Ch 4: Workplace Emotions, Attitudes, And Stress

Front 1

EMOTIONS

Back 1

Psychological, behavioral, and physiological episodes that create a state of readiness; most occur without our awareness

Front 2

2 FEATURES OF EMOTIONS

Back 2

1. All have some degree of activation

2. All have core effect--evaluation

Front 3

CORE EFFECT

Back 3

Evaluate that something is good or bad

Front 4

CIRCUMPLEX MODEL OF EMOTIONS

Back 4

Evaluation--Range from Negative to Positive on the x-axis

Activation--Range from Low to High on the y-axis

Front 5

ATTITUDES

Back 5

The cluster of beliefs, assessed feelings, and behavioral intentions toward a person, object, or event

Front 6

ATTITUDES VS. EMOTIONS

Back 6

1. Judgement about an attitude object

2. Based mainly on rational logic

3. Usually stable for days or longer

Front 7

ATTITUDES VS. EMOTIONS

Back 7

1. Experiences related to an attitude object

2. Based on innate and learned responses to environment

3. Usually experienced for seconds or less

Front 8

Cognitive Dissonance

Back 8

Condition occurs when we perceive an inconsistency between our beliefs, feelings, and behavior

Front 9

Emotional Labor

Back 9

The effort, planning, and control needed to express organizational desired emotions during interpersonal transactions

Front 10

Display rules

Back 10

norms requiring us to display specific emotions and to hide other emotions

Front 11

Emotional intelligence

Back 11

A set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, an regulate emotion in oneself and others

Front 12

EVLN Model

Back 12

Identifies four ways that employees respond to dissatisfaction;

1. Exit

2. Voice

3. Loyalty

4. Neglect

Front 13

Exit

Back 13

Escaping the dissatisfying situation; includes leaving the organization or transferring to another unit.

Front 14

Voice

Back 14

An attempt to change, rather than escape from, the dissatisfying situation. Voice can be constructive or confrontational; e.g. filing formal grievance, or forming a coalition to oppose a decision.

Front 15

Loyalty

Back 15

Responding to the dissatisfaction by patiently waiting; to "suffer in silence"

Front 16

Neglect

Back 16

Reducing work effort, paying less attention to quality, and increasing absenteeism and lateness.

Front 17

JOB SATISFACTION EFFECT ON PERFORMANCE IS LOWER WHEN...

Back 17

Employees have less control over outputs.

Front 18

REVERSE EXPLANATION OF JOB SATISFACTION AND PERFORMANCE

Back 18

Job performance affects satisfaction, but only when rewarded

Front 19

SERVICE PROFIT CHAIN MODEL

Back 19

Job satisfaction influences company profitability indirectly through service quality, customer loyalty, and related factors. This is because:

1. Job satisfaction affects mood, leading to positive behaviors toward customers

2. Job satisfaction reduces employee turnover, resulting in more consistent and familiar service

Front 20

ORGANIZATIONAL COMMITMENT

Back 20

The employee's emotional attachment to, identification with, and involvement in a particular organization. 2 types:

1. Affective Commitment

2. Continuance Commitment

Front 21

AFFECTIVE COMMITMENT

Back 21

Emotional attachment to, identification with, and involvement in an organization

Front 22

CONTINUANCE COMMITMENT

Back 22

Calculative attachment - stay because too costly to quit

Front 23

STRESS

Back 23

An adaptive response to a situation that is perceived as challenging or threatening to the person's well being.

Front 24

EUSTRESS

Back 24

Good stress; it activates and motivates

Front 25

DISTRESS

Back 25

The physiological, psychological, and behavioral deviation from healthy functioning.

Front 26

GENERAL ADAPTIVE SYNDROME

Back 26

A model of stress experience, consisting of 3 stages:

Stage 1: Alarm Reaction

Stage 2: Resistance

Stage 3: Exhaustion

Front 27

PHYSIOLOGICAL EFFECTS OF DISTRESS

Back 27

Cardiovascular disease, hypertension, headaches

Front 28

BEHAVIORAL EFFECTS OF DISTRESS

Back 28

Work performance, accidents, absenteeism, aggression, poor decisions

Front 29

PSYCHOLOGICAL

Back 29

Dissatisfaction, moodiness, depression, emotional fatigue

Front 30

JOB BURNOUT

Back 30

The process of emotional exhaustion, cynicism, and reduced personal accomplishment resulting from prolonged exposure to stressors

Front 31

STRESSORS

Back 31

Any environmental condition that places a physical or emotional demand on the person

Front 32

PSYCHOLOGICAL HARRASSMENT

Back 32

Repeated and hostile or unwanted conduct, verbal comments, actions, or gestures that affect an employee's dignity or psychological or physical integrity and that result in a harmful work environment for the employee

Front 33

TASK CONTROL

Back 33

Too much or too little task control can be a stressor.

Front 34

WORK OVERLOAD

Back 34

Working more hours, more intensely than one can cope with; affected by globalization, consumerism, and ideal worker norm

Front 35

INDIVIDUAL DIFFERENCES THAT MINIMIZE DISTRESS:

Back 35

1. Better physical health--exercise, lifestyle

2. Appropriate stress coping strategies

3. Lower neuroticism

4. Higher extraversion

5. Positive self-concept

6. Lower workaholism

Front 36

MANAGING WORK-RELATED STRESS

Back 36

1. Remove the stressor; work/life balance initiatives

2. Withdraw from the stressors; vacations

3. Change stress perceptions; positive self-concept, humor

3. Control stress consequences; healthy lifestyle

4. Receive social support