代写 Monash MGB2230 Organisational Behaviour

代写 Monash MGB2230 Organisational Behaviour

MGB2230 Organisational Behaviour Week 4: Do feelings matter? Emotions, stress, and well- being at work. MGB2230 – Organisational Behaviour 1 Source:uxmag.com Lesson Objectives 1. Understanding emotions and moods, their differences, and how they are linked to behaviours. 2. Discuss the concept of emotional labour and apply it to workplace situations 3. Discuss emotional intelligence and how it can be developed 4. Discuss the role of stress in the workplace, its antecedents and consequences, as well as how it can be managed. 2 source:www.nevermindthemanager.com This week’s essential readings Textbook Chapter 4 and Chapter 7 Barsade, S. G. (2002). The ripple effect: Emotional contagion and its influence on group behavior. Administrative Science Quarterly, 47, 644-675. Salovey, P. & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition, and Personality, 9, 185-211. Recommended: Jari J. Hakanen , Wilmar B. Schaufeli & Kirsi Ahola (2008) The Job Demands Resources Model: A three-year cross-lagged study of burnout, depression, commitment, and work engagement, Work & Stress, 22:3, 224-241 Meek, C.B. (2004) "The dark side of Japanese management in the 1990s: Karoshi and ijime in the Japanese workplace", Journal of Managerial Psychology, Vol. 19 Iss: 3, pp.312 - 331 3 Emotions at Work Positive Emotions • Improve cognitive functioning • Improve health and coping mechanisms • Enhance creativity Negative Emotions • Lead to workplace deviance • Lead to unhealthy coping mechanisms and physical condition How Emotions Influence Behaviour • Emotions are automatic and unconscious most of the time • Like perception, we form emotions about incoming sensory information unconsciously • Emotions shape our longer-term feelings towards aspects of our jobs • If we experience a positive emotion we are likely to have a positive attitude 4 source: http://wire.wisc.edu/ Positive and Negative Affect • Emotions cannot be neutral. • Emotions (“markers”) are grouped into general mood states. • Mood states affect perception and 代写 Monash MGB2230 Organisational Behaviour
  Affective Events Theory (AET) Work Events Daily hassles Daily uplifts Work Environment Characteristics of the job Job demands Requirements for emotional labour Job Satisfaction Job Performance Emotional Reactions Positive Negative Personal Dispositions Personality Mood (Ashkanasy & Daus, 2002) Generating positive emotions at work • The emotions-attitudes-behaviour model illustrates that attitudes are shaped by ongoing emotional experiences • Thus, successful companies actively create more positive than negative emotional episodes. 7 http://www.designboom.com/wp-content/uploads/2013/02/Gtelaviv_05.jpg http://officesnapshots.com/wp-content/uploads/2013/06/DOCKS_GroundFloor_4.jpg Emotional Labour • Effort, planning and control needed to express organisationally desired emotions during interpersonal transactions (Referred to as display rules) • People expect us to behave in a certain way as “appropriate” to our jobs • Originally linked to service industry jobs: – Flight attendants – Debt collectors – Funeral parlour attendants  Emotional labour likely in: • Face-to-face or voice-to-voice contact jobs • Roles that require workers to produce an emotional state in others • Enables employers a degree of control over staff  Higher when job requires: • Frequent and long duration display of emotions • Displaying a variety of emotions • Displaying more intense emotions Hayes and Kleiner, 2001 8 http://myheartsisters.org/tag/emotional-labor/ Emotional Labour (cont’d)  Thought to lead to dysfunctional behaviour in employees (low job satisfaction)  Difficult to display expected emotions accurately, and to hide true emotions  Emotional Dissonance: • Employees have to project one emotion while simultaneously feeling another • Can be very damaging and lead to burnout Neutral emotional demeanor • Minimal emotional expression, monotonic voices • South Korea, Japan, Austria Active emotional expression • Emotions revealed through voice and gestures • Kuwait, Egypt, Spain, Russia 9 Emotional Intelligence “Ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in oneself and others” McShane et. al., 2010, p. 130 10 Salovey & Mayer, 1990 For • Intuitive appeal • Predicts important outcomes (job performance) • Biologically based Against • No clear definition • Cannot be measured • Not different to personality The case for and against emotional intelligence Stress What is Stress? • Stress is a response to stimuli that is perceived by a person to be of a threatening or challenging nature. • The response of stressful stimuli can affect a person’s well-being in a psychological or physiological form. • Physical stress – involves environmental pollution, noise, inadequate supply of oxygen etc. • Psychological stress – stems from the way we react to anything; whether the threat is real or imagined • Psychosocial stress – stressors from interpersonal relationships – conflict or isolation and loneliness 12 A Model of Stress Why is understanding stress important? Consequences of Stress Karoshi – death from overwork Defined as “a condition in which psychologically unsound work processes…continue in a way that disrupts…normal life rhythms, leading to a build-up of fatigue in the body and accompanied by…high blood pressure and a hardening of the arteries, finally resulting in a fatal breakdown” (Ueneyanagi, 1988:2) Karojisatsu– suicide from overwork has also become a social issue in Japan since the latter half of the 1980s. Long work hours, heavy workloads, lack of job control, routine and repetitive tasks, interpersonal conflicts, inadequate rewards, employment insecurity, and organizational problems could become psychosocial hazards at work. (ILO, 2013) 13  Costs Australian businesses more than $10 billion per year  Mental stress claims most expensive form of workers’ compensation  Claimed by professionals due to work pressure  Women more likely to claim as a result of work-related harassment or bullying Safework Australia, 2013 Consequences of stress (cont’d) 14 General Adaptation Syndrome Distress – deviation from healthy functioning. Eustress – enough stress to activate and motivate. Antecedents of stress 15 Preventative stress maintenance Managing Stress Individual approaches • Implementing time management • Increasing physical exercise • Relaxation training • Expanding social support network Organisational approaches  Improved personnel selection and job placement  Training  Use of realistic goal setting  Redesigning of jobs  Increased employee involvement  Improved organisational communication  Offering employee sabbaticals  Establishment of corporate wellness programs 17 It’s (not) about the money, money, money Motivation at work. Textbook Chapter 5 Steers, R. M, Mowday, R. T, & Shapiro, D. L. (2004). Introduction to special topic forum: The future of work motivation theory. Academy of Management Review, 29, 379-387. Chen, G., Ployhart, R. E., Thomas, H. C., Anderson, N., & Bliese, P. D. (2011). The power of momentum: a new model of dynamic relationships between job satisfaction change and turnover intentions. Academy of Management Journal, 54(1), 159–181. 18 NEXT WEEK!

代写 Monash MGB2230 Organisational Behaviour