代写 Monash MGB2230 Organisational Behaviour

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代写 Monash MGB2230 Organisational Behaviour

MGB2230 Organisational Behaviour

Week 4: Do feelings

matter? Emotions,

stress, and well-

being at work.

MGB2230 – Organisational Behaviour

Source:uxmag.com

Lesson Objectives

1. Understanding emotions and moods, their

differences, and how they are linked to behaviours.

2. Discuss the concept of emotional labour and apply it

to workplace situations

3. Discuss emotional intelligence and how it can be

developed

4. Discuss the role of stress in the workplace, its

antecedents and consequences, as well as how it can

be managed.

source:www.nevermindthemanager.com

This week’s essential readings

Textbook Chapter 4 and Chapter 7

Barsade, S. G. (2002). The ripple effect: Emotional contagion and its influence on

group behavior. Administrative Science Quarterly, 47, 644-675.

Salovey, P. & Mayer, J. D. (1990). Emotional intelligence. Imagination,

Cognition, and Personality, 9, 185-211.

Recommended:

Jari J. Hakanen , Wilmar B. Schaufeli & Kirsi Ahola (2008) The Job Demands

Resources Model: A three-year cross-lagged study of burnout, depression,

commitment, and work engagement, Work & Stress, 22:3, 224-241

Meek, C.B. (2004) "The dark side of Japanese management in the 1990s:

Karoshi and ijime in the Japanese workplace", Journal of Managerial

Psychology, Vol. 19 Iss: 3, pp.312 - 331

Emotions at Work

Positive Emotions

• Improve cognitive functioning

• Improve health and coping mechanisms

• Enhance creativity

Negative Emotions

• Lead to workplace deviance

• Lead to unhealthy coping mechanisms

and physical condition

How Emotions Influence Behaviour

• Emotions are automatic and

unconscious most of the time

• Like perception, we form emotions about

incoming sensory information

unconsciously

• Emotions shape our longer-term feelings

towards aspects of our jobs

• If we experience a positive emotion we

are likely to have a positive attitude

source: http://wire.wisc.edu/

Positive and Negative Affect

• Emotions cannot be neutral.

• Emotions (“markers”) are grouped

into general mood states.

• Mood states affect perception and

代写 Monash MGB2230 Organisational Behaviour

Affective Events Theory (AET)

Work Events

Daily hassles

Daily uplifts

Work Environment

Characteristics of the

job

Job demands

Requirements for

emotional labour

Job Satisfaction

Job Performance

Emotional

Reactions

Positive

Negative

Personal

Dispositions

Personality

Mood

(Ashkanasy & Daus, 2002)

Generating positive emotions at work

• The emotions-attitudes-behaviour model illustrates that attitudes are

shaped by ongoing emotional experiences

• Thus, successful companies actively create more positive than

negative emotional episodes.

http://www.designboom.com/wp-content/uploads/2013/02/Gtelaviv_05.jpg http://officesnapshots.com/wp-content/uploads/2013/06/DOCKS_GroundFloor_4.jpg

Emotional Labour

• Effort, planning and control needed

to express organisationally desired

emotions during interpersonal

transactions (Referred to as display

rules)

• People expect us to behave in a

certain way as “appropriate” to our

jobs

• Originally linked to service industry

jobs:

– Flight attendants

– Debt collectors

– Funeral parlour attendants

 Emotional labour likely in:

• Face-to-face or voice-to-voice contact

jobs

• Roles that require workers to produce

an emotional state in others

• Enables employers a degree of control

over staff

 Higher when job requires:

• Frequent and long duration display of

emotions

• Displaying a variety of emotions

• Displaying more intense emotions

Hayes and Kleiner, 2001

http://myheartsisters.org/tag/emotional-labor/

Emotional Labour (cont’d)

 Thought to lead to dysfunctional

behaviour in employees (low job

satisfaction)

 Difficult to display expected

emotions accurately, and to hide

true emotions

 Emotional Dissonance:

• Employees have to project one emotion

while simultaneously feeling another

• Can be very damaging and lead to burnout

Neutral emotional demeanor

• Minimal emotional expression,

monotonic voices

• South Korea, Japan, Austria

Active emotional expression

• Emotions revealed through voice and

gestures

• Kuwait, Egypt, Spain, Russia

Emotional Intelligence

“Ability to perceive and express

emotion, assimilate emotion in

thought, understand and reason with

emotion, and regulate emotion in

oneself and others”

McShane et. al., 2010, p. 130

Salovey & Mayer, 1990

For

• Intuitive appeal

• Predicts important outcomes (job performance)

• Biologically based

Against

• No clear definition

• Cannot be measured

• Not different to personality

The case for and against emotional intelligence

Stress

What is Stress?

• Stress is a response to stimuli that is

perceived by a person to be of a

threatening or challenging nature.

• The response of stressful stimuli can

affect a person’s well-being in a

psychological or physiological form.

• Physical stress – involves

environmental pollution, noise,

inadequate supply of oxygen etc.

• Psychological stress – stems from the

way we react to anything; whether the

threat is real or imagined

• Psychosocial stress – stressors from

interpersonal relationships – conflict or

isolation and loneliness

A Model of Stress

Why is understanding stress important?

Consequences of Stress

Karoshi – death from overwork

Defined as “a condition in which psychologically

unsound work processes…continue in a way

that disrupts…normal life rhythms, leading to a

build-up of fatigue in the body and

accompanied by…high blood pressure and a

hardening of the arteries, finally resulting in a

fatal breakdown”

(Ueneyanagi, 1988:2)

Karojisatsu– suicide from overwork

has also become a social issue in Japan since the

latter half of the 1980s. Long work hours,

heavy workloads, lack of job control, routine

and repetitive tasks, interpersonal conflicts,

inadequate rewards, employment insecurity,

and organizational problems could become

psychosocial hazards at work.

(ILO, 2013)

 Costs Australian businesses more than

$10 billion per year

 Mental stress claims most expensive

form of workers’ compensation

 Claimed by professionals due to work

pressure

 Women more likely to claim as a result of

work-related harassment or bullying

Safework Australia, 2013

Consequences of stress (cont’d)

General Adaptation Syndrome

Distress – deviation from healthy functioning.

Eustress – enough stress to activate and motivate.

Antecedents of stress

Preventative stress maintenance

Managing Stress

Individual approaches

• Implementing time management

• Increasing physical exercise

• Relaxation training

• Expanding social support network

Organisational approaches

 Improved personnel selection and job

placement

 Training

 Use of realistic goal setting

 Redesigning of jobs

 Increased employee involvement

 Improved organisational communication

 Offering employee sabbaticals

 Establishment of corporate wellness

programs

It’s (not) about the money, money, money

Motivation at work.

Textbook Chapter 5

Steers, R. M, Mowday, R. T, & Shapiro, D. L. (2004). Introduction to

special topic forum: The future of work motivation theory. Academy

of Management Review, 29, 379-387.

Chen, G., Ployhart, R. E., Thomas, H. C., Anderson, N., & Bliese, P. D.

(2011). The power of momentum: a new model of dynamic

relationships between job satisfaction change and turnover

intentions. Academy of Management Journal, 54(1), 159–181.

NEXT WEEK!

代写 Monash MGB2230 Organisational Behaviour