Lesson 4 Flashcards
Emotions
Physiological, behavioural, and psychological episodes experienced towards an object, person, or event that create a state of readiness.
Attitudes
The cluster of beliefs, assessed feelings, and behavioural intentions towards a person, object, or event (called an attitude object).
Cognitive dissonance
An emotional experience caused by a perception that our beliefs, feelings, and behaviour are incongruent with each other.
Emotional labour
The effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions.
Emotional dissonance
The psychological tension experienced when the emotions people are required to display are quite different from the emotions they actually experience at that moment.
Emotional intelligence (EI)
A set of abilities to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others.
Emotional intelligence includes four main dimensions
Awareness of our own emotions
Management of our own emotions
Awareness of others’ emotions
Management of others’ emotions
Awareness of our own emotions
This is the ability to perceive and understand the meaning of your own emotions. You are more sensitive to subtle emotional responses to events and understand their message. Self-aware people are better able to eavesdrop on their emotional responses to specific situations and to use this awareness as conscious information.
Management of our own emotions
Emotional intelligence includes the ability to manage your own emotions, something that we all do to some extent. We keep disruptive impulses in check. We try not to feel angry or frustrated when events go against us. We try to feel and express joy and happiness towards others when the occasion calls for these emotional displays. We try to create a second wind of motivation later in the workday. Notice that management of your own emotions goes beyond displaying behaviours that represent desired emotions in a particular situation. It includes generating or suppressing emotions. In other words, the deep acting described earlier requires high levels of the self-regulation component of emotional intelligence.
Awareness of others’ emotions
This dimension refers to the ability to perceive and understand the emotions of other people. To a large extent, awareness of other people’s emotions is represented by empathy—having an understanding of and sensitivity to the feelings, thoughts, and situations of others. This ability includes understanding the other person’s situation, experiencing his or her emotions, and knowing his or her needs even though unstated. Awareness of others’ emotions extends beyond empathy. It also includes being organizationally aware, such as sensing office politics and understanding social networks.
Management of others’ emotions
This dimension of EI involves managing other people’s emotions. This includes consoling people who feel sad, emotionally inspiring your team members to complete a class project on time, getting strangers to feel comfort- able working with you, and managing dysfunctional emotions among staff who experience conflict with customers or other employees.
Job satisfaction
A person’s evaluation of his or her job and work context.
Exit-voice-loyalty-neglect (EVLN) model
The four ways, as indicated in the name, that employees respond to job dissatisfaction.
Exit
Exit includes leaving the organization, transferring to another work unit, or at least trying to get away from the dissatisfying situation. The traditional theory is that job dissatisfaction builds over time and is eventually strong enough to motivate employees to search for better work opportunities elsewhere. This is likely true to some extent, but the most recent opinion is that specific “shock events” quickly energize employees to think about and engage in exit behaviour. For example, the emotional reaction you experience to an unfair management decision or a conflict episode with a co-worker motivates you to look at job ads and speak to friends about job opportunities where they work. This begins the process of re-aligning your self-concept more with another company than with your current employer.
Voice
Voice is any attempt to change, rather than escape from, the dissatisfying situation. Voice can be a constructive response, such as recommending ways for management to improve the situation, or it can be more confrontational, such as filing formal grievances or forming a coalition to oppose a decision. In the extreme, some employees might engage in counterproductive behaviours to get attention and force changes in the organization.
