Occupational - emotion - Flashcards in BTEC National Art & Design

Why has emotion at work been an ignored topic IN WORKPLACE until recently?

Work has been viewed as rational (Briner, 1999). Poorly conceived (and gender-distorted) view of emotion e.g., Taylor’s scientific management discounted emotion – irrational, personal, and feminine (Mumby & Putman, 1992)

1 of 127

Why has emotion at work been an ignored topic IN WORK PSYCHOLOGY until recently?

Difficult to study (Briner, 1999)

2 of 127

LIMITATIONS OF STRESS AND SATISFACTION TRADITIONAL APPROACHES - Research on stress and satisfaction is...

non-specific. They describe and explain why people at work feel good or bad (Briner, 1999)

3 of 127

LIMITATIONS OF STRESS AND SATISFACTION TRADITIONAL APPROACHES - Unhelpful in developing...

Good theories (Briner, 1999)

4 of 127

LIMITATIONS OF STRESS AND SATISFACTION TRADITIONAL APPROACHES - Both are only weakly related to...

individual and organizational outcomes (e.g., absence, performance). Parallels work on attitude and behaviour relationships (Briner, 1999)

5 of 127

What is affect?

Umbrella term encompassing abroad range of feelings that individuals experience, including feeling states and traits (Watson & Clark, 1984)

6 of 127

Weiss & Cropanzano, 1996

In OB, emotion is defined as a mental/cognitive response to an event or entity

7 of 127

Briner & Kiefer, 2005

Some components of emotion:Cognitive appraisal,motivational component-change in action tendencies/behaviour(e.g.approach,avoidance),neurophysiological reaction,expressive/communicative component(e.g.facial expression),more recently- social component

8 of 127

eg. Watson & Tellegen, 1985

Studies of facial expressions, semantic similarity, and self-reports have produced similar results: The Circumplex Model of Affect

9 of 127

Circumplex model (e.g. Watson & Tellegen, 1985)

Each emotion or mood is defined by the extent to which it involves the underlying dimensions of pleasure and activation

10 of 127

Circumplex model (e.g. Watson & Tellegen, 1985) - in relation to occupational psychology

For example, Job Engagement is high activation-high pleasure; Job Satisfaction is high-activation and high-pleasure OR low-activation and high-pleasure

11 of 127

Ortney, Clore, & Collins, 1988

EXAMPLES OF EMOTIONS: pride; self-reproach (embarrassment, guilt); reproach of other (contempt, disdain); gratitude; anger; gratification (self-satisfied, smug); remorse; joy; distress; happy-for (pleased-for); sorry-for, resentment, gloating...etc.

12 of 127

WHY ARE EMOTIONS IMPORTANT

How we feel matters to us - who wants to feel bad? • Psychologists see emotion as a central part of broader domain of well-being. • They affect how we think • They create and sustain motivation • They affect how we behave

13 of 127

Fineman, 2003

THE EMOTIONAL ORGANIZATION.An affective revolution-places people at the centre of the organisation.Emotion as the prime medium through which people act and interact-affect permeates organisations.What organisations can do to people emotionally

14 of 127

Briner, 1999 - Examples of Organizational Behaviours and Cognitions likely to be Influenced by Emotion - general categories

Withdrawal/engagement; motivation; pro- and anti-social behaviour; careers; teamwork; relationships; cognitive processes

15 of 127

Briner, 1999 - Examples of Organizational Behaviours and Cognitions likely to be Influenced by Emotion -Specific Behaviours and Cognitions - withdrawal/engagement

Intention to quit, absence, turnover, affective and continuance commitment

16 of 127

Briner, 1999 - Examples of Organizational Behaviours and Cognitions likely to be Influenced by Emotion -Specific Behaviours and Cognitions - motivation

Focusing of attention, initiating action, sustaining action, anticipation of rewards, avoiding negative emotions (avoidance motivation), self-efficacy, counter-productive behaviours

17 of 127

Briner, 1999 - Examples of Organizational Behaviours and Cognitions likely to be Influenced by Emotion -Specific Behaviours and Cognitions - pro- and anti-social behaviour

Organizational citizenship behaviours, extra-role behaviours, aggression, harassment, criticism, misbehaviour

18 of 127

Briner, 1999 - Examples of Organizational Behaviours and Cognitions likely to be Influenced by Emotion -Specific Behaviours and Cognitions - careers

Career transitions, career decisions, learning and personal development

19 of 127

Briner, 1999 - Examples of Organizational Behaviours and Cognitions likely to be Influenced by Emotion -Specific Behaviours and Cognitions - teamwork

Team climate, interpersonal relations, coordination, communication

20 of 127

Briner, 1999 - Examples of Organizational Behaviours and Cognitions likely to be Influenced by Emotion -Specific Behaviours and Cognitions - relationships

Charismatic/transformational/destructive leadership, manager-subordinate relationships, leadership effectiveness, co-worker relations, relational systems

21 of 127

Briner, 1999 - Examples of Organizational Behaviours and Cognitions likely to be Influenced by Emotion -Specific Behaviours and Cognitions - cognitive processes

Decision-making, social judgements, attention

22 of 127

CAUSES OF EMOTION - Numerous theoretical approaches exist, some are particularly useful for considering the causes of emotion at work- e.g., Lazarus, 1966

Emotion as cognitive appraisal

23 of 127

CAUSES OF EMOTION - Numerous theoretical approaches exist, some are particularly useful for considering the causes of emotion at work - e.g., Parkinson, 1996

Social approaches

24 of 127

CAUSES OF EMOTION - Numerous theoretical approaches exist, some are particularly useful for considering the causes of emotion at work - e.g., Carver & Scheier, 1990

Goal-based approaches

25 of 127

***Few studies that provide evidence of the...***

causes of specific emotions, but becoming more common. Frequently thought about as events as causes of emotion (Briner & Totterdell, 2002)

26 of 127

Weiss & Cropanzano, 1996 - affective events theory - background

Affective events theory (Weiss & Cropanzano, 1996) represents the first major framework for studying the causes, consequences (attitudinal and behavioural) and structure of affective work experiences such as emotion and mood

27 of 127

Weiss & Cropanzano, 1996 - affective events theory - Events at work

(e.g. goal achievement, arguments with colleagues, passed over for promotion) seen as causes of affective experience

28 of 127

Weiss & Cropanzano, 1996 - affective events theory - the effects of emotion...

impact not only on overt behaviours, but also on cognition and on subsequent emotion

29 of 127

Weiss & Cropanzano, 1996 - affective events theory - Affective experiences directly affect some...

behaviours (affect driven behaviours), and indirectly affect others via their influence on attitudes such as job satisfaction (judgementdriven behaviours)

30 of 127

Weiss & Cropanzano, 1996 - affective events theory - the theory focuses on...

the role of episodes of emotion and how they unfold over time

31 of 127

Weiss & Cropanzano, 1996 - affective events theory - less concern with...

simple stimulus-response approach to emotion and more concern with the on-going process

32 of 127

Weiss & Cropanzano, 1996 - affective events theory - central feature of emotion is its...

dynamic nature, the ebb and flow of emotion, behaviour and cognition

33 of 127

Weiss & Cropanzano, 1996 - affective events theory - emotion occurs in the context of...

a personal narrative - our history, present and anticipated future

34 of 127

Weiss & Cropanzano, 1996 - affective events theory - concentrate on the....

relationship between the person and their context and how that unfolds over time

35 of 127

Gibson & Callister, 2010

Anger episode. Work event/antecedents --> experienced anger --> expression or regulation --> consequences. Moderators influencing the anger episode: level(individual/group/organisation); research focus (gender,status differences, emotion norms)

36 of 127

Methodologies for Studying Emotion - Different methodologies - Fisher, 2000

Experience sampling methodology

37 of 127

Methodologies for Studying Emotion - Different methodologies - Fitness, 2000

Narratives

38 of 127

Methodologies for Studying Emotion - Different methodologies - Hahn, 2000

Quantitative daily diary method

39 of 127

AFFECT and OUTCOMES - George & Brief, 1996

Positive mood affects behaviour by altering selefficacy. expectancy, effort and persistence on tasks

40 of 127

AFFECT and OUTCOMES - Lyubomirsky et al, 2005

Some effects of mood and emotion at work - Meta-analysis - job performance; customer service; spontaneity; organisational citizenship behaviour; prosocial behaviour; negotiation resolution; negative correlation with withdrawal behaviours

41 of 127

Amabile et al, 2005

AFFECT and OUTCOMES - Some effects of mood and emotion at work - Creative problem solving

42 of 127

Fredrickson, 2001

Broaden and build theory

43 of 127

Explanation of Fredrickson, 2001 - Broaden and build theory

Affect & outcomes-broadens&builds resources for the future;positive affect broadens cognitive processes&negative affect narrows them;emotions such as joy therefore lead to flexible thinking,enhances motivation to approach novelty; build relationships

44 of 127

George & Zhou, 2002

AFFECT and OUTCOMES - Negative moods sometimes have positive effects - Creativity on tasks considered serious rather than fun

45 of 127

Schwarz et al., 1991

AFFECT and OUTCOMES - Negative moods sometimes have positive effects - more effective decision making

46 of 127

George, 2011

Dual Tuning model - Both positive and negative affect are functional and adaptive and should be considered in tandem

47 of 127

George & Zhou, 2002

Dual Tuning model - Negative moods can sometimes have positive performance effects because they signal that something is going wrong that needs attention e.g., in jobs that require creativity

48 of 127

Madrid et al., 2014

The importance of activation e.g. Innovative work behaviour

49 of 127

Bindl et al., 2012

The importance of activation e.g. proactivity

50 of 127

George, 2000

Affect and leadership - Emotions permeate the leadership process , both in terms of the emotions leaders feel and express and the emotion followers feel towards their leaders

51 of 127

e.g., Huy, 2002

Affect and leadership - Emotion regulation; inter and intra-personal

52 of 127

George, 1995

EMOTIONAL CONTAGION. • Spread of emotions in organizations, by conscious and nonconscious processes. - Among employees in a team: group’s affective tone is associated with performance outcomes, such as customer service and absenteeism

53 of 127

SUMMARY – Experience of Emotion - Traditional approaches to studying feelings has concentrated on...

stress and satisfaction

54 of 127

SUMMARY – Experience of Emotion - Emotions are relatively...

intense, short-lived, and directed at an object

55 of 127

SUMMARY – Experience of Emotion - Emotion impacts not only on...

overt behaviours, but also on cognition and subsequent emotion

56 of 127

SUMMARY – Experience of Emotion - AET provides a dynamic account of...

the causes, consequences and structure of affective work

57 of 127

SUMMARY – Experience of Emotion - In the workplace emotions are important for many reasons e.g.,...

they shape organizational processes and procedures, group dynamics, organizational change, decision making, careers

58 of 127

SUMMARY – Experience of Emotion - • Research on mood and trait affect shows that....

the effects are pervasive

59 of 127

***What is emotion?***

Usually relatively intense and short-lived affective condition which are elicited by a particular target of cause (Frijda, 1986)

60 of 127

***What is mood?***

Usually less intense and longer lasting affective state which is not directed at any specific object, reflecting more diffuse and generalized evaluative processes (Frijda, 1986)

61 of 127

***Lyubomirsky et al., 2005***

Affect is important in organisations.A meta-analysis showed that a person's tendency to experience positive emotions&moods is related to increases in a range of work performance measures, such as higher income&more positive supervisory evaluations

62 of 127

***Gibson & Callister, 2010 - anger episode - work event antecedents***

fairness/justice; goal interference; interpersonal conflict

63 of 127

***Gibson & Callister, 2010 - anger episode - experienced anger***

Subjective; physiological; cognitive. When an individual experiences anger it involves cognitive appraisals, somatic or physiological reaction, action tendencies and a "feeling" of being angry (Frijda, 1986).

64 of 127

***Gibson & Callister, 2010 - anger episode - expression or regulation***

Authentic; controlled; silent. Gibson & Callister (2010)propose that people regulate their anger in a variety of different responses, depending upon their evaluation of the organisational dynamics, personal tendencies and awareness of emotional norms

65 of 127

***Gibson & Callister, 2010 - anger episode - consequences***

Valence; levels of analysis.the amount of anger regulation in an episode is important because the intensity of anger expression has been shown have an effect on anger outcomes,with stronger intensity = more negative consequences (Gibson et al., 2009)

66 of 127

***Gibson & Callister, 2010 - anger episode - work event antecedents - fairness and justice***

Research has suggested that people will experience negative emotions when they identify that they have been treated unfairly (Adams, 1965)

67 of 127

***Gibson & Callister, 2010 - anger episode - work event antecedents - goal interference***

interference with a person's accomplishment of plans or achievement of goals is a common cause of anger (Shaver et al., 1987)

68 of 127

***Gibson & Callister, 2010 - anger episode - work event antecedents - interpersonal conflict***

Allred (1999) gives a theoretical model proposing that interpersonal conflict results in anger and retaliation when a person blames another person for detrimental behaviour towards them.

69 of 127

***Ashkanasy and Humphrey (2011)***

have concluded that empirical research on AET has been consistently supportive of the theory and that it is now being used to explain a variety of behaviours, such as counterproductive work behaviour.

70 of 127

***Spector (2015) - Grandey et al., 2015***

The requirement for emotional displays that are in conflict with authentic feelings is stressful for employees&can reduce resources that could otherwise be focused towards job performance.A proposal to eradicate emotional display rules

71 of 127

***Spector (2015) - Humphrey et al (2015)***

The bright side of emotional labour.In particular, they propose that positive effects will occur when emotional displays are consistent with employee identities (e.g. as a caring person)

72 of 127

***Spector (2015) - both sets of authors...***

agree that surface acting can have detrimental effects on employees&both agree that employees should be treated fairly so they will naturally experience&thus express positive emotions naturally at work.So organisations would not have to demand it

73 of 127

***Yam et al., 2016 - background***

Investigated whether leaders' interactions with customers has an effect on their tendency to abuse their follows. Portrayed from ego-depletion theory to describe the role of self-control in abusive supervision

74 of 127

***Yam et al., 2016 - found***

Found that leaders who experience more depletion through surface acting during interactions with customers are more likely to abuse their followers, than leaders who experience less depletion.

75 of 127

***Yam et al., 2016 - also found***

leaders’ trait self-control was an important moderator of these effects.

76 of 127

Mann (1999)

Employee may express the emotions being experienced, but often they express different or modified emotions. found that employees reported hiding their true feelings and faking emotions in about 60% of workplace communications.

77 of 127

(Rafaeli & Sutton, 1989)

So an employee’s felt emotions can be distinguished form his of her displayed emotions

78 of 127

Displaying emotions that differ from what we are feeling involves...

Emotional regulation

79 of 127

(Hochschild, 1983)

Emotional labour is: The management of feeling to create a publicly observable facial and bodily display; emotional labour is sold for a wage

80 of 127

(Morris & Feldman, 1996)

The effort, planning, and control needed to express organizationally desired emotion during interpersonal transactions

81 of 127

All but the most solitary jobs involve some emotional labour, because...

employer-sanctioned rules regarding emotional expression are likely to exist whenever there is a social interaction and because most jobs are likely to be done better when employees use appropriate emotional expressions.

82 of 127

Emotional labour is most prominent in jobs involving...

high levels of interaction with customers and clients, where emotional expression is central to the jobs

83 of 127

Emotional expression has therefore been studied in a range of service roles e.g.,

flight attendants (Hochschild, 1983), - supermarket cashiers (Rafaeli & Sutton,1990), debt collectors (Sutton, 1991), - hairdressers (Parkinson, 1991), - fast-food workers (Leidner, 1991), - criminal interrogators (Rafaelli & Sutton, 1991)

84 of 127

(Rafaeli & Sutton,1990)

SUPERMARKET CASHIERS.Observed transactions involving cashiers in Israeli supermarkets.Collected ratings of smiling&thanking etc.56% of transactions rated unpleasant,no eye contact in 61%,no thanking in 82%

85 of 127

(Rafaeli & Sutton,1990) - less positive emotion displayed when....

store was busy because it encouraged customers to prolong interactions.

86 of 127

(Rafaeli & Sutton,1990) - more positive emotion displayed with....

demanding customers because it gained customers’ compliance.

87 of 127

(Sutton, 1991) - background...

DEBT COLLECTORS.study to identify emotional norms&their maintenance.Used grounded theory.Collectors phone debtors every 7 days.Threats range from loss of card to loss of assets.Use more experienced collectors with “more delinquent” debtors.

88 of 127

(Sutton, 1991) - collectors are...

selected, socialised and rewarded for conveying urgency (high arousal with hint of irritation), and for using contingent emotional expression

89 of 127

(Sutton, 1991) - contingent strategies

that appropriate emotional expression for debt collectors depended on the emotional state of the debtor on the other end of the phone

90 of 127

(Sutton, 1991) - contingent strategies - examples

Display warmth to anxious debtors because they are over-aroused and can’t process information until calmer. Display irritation/anger to indifferent/friendly/sad debtors because they are under-arousad.Display calm to angry debtors

91 of 127

(Sutton, 1991) - found

Collectors’ feelings match required emotional display when debtors are anxious or indifferent.Feelings clash with required display when debtors are friendly,sad or angry.

92 of 127

(Sutton, 1991) - Taught to cope with dissonance by:

detachment, appraisal and releasing feelings outside of calls

93 of 127

Ashforth and Humphrey (1993)

Display rules refer to what emotions ought to be publicly expressed by employees.

94 of 127

Briner & Totterdell, 2002

Employees may comply with display rules because they will gain personal benefit. Social conformity is another reason for compliance.However,an employee may also comply because they identify with their job & agree with the norms

95 of 127

Emotional labour is not just restricted to...

low-skilled service work. Many professional workers are expected to be skilled at emotion management - largely tacit and unwritten

96 of 127

Expressing emotions can lead to organisational losses if...

employees show inappropriate emotions. For example, business may be lost because of rude customer service (Briner & Totterdell, 2002)

97 of 127

Emotional labour accomplished by 2 main methods:

Surface acting and deep acting (Hochschild, 1983)

98 of 127

(Hochschild, 1983) - surface acting

The employee displays but does not experience the emotion

99 of 127

(Hochschild, 1983) - deep acting

The employee displays and experiences the emotion. This can be achieved by invoking thoughts and images congruent with the emotion. Likely to lead to more authentic display.

100 of 127

CONSEQUENCES OF EMOTIONAL LABOR - (Rafaeli & Sutton, 1987)

Consequences of emotional labour - Consequences for Organisations Immediate gains (eg. sales) Encore gains (eg. repeat businees) Contagion gains (eg. word of mouth) • Consequences for Employees Performance (eg. Tips, career progression) Well-Being

101 of 127

(Parkinson, 1991) - background

women on YTS hairdressing scheme interviewed&given questionnaire.Employees encouraged to project “authentic” pleasant hospitality,which could result in tips/return visit.Trainees must adjust to emotional role.

102 of 127

(Parkinson, 1991) - measures included

Impression management eg. “I may deceive people by being friendly”. - Openess eg. “I find it easy to talk to strangers”. - Expressiveness eg. “I can easily express emotion over the telephone”.

103 of 127

(Parkinson, 1991) - findings

Openness&expressiveness accounted for half variance in tips.Expressiveness correlated with salon price.Some trainees reported using deceptive impression management strategies-these trainees reported lower job satisfaction&reduced well-being

104 of 127

Hochschild (1983) - was concerned about the....

difficulties emotional labourers experience when when their emotional display and private feelings have to follow corporate rules and scripts. When we are ‘battling with ourselves’ to disguise our feelings.

105 of 127

van Maanen and Kunda, 1989

telling people how they should feel might actually be counterproductive

106 of 127

Hochschild (1983) - method

Watched sessions for training attendants&conversations with trainees&experienced attendants during the sessions.Interviewed various personnel e.g.mangers.Examined Delta advertisements.Observed the attendant recruitment process.Open-ended interviews

107 of 127

Hochschild (1983) - found

Expected to follow 'feeling rules"&live up to the seductive adverts.The warmth&smiles had to be 'inside out'-despite time pressures,provocative customers etc.Some practiced 'deep acting' &others practiced surface acting.Identity threat

108 of 127

Zapf et al, 1990

Effects of labour can be mixed eg. can lead to both personal accomplishment and to emotional exhaustion

109 of 127

Hülsheger & Schewe, 2011

Meta-analysis - Surface acting has negative relationship with well-being&weak negative relationship with performance. Deep acting has no relationship with well-being, but positive relationship with emotional performance and customer satisfaction

110 of 127

Schaubroeck & Jones, 2000

Requirement to express positive emotions associated with ill health but mainly among employees who did not identify with their job

111 of 127

Adverse effects more likely when there is a mismatch between....

displayed and felt emotion and display rules

112 of 127

One type of mismatch, known as emotional deviance, occurs when ...

display rules are disregarded. (Rafaeli and Sutton, 1987). Can be serious if the rules have been internalised (ie still accepted) eg. nurse who can’ t express empathy due to burnout.

113 of 127

Another mismatch, known as emotional dissonance, occurs when ....

expressed emotions satisfy display rules but clash with actual feelings. Dissonance been found to be associated with negative consequences, such as emotional exhaustion, physical symptoms, and lower job satisfaction (Zapf et al., 1999).

114 of 127

Yam et al, 2016) - surface acting during...

customer interactions depleted leaders of of their self-control resources, resulted in elevated levels of abusive supervision. Issue of power

115 of 127

Ashforth & Humphrey, 1993

Social identity theory. Employees who identify with their role will feel more authentic in complying with display rules, but will suffer more if the organisation fails or if they cannot fulfil demands

116 of 127

Cote, 2005

Social interaction model. Personal outcome may depend on response of customer/client

117 of 127

Wharton & Erickson, 1993

Work-Home Issues. Role overload may occur when emotion management is high at work and at home. Role conflict may occur when emotion norms differ at work and at home

118 of 127

Wagner et al, 2014

Research suggests that surface acting with customers can spillover to effect family conflict

119 of 127

One of the key methods used to manage employee emotion...

is through training. In particular, jobs that involve high levels of emotional labor usually train employees to follow display rules.

120 of 127

Other methods used to manage employee motivation is through ...

monitoring, feedback, rewards, sanctions and providing role models.

121 of 127

Raises ethical issues and moral issues. Emotional behaviour might be outside what....

employers can reasonably demand (Briner & Totterdell, 2002)

122 of 127

Ashforth and Humphrey, 1993

Employees may resist attempts to control emotional display.

123 of 127

Ensure that people selected for emotionally demanding jobs have...

attributes which facilitate their performance (Briner & Totterdell, 2002)

124 of 127

Raises practical issues. • Job design.

A key issue is how to design jobs with high levels of emotional demands so employees can do them safely and effectively. E.g., jobs with high levels of emotional demands (Briner & Totterdell, 2002)

125 of 127

An emotion perspective may provide more effective interventions in the workplace to....

enhance well-being. Has promise because it has a more focused way of assessing employees feelings than for example a stress survey (Briner & Totterdell, 2002)

126 of 127

SUMMARY – Expression of Emotion

Emotional regulation and labour • Display rules • Deep and surface acting • Adverse and beneficial effects of emotional labour • Emotional dissonance and deviance • Managing emotion

127 of 127

Get Revising

Occupational - emotion

Other cards in this set

Card 2

Front

Back

Card 3

Front

Back

Card 4

Front

Back

Card 5

Front

Back

Comments

Similar Art & Design resources:

Other cards in this set

Card 2

Front

Back

Card 3

Front

Back

Card 4

Front

Back

Card 5

Front

Back

Comments

Related discussions on The Student Room

Similar Art & Design resources: