组织行为学lecture-4课件

Workplace Emotionsand Attitudes Jay JayMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 2Emotions and Attitudes at WegmansWegmans Food Market enjoys strong customer loyalty and low employee turnover by keeping employees happy.Shown here,CEO Danny Wegman meets with staff during a new store opening.Courtesy of Wegmans Food MarketsMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 3Emotions DefinedPsychological,behavioral,and physiological episodes experienced toward an object,person,or event that create a state of readiness.Courtesy of Wegmans Food MarketsMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 4Types of EmotionsActivationEvaluationAstonishedTranquilCheerfulSadFearfulElatedContentBored Low activationLow activationPositive emotionsPositive emotionsLow activationLow activationNegative emotionsNegative emotionsHigh activationPositive emotionsHigh activationHigh activationNegative emotionsNegative emotionsPositiveNegativeLowHighMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 5Attitudes versus EmotionsAttitudesAttitudesEmotionsEmotionsJudgments about an Judgments about an attitude objectattitude objectExperiences toward an Experiences toward an attitude objectattitude objectUsually stable for days or Usually stable for days or longerlongerOccur briefly,usually Occur briefly,usually lasting minuteslasting minutesBased mainly on rational Based mainly on rational logiclogicBased on awareness of Based on awareness of our senses our senses McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 6BehaviorBehaviorEmotions,Attitudes and BehaviorPerceived EnvironmentPerceived EnvironmentAttitudeFeelingsFeelingsBeliefsBeliefsBehavioralBehavioralIntentionsIntentionsCognitive processEmotional processEmotional EpisodesMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 7Serious Fun at CXtexCxtec employees live up to their company values,which include having fun at work.Helium-filled balloons adorn the office.Break room with billiards,foosball,and air hockey.Miniature golf tournaments in the office,tricycle races around the building,and“CXtec Idol”competitions.Courtesy of CXtecMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 8foosballfoosballA Air hockeyir hockeyMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 9McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 10McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 11Generating Positive Emotions at WorkThe emotions-attitudes-behavior model illustrates that attitudes are shaped by ongoing emotional experiences.Thus,successful companies actively create more positive than negative emotional episodes.Courtesy of CXtecMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 12Cognitive DissonanceA state of anxiety that occurs when an individuals beliefs,feelings and behaviors are inconsistent with one anotherMost common when behavior is:known to othersdone voluntarilycant be undoneMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 13Emotional LaborEffort,planning and control needed to express organizationally desired emotions during interpersonal transactions.Emotional labor higher when job requires:frequent and long duration display of emotionsdisplaying a variety of emotionsdisplaying more intense emotionsMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 14Emotional Labor Across CulturesSome cultures expect people to display a neutral emotional demeanor,with minimal emotional expression and monotonic voice(e.g.Korea,Japan,Austria)Other cultures allow or encourage emotional expression,where emotions are revealed through voice and gestures(e.g.Kuwait,Egypt,Spain,Russia)McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 15Emotional Labor ChallengesDifficult to display expected emotions accurately,and to hide true emotionsEmotional dissonanceConflict between true and required emotionsPotentially stressful with surface actingLess stress through deep actingMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 16Emotional Intelligence DefinedAbility to perceive and express emotion,assimilate emotion in thought,understand and reason with emotion,and regulate emotion in oneself and othersMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 17Social AwarenessSocial AwarenessSelf-managementSelf-managementUnderstanding and sensitivity to the feelings,thoughts,and situation of others Controlling or redirecting our internal states,impulses,and resourcesSelf-awarenessSelf-awarenessUnderstanding your own emotions,strengths,weaknesses,values,and motivesRelationship Relationship ManagementManagementManaging other peoples emotionsLowestHighestModel of Emotional IntelligenceMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 18Emotional Intelligence CompetenciesSelf-awarenessSocial awarenessSelf-managementRelationship managementSelf(personal competence)Other(social competence)Recognition of emotionsRegulationof emotionsMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 19Improving Emotional IntelligenceEmotional intelligence is a set of competencies(aptitudes,skills)Can be learned,especially through coachingEI increases with age-maturityMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 20Job SatisfactionA persons evaluation of his or her job and work contextA collection of attitudes about specific facets of the jobJobSatisfactionSupervisorSupervisorJobJobContentContentCo-workersCo-workersWorking Working ConditionsConditionsCareer Career ProgressProgressPay and Pay and BenefitsBenefitsMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 21LoyaltyLoyaltyVoiceVoiceExitExitNeglectNeglect Leaving the situation Quitting,transferring Changing the situation Problem solving,complaining Patiently waiting for the situation to improve Reducing work effort/quality Increasing absenteeismEVLN:Responses to DissatisfactionMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 22Job Satisfaction and PerformanceHappy workers are somewhat more productive workers,but:1.General attitude is a poor predictor of specific behaviors2.Job performance affects satisfaction only when rewarded3.Job satisfaction and motivation have little effect in jobs with little employee control(e.g.assembly lines)McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 23Happy Staff,Happy Customers at OutbackOutback Steakhouse is successful in part because it applies the principle that happy employees make happy customers,which result in happy shareholders.Courtesy of Outback SteakhouseMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 24Job Satisfaction and CustomersJob satisfaction increases customer satisfaction and profitability because:Job satisfaction affects mood,leading to positive behaviors toward customersLess employee turnover,resulting in more consistent and familiar serviceCourtesy of Outback SteakhouseMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 25Employee-Customer-Profit ChainCompanyPracticesSatisfiedEmployees Less turnover Consistent serviceCustomersPerceivedValue Satisfied customers Customer referralsHigherRevenue Growth and ProfitsMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 26Organizational Commitment The employees emotional attachment to,identification with,and involvement in a particular organization.McShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 27Organizational CommitmentAffective commitmentEmotional attachment to,identification with,and involvement in an organizationContinuance commitmentBelief that staying with the organization serves your personal interestsMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 28Organizational Organizational comprehensioncomprehensionTrustTrustJustice&supportJustice&supportEmployee Employee involvementinvolvement Apply humanitarian values Support employee wellbeing Employees trust org leaders Job security supports trust Know firms past/present/future Open and rapid communication Employees feel part of company Involvement demonstrates trustBuilding Organizational CommitmentJob securityJob security Layoff threatsMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 29Psychological Contract DefinedBeliefs about the terms and conditions of a reciprocal exchange between that person and other partyMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 30Transactional v.Relational ContractsTransactionalContractsRelationalContractsTime-frameOpen-endedOpen-endedand indefiniteand indefiniteClosed-endedClosed-endedand short-termand short-termStabilityDynamicDynamicStaticStaticPervasivePervasiveNarrowNarrowScopeMore subjectiveMore subjectiveWell-definedWell-definedTangibilityEconomic&Economic&socioemotionalsocioemotionalEconomicEconomicFocusMcShane/Von Glinow OB4e 2008 The McGraw-Hill Companies,Inc.All rights reserved.Slide 31Psychological Contract IssuesContracts vary across culturesExample:employees in Canada expect more involvement than do employees in high power distance cultures(e.g.Mexico)Contracts vary across generationsBaby boomers-assume more job security for loyaltyGen-Y-assume more employability写在最后写在最后成功的基成功的基础在于好的学在于好的学习习惯The foundation of success lies in good habits32谢谢聆听 学习就是为了达到一定目的而努力去干,是为一个目标去战胜各种困难的过程,这个过程会充满压力、痛苦和挫折Learning Is To Achieve A Certain Goal And Work Hard,Is A Process To Overcome Various Difficulties For A Goal