代写 Monash MGB2230 Organisational Behaviour

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  • 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
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    代写 Monash MGB2230 Organisational Behaviour