CH 03

What are emotions and moods?
What do emotions and moods influence behavior in

organizations?
What are attitudes?
What is job satisfaction and what are its

implications?
Copyright © 2008 John Wiley & Sons, Inc. 3-2

Affects
 Broad range of feelings, in the form of moods and
emotions, that people experience in their life context.
 Emotions are strong positive or negative feelings
directed toward something.

Emotional intelligence (EI)
 Ability to understand emotions and manage
relationships effectively.

Four Dimensions of Emotionally Intelligent Leadership

Major Joy
Emotions
Anger
Love
Fear Sadness
Surprise

Self conscious emotions
 Arise from internal sources (shame, guilt, embarrassment,
pride) and help regulate interpersonal relationships.
Social emotions
 Arise from external sources (pity, jealousy) and refer to
individuals’ feelings based on information external to
themselves.

Moods
Generalized positive or negative feelings or states

of mind.

Emotions Moods
“I was really angry when Prof. “Oh, I just don’t have the energy to do
Nitpicker criticized my presentation” much today. I’ve felt down all week.”
•Identified with a source, cause •Hard to identify cause
•Tend to be brief, episodic •Can be long lasting
•Many forms and types •Either positive or negative
•Action oriented; link to behavior •More cerebral; less action oriented
•Can turn into a mood •Can influence emotion

Emotion and mood contagion – spillover effects of one’s
emotions and mood onto others.
Emotional labor – regulating one’s emotions to display
those desired by the organization.
Emotional dissonance – inconsistencies between emotions
we feel and emotions we project.

Deep acting
 Trying to modify your true inner feelings based on
display rules.
Surface acting
 Hiding true feelings while displaying different ones.

Display rules
 Informal standards that govern the degree to which it
is appropriate for people from different cultures to
display their emotions.

Positive affect
 tendency to be perceptually positive
Negative affect
 tend to experience negative moods in a wide range of
settings and under many different conditions

Work Environment:
•Characteristics of job
•Job demands
•Emotional labor
requirements
Job Satisfaction
Emotional
Work Events:
Reactions:
•Daily hassles
•Positive
•Daily uplifts
•Negative
Job Performance
Personal
Predispositions:
•Personality
•Mood

Attitude
 Predisposition to respond in a positive or negative
way to someone or something in one’s environment.

Cognitive component
 Underlying beliefs, opinions, knowledge, or information a person
possesses.
Affective component
 Specific feeling regarding the personal impact of the antecedents.
Behavioral component
 Intention to behave in a certain way based on your specific feelings or
attitudes.

Cognitive dissonance
 A psychologically disturbing state of inconsistency
between an individual’s attitudes and his or her behavior.
Cognitive dissonance can be reduced by:
 Changing the underlying attitude.
 Changing future behavior.
 Developing new ways of explaining or rationalizing the

inconsistency.

Job satisfaction
 An attitude that reflects whether individuals feel positively
or negatively about their jobs.
Job Involvement
 Degree to which individuals are dedicated to their jobs.
Organizational Commitment
 Degree of loyalty to the organization.

Five facets of job satisfaction:
 The work itself
 Quality of supervision
 Relationships with co-workers
 Promotion opportunities
 Pay

The Job Descriptive Index (JDI) is a questionnaire
that addresses aspects of satisfaction with which
good managers should be concerned.
Take the sample survey.

Withdrawal effects
 Dissatisfied workers are absent more frequently, are not
engaged in their work (daydreaming, socializing, web surfing),
and are more likely to quit.
 Employee turnover results in costly corporate impact:
 Loss of talent
 Replacement cost

Organizational Citizenship
 Behaviors that represent employees’ willingness to go
the extra mile in their work.
 Advancing organizational interests, positive attitudes
and public comments.
 Helping behaviors that are unsolicited (volunteering,

mentoring).

Relationship between satisfaction and performance
– three theories:
 Satisfaction causes performance.
 Performance causes satisfaction.
 Rewards cause satisfaction and performance.

Theory: Satisfaction causes performance
 Managerial implication — to increase employees’ work
performance, make them happy.
 Job satisfaction alone is not a consistent predictor of
work performance.

Theory: performance causes satisfaction
 Managerial implication — help people achieve high
performance, then satisfaction will follow.
 Performance in a given time period is related to
satisfaction in a later time period.
 Rewards link performance with later satisfaction.

Theory: rewards cause both satisfaction and performance
 Managerial implication — Proper allocation of rewards can
positively influence both satisfaction and performance.
 High job satisfaction and performance-contingent rewards
influence a person’s work performance.
 Size and value of the reward should vary in proportion to the
level of one’s performance.

If you won the lotto, would you ever work again?
Consider the meanings we derive from work

(social identity, accomplishment, achievement).
How would replace these?

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What are emotions and moods?

What do emotions and moods influence behavior in

What are attitudes?

What is job satisfaction and what are its

Copyright © 2008 John Wiley & Sons, Inc. 3-2

Copyright © 2008 John Wiley & Sons, Inc. 3-3

Copyright © 2008 John Wiley & Sons, Inc. 3-4

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Generalized positive or negative feelings or states

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 Changing future behavior.

 Developing new ways of explaining or rationalizing the

Copyright © 2008 John Wiley & Sons, Inc. 3-18

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 Relationships with co-workers

Copyright © 2008 John Wiley & Sons, Inc. 3-20

Take the sample survey.

Copyright © 2008 John Wiley & Sons, Inc. 3-21

Copyright © 2008 John Wiley & Sons, Inc. 3-22

 Helping behaviors that are unsolicited (volunteering,

Copyright © 2008 John Wiley & Sons, Inc. 3-23

 Performance causes satisfaction.

 Rewards cause satisfaction and performance.

Copyright © 2008 John Wiley & Sons, Inc. 3-24

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Consider the meanings we derive from work

Copyright © 2008 John Wiley & Sons, Inc. 3-28

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