Emotions, Personality

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Emotions, Personality Perceptions

• B2301
• Dr. Ford

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Perceptions

• The Perceptual Process

Environmental Stimuli (TARGET)
Feeling
Tasting
Smelling
Seeing
Hearing
Selective Attention (PERCEIVER/SITUATION)
Perceptual Organization and Interpretation
(PERCEIVER)
Emotions and Behaviours
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Perceptual Process

• Environmental Stimuli
• Senses many list the five senses, but some
  researchers are starting to consider a sixth
  sense The Gut
• Practitioners / Entrepreneurs often go by their
  gut

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Perceptual Processes

• Selective Attention
• The process of filtering information received by
  our senses.
• Novelty, Motion, Sounds, Size, Background,
  Proximity
• Habituation
• Dishabituation

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Perceptual Process

• Perceptual Organization and Interpretation
• Mental models Theories-in-use to guide
  perceptions and behaviors.

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Important Theories To Know!

• Social Identity Theory Explains how people
  perceive themselves and define their identity.
• Tajfel Turner (1979) Social Identity Theory
• Turner (1985) Social Identity Theory
• Levels of Abstraction or Saliency

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Outcomes of Social Identity Theory

• Sense of self, self-esteem
• Stereotyping
• Prejudice
• To reduce stereotyping prejudice diversity
  awareness training, meaningful interactions
  (contact hypothesis), decision-making
  accountability

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Important Theories To Know!

• Attribution Theory The process of deciding what
  was the cause of an event or a behavior (Heider,
  1958 Weiner and colleagues, 1972,1974)
• Internal Attribution the cause resides within
  the individual
• External Attribution the cause is based on
  someone else, or some other event outside the
  control of the individual.

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• Attribution rules
• Consistency
• How often did the person act this way in the
  past?
• Distinctiveness
• How often does the person act this way in other
  settings?
• Consensus
• How often do other people act this way in
  similar situations?

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Important Theories To Know!

• Attribution Theory (cont.)
• Attribution Errors
• Fundamental Attribution Error attributions made
  regarding others tend to make internal
  attributions.
• Self-Serving Bias good things are because of
  us, bad things because of external things.
• Attribution and motivation
• Feedback re internal attributions (things within
  Ees control) ? inc. job sat., inc. confidence

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Important Theories To Know!

• Self-Fulfilling Prophecy / Pygmalion Effect
• Defn A concept that proposes a person will
  behave in ways consistent with how s/he is
  perceived by others. (LR, 2007, p.42)

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Other Perceptual Errors

• Contrast Effect good leaders/bad leaders
• Halo Effect When youre good, youre good!
• Projection Freud came up with this one!

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Personality

• Defn The stable patterns of behaviour and
  consistent internal states that determine how an
  individual reacts to and interacts with others
  (LR, p.43)
• Nature versus Nurture?
• Nature Heredity
• Nurture Environmental factors (family, friends,
  social groups, etc.)
• Situational Conditions

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Personality Traits

• Personality Dimensions
• BIG FIVE
• CANOE Conscientiousness, Agreeableness,
  Neuroticism (Emotional Stability), Openness to
  Experience, Extroversion
• Locus of Control Internal versus External
• Self-Monitoring High versus Low
• Type A and Type B Personalities (SA p.70)
• Myers-Briggs Type Indicator
• Introverted/Extroverted, Sensing/Intuition,
  Thinking/Feeling, Judging/Perceiving

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Emotions

• Emotions are a part of who we are and can impact
  our productivity and satisfaction.
• Mood, Positive/Negative Affectivity
• Emotional intelligence (EI) (SA p. 71)
• The ability to perceive and express emotion,
  assimilate emotion in thought, understand and
  reason with emotion, and regulate emotion in
  oneself and others)
• Emotional labour and emotional dissonance
• The conflict between required and true emotions

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In Class Exercise

• Get into your groups for the Group Assignment
• Introduce yourself
• Exchange contact information
• Come up with a Group Name
• Submit a copy of this information to me on your
  way out

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Next Class

• We finish up with work-related attitudes Job
  Satisfaction
• We move onto Motivation and Justice.
• Be sure to read Chapter 5 in preparation.

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Values

• Defn Stable, long-lasting beliefs that guide a
  persons preferences for outcomes or courses of
  action in a variety of situations.
• Different sources and types of values
• National individualism, collectivism, power
  distance, uncertainty avoidance,
  masculinity/femininity, long versus short-term
  orientation (Hofstede, 1984, 2001)
• Regional
• Organizational
• Professional
• Family
• Friends

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Values

• Importance of values
• values congruence a situation wherein two or more
  entities have similar value systems
• associated with productivity
• associated work ethics?
• Interaction between different cultures with
  different values
• E.g., Asian (competitiveness/assertiveness),
  Native American (consensus based, cooperation,
  respect for nature, Spirituality, invitation to
  participation)
• Different generational values in one company
• Traditionalists, Baby Boomers, Gen X, Gen Y

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Work Commitment

• Defined as a force that binds individuals to a
  course of action of relevance to one or more
  targets (Meyer Herscovitch, 2001)
• Organizational Commitment
• Affective
• Normative
• Continuance

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Affective Organizational Commitment

• Defn The employees emotional attachment to,
  identification with, and involvement in an
  organization (Meyer Allen, 1991)
• I feel like part of the family at this company
• Working here has a great deal of personal meaning
• I would be very happy to spend the rest of my
  career here

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Normative Organizational Commitment

• Commitment reflects a feeling of obligation to
  continue employment (Meyer Allen, 1991)
• Stable over time, less subject to organizational
  intervention
• I owe a great deal to my company
• I would feel guilty if I quit this firm
• I feel a sense of obligation to this firm

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Benefits of affective and normative commitment

• Affective organizational commitment
• Related to job satisfaction
• Increased organizational citizenship behaviors
• More constructive problem solving
• Fewer absences
• Lower turnover
• Normative organizational commitment
• Fewer absences
• Turnover intentions
• Customer satisfaction, organizational continuity

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Continuance Organizational Commitment

• An individuals calculation to stay with the
  organization based on the perceived costs of
  leaving the organization (LR, 2007, p.94).
• They stay because they think they need to, not
  because they want to.
• Pay, pensions, benefits, etc.
• It would be hard for me to leave, even if I
  wanted to
• One disadvantage of leaving this firm is the
  scarcity of available job alternatives

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Consequences of continuance organizational
commitment

• Positive effects
• Lower turnover
• Negative effects
• Lower performance
• Fewer organizational citizenship behaviors
• More grievances (if unionized)

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Job Satisfaction

• A persons attitude regarding his or her job and
  work content
• Based on experiences
• Affective component
• Multifaceted pay, coworkers, supervision, tasks,
  etc.
• Can be satisfied and dissatisfied at the same
  time.

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Building Job Satisfaction

• Personal factors
• Personality, Negative / Positive Affectivity
• Person job fit
• Genetic dispositions
• Work factors
• Job characteristics
• Job security
• Pay (weak)
• Organizational factors
• Justice, Trust, POS, Psychological Contract,
  Affective Organizational Commitment

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Job Satisfaction and Job Performance

• lt 1980s
• Assumed strong predictive link between job
  satisfaction and job performance
• 1980s 2001
• Found weak correlation (r .17) between job
  satisfaction and job performance (e.g.,
  Iaffaldano Muchinsky, 1985)
• gt 2001
• Correlation between job satisfaction and job
  performance may be moderate (r .30) (Judge,
  Thorensen, Bono, Patton, 2001)

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Outcomes of Job Dissatisfaction

• Exit
• Quitting (voluntary turnover)
• Precipitated by a shock
• Voice
• Try to change the situation
• Constructive OR destructive
• Loyalty
• Multiple meanings of this in research
• Suffer in silence Wait for the situation to be
  resolved
• If source of dissatisfaction fixed then results
  in an increase in loyalty.
• Neglect
• More absenteeism and lateness
• Presenteeism

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Job / Life Satisfaction

• Segmentation
• People keep their work lives and home lives and
  separate
• Compensation
• People who are dissatisfied with their home lives
  try to enjoy their work lives as much as
  possible.
• People who are dissatisfied with their work lives
  try to make up for it with satisfying home lives.
• Spillover
• Satisfaction with a job can affect quality of
  home life

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Next Class

• Attitudes and Justice
• OB On the Edge
• p.245-249
• Teams should be considering the movie they want
  to use for the project!