3-1
Essentials of
Organizational Behavior, 11/e
Global Edition
Stephen P. Robbins & Timothy A. Judge
Chapter 3
Moods, Emotions and Organizational
Behaviour
Copyright ©2012 Pearson Education
After studying this chapter, you should be able to:
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1.
Differentiate emotions from moods, and list the basic
emotions and moods.
2.
Identify the sources of emotions and moods.
3.
Show the impact emotional labor has on employees.
4.
5.
6.
Contrast the evidence for and against the existence of
emotional intelligence.
Apply the concepts of emotions and moods to specific
OB issues.
Contrast the experience, interpretation, and the
expression of emotions across cultures.
Copyright ©2012 Pearson Education
Why Were Emotions Excluded from OB Study?
3-3
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
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 Moods
3-5
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The Six Universal Emotions
Happiness
Surprise
Fear
Sadness
Anger
Emotion Continuum
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Disgust
The Structure of a Mood
3-7
• Classifying Moods: Positive and Negative Affect
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The Functions of Emotions
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Emotions and Rationality

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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
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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
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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
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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
Copyright ©2012 Pearson Education
Even More Sources
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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

Copyright ©2012 Pearson Education
Emotional Labor
3-13
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
Copyright ©2012 Pearson Education
Emotions: Felt vs. Displayed Emotions

Felt emotions The individual’s
actual emotions
 Actual feelings
 In-born
 Natural response

Displayed emotions The learned
emotions that the organization requires
workers to show and considers
appropriate in a given job
 Emotion exhibited
 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
Copyright ©2012 Pearson Education
Emotional Intelligence
3-15
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
3-16
The case for:



Intuitive appeal – it
makes sense
EI predicts criteria that
matter –positively
correlated to high job
performance
Study suggests that EI is
neurologically based
Copyright ©2012 Pearson Education
The case against:

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
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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
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Creativity – Positive moods and feedback may
increase creativity
Motivation – Promoting positive moods may give a
more motivated workforce
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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
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Leadership – Emotions help convey messages more
effectively
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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
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

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.
Copyright ©2012 Pearson Education
Even More OB Applications of Emotions and Moods
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
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.
Copyright ©2012 Pearson Education
How Can Managers Influence Moods?
3-22

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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
3-23
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!
Copyright ©2012 Pearson Education
Implications for Managers
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


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
Copyright ©2012 Pearson Education
Keep in Mind…
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

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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
Copyright ©2012 Pearson Education
Summary
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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.
5.
6.
Contrasted the evidence for and against the existence of
emotional intelligence.
Applied the concepts of emotions and moods OB issues.
Contrasted the experience, interpretation, and the expression
of emotions across cultures.
Copyright ©2012 Pearson Education
3-27
All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted,
in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the prior
written permission of the publisher. Printed in the
United States of America.
Copyright ©2012 Pearson Education