Robbins & Judge
Organizational Behavior
Chapter
4
16th Edition
Emotions and Moods
Luong Thu Ha, PhD
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Chapter Learning Objectives
• After studying this chapter, you should be able to:
• Differentiate emotions from moods and list the basic emotions and moods.
• Discuss whether emotions are rational and what functions they serve.
• Identify the sources of emotions and moods.
• Show the impact emotional labor has on employees.
• Describe affective events theory and identify its applications.
• Contrast the evidence for and against the existence of emotional intelligence.
• Apply emotions and moods to specific OB issues.
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1. What are Emotions and Moods?
• 3 closely intertwined terms
Affect:
A broad range of feelings that people experience.
Emotions:
Intense feelings that are directed at someone or somethings.
Moods:
Feelings that tend to be less intense than emotions and
that lack a contextual stimulus.
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Differentiate Emotions from Moods
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EEXXHHIIBBIITT 4–1
4–1 4-4
The Basic Emotions
• How many emotions are there / do you have?
• Basic emotions: Make sense / no sense?
• Experience => Emotions
• Culture’s norms: Govern emotional expression
• Six essentially universal emotions (not )
Happiness Surprise Fear Sadness Anger Disgust
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Sources of Emotions and Moods
Personalities Time of the Day Weather
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Sources of Emotions and Moods
Stress Social Activities Sleep
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Sources of Emotions and Moods
Exercise Age Gender
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Sources of Emotions and Moods
• Day of the week
EEXXHHIIBBIITT 4–3
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2. Emotional labor
• Physical / Mental / Emotional Labor
• Emotional labor: A situation in which an employee expresses
organizationally desired emotion during interpersonal transaction at work.
• Emotional dissonance: Inconsistencies between the emotions people feel
and the emotion they project.
• Type of emotions:
• Felt: Individual’s actual emotions
• Displayed: Required or appropriate emotions
• Surface acting: hiding inner feelings in response to display rules.
• Deep acting: modifying our true inner feelings based on display rules.
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3. Effective Event Theory
EEXXHHIIBBIITT 4–5
4–5
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4. Emotional Intelligence (EI)
• Emotional Intelligence:
The ability to detect and to manage emotional cues and information.
• Importance of EI:
• Be self-aware
• Detect emotions in others
• Manage emotional cues and information
• Emotional Intelligence (EQ):
• Self-awareness
• Self-management
• Social awareness
• Relationship management
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The
The Case
Case For/Against
For/Against EI
EI
The Case for EI The Case against EI
• Intuitive appeal • Definition: Disagreed
• Predicts criteria that matter • Can’t be measured
• Biologically based • Personality with diff label
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5. Applications of Emotions and Moods
• Selection
EI should be a hiring factor, especially for social jobs.
• Decision Making
Positive emotions can lead to better decisions.
• Motivation
Positive mood affects expectations of success; feedback amplifies this effect.
• Creativity
Positive mood increases flexibility, openness, and creativity
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Applications of Emotions and Moods
• Leadership
Emotions are important to acceptance of messages from organizational leaders.
• Negotiation
Emotions, skillfully displayed, can affect negotiations
• Customer Services
Emotions affect service quality delivered to customers which affects customer
relationships
Emotional Contagion: “catching” emotions
• Job Attitudes
Can carry over to home, but dissipate overnight
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Applications of Emotions and Moods
• Manager’s Influence
Leaders who are in a good mood, use humor, and praise employees increase
positive moods
• Deviant Workplace Behaviors
Negative emotions lead to employee deviance (actions that violate norms and
threaten the organization)
• Safety and Injury at Work
Don’t do dangerous work when in a bad mood
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