurean activities increase positive
mood
Sleep
 Lack of sleep increases negative emotions and impairs
decision making

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 Even More Sources
3-11

Exercise
 Mildly enhances positive mood
Age
 Older people experience negative emotions less frequently
Gender
 Women show greater emotional expression, experience
emotions more intensely and display more frequent
expressions of emotions
 Could be due to socialization

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 EMOTIONAL LABOR
3-12

An employee’s expression of
organizationally desired
emotions during interpersonal
transactions at work
Emotional dissonance is when
an employee has to project one
emotion while simultaneously
feeling another

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 EMOTIONS: FELT VS. DISPLAYED
EMOTIONS
 Felt emotions The individual’s Displayed emotions The learned
actual emotions emotions that the organization requires
 Actual feelings workers to show and considers
 In-born appropriate in a given job
 Emotion exhibited
 Natural response
 Desired, organizational
requirements.
 Learned

How do you fall victim to office politics is mostly a difference

between felt & displayed emotions?

Emotions are never neutral. Being neutral is being emotionless

 Surface Acting is hiding one’s true emotions

 Deep Acting is trying to change one’s feelings based on display rules
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 EMOTIONAL INTELLIGENCE
3-14

A person’s ability to:

 Be self-aware (to recognize his or
her own emotions as experienced),
 Detect emotions in others, and
 Manage emotional cues and
information.
Moderately associated with high job
performance
 The ability, capacity, or skill to
perceive, assess, and manage the
emotions of oneself, of others, and of
groups
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EMOTIONAL INTELLIGENCE ON
TRIAL
3-15

The case for: The case against:

 Intuitive appeal – it
makes sense
 EI predicts criteria that
matter –positively
correlated to high job
performance
 Study suggests that EI is
neurologically based
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 EI is too vague a
concept
 EI can’t be measured
 EI is so closely related
to intelligence and
personality that it is not
unique when those
factors are controlled
 OB APPLICATIONS OF EMOTIONS AND
MOODS
3-16

 Selection – Employers should consider EI a factor in

hiring for jobs that demand a high degree of social
interaction
 Decision Making – Positive emotions can increase
problem-solving skills and help us understand and
analyze new information
 Emotionally charged people make poor decisions, lose patience to
analyze the pros & cons
 People experiencing positive emotions are good decision makers.
Problem solving skills are sharpened

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 More OB Applications of Emotions and
Moods
3-17

 Creativity – Positive moods and feedback may

increase creativity
 Motivation – Promoting positive moods may give a
more motivated workforce
 People with high motivation are emotionally committed to their
work/project.
 Involvement with the job generates positive emotions
 Discouragement leads to low motivation level, hence negative
emotions can be displayed

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 Even More OB Applications of Emotions and
Moods
3-18

 Leadership – Emotions help convey messages more

effectively
 Leader rely a lot on expression of feelings by themselves
 They also read and understand others’ emotions to be a better leader.
 Leaders make people follow them by making them emotionally charged
 Emotionally charged people accept change readily
 Negotiation – Emotions may impair negotiator
performance
 Customer Service – Customers “catch” emotions from
employees, called emotional contagion

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 Even More OB Applications of Emotions and
Moods
3-19
 Job Attitudes – Emotions at work get carried home but rarely
carry over to the next day
 Deviant Workplace Behaviors – Those who feel negative
emotions are more likely to engage in deviant behavior at
work
 Actions which violate norms and threaten members or
organizations, such actions are called employee deviance
 These action scan be violent or non-violent; envy, jealousy,
back stabbing, etc.

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 Even More OB Applications of Emotions and
Moods
3-20
 Safety and Injury at Work – Bad moods can contribute to
injury at work in several ways.
 Individuals in negative moods tend to be more
anxious, which can make them less able to cope
effectively with hazards.
 A person who is always scared will be more
pessimistic about the effectiveness of safety
precautions because she feels she’ll just get hurt
anyway, or she might panic or freeze up when
confronted with a threatening situation.
 Negative moods also make people more distractible,
and distractions can obviously lead to careless
behaviors.
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 How Can Managers Influence Moods?
3-21

 Use humor to lighten the

moment
 Give small tokens of
appreciation
 Stay in a good mood
themselves – lead by example
 Hire positive people

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 GLOBAL IMPLICATIONS
3-22

Does the degree to which people experience emotions

vary across cultures?
Do people’s interpretations of emotions vary across
cultures?
Do the norms for the expressions of emotions differ
across cultures?
“YES” to all of the above!

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 IMPLICATIONS FOR
3-23
MANAGERS
 Understand the role of emotions and moods
to better explain and predict behavior
 Emotions and moods do affect workplace
performance
 While managing emotions may be possible,
absolute control of worker emotions is not

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 Keep in Mind…
3-24

 Positive emotions can increase problem-solving

skills
 People with high EI may be more effective in their
jobs
 Managers need to know the emotional norms for
each culture they do business with

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 SUMMARY
3-25

1. Differentiated emotions from moods and listed the basic

emotions and moods.
2. Identified the sources of emotions and moods.
3. Discussed the impact emotional labor has on employees.
4. Contrasted the evidence for and against the existence of
emotional intelligence.
5. Applied the concepts of emotions and moods OB issues.
6. Contrasted the experience, interpretation, and the expression
of emotions across cultures.

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