Emotions are the overt reactions that express feelings about events. In an organization, emotions were traditionally seen as irrational which should be avoided to maximise overall performances. However, recent studies have shown that with the right trigger, interpretation and use, emotions can be a mechanism to improve job performances. In this essay, I am going to discuss the causes of emotions in the work place by using the affective events theory, the effects of it for the organization and factors that determine the extent to which performances are affected by emotions.
The affective events theory is a model that describes the relationship between employees’ internal influences e.g. emotions and the reactions to performances and satisfactions. The triggers of emotions includes work environment, characteristics of jobs and requirement of emotional labour. These factors cause the different work events to happen, together with the dispositions, their levels of emotional intelligence and regulations, different emotional reactions arise which lead to worker’s job satisfactions and performances.
If the work environment is pleasant for example the atmosphere between the coworkers, managers are supportive and joyful. The work events are likely to be daily uplifts. One example is that if workers often need to team up with another for projects, good relationships will lead to a more cooperative and less stressful experience. This causes positive emotion to arise, increasing job satisfactions.
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Characteristics of the job also a factor that causes emotions. If the job nature is very inflexible, requires long hours of repetitive tasks, everyday work is likely to be a daily hassle. For example a textile factory worker who sits in front of a machine from 8 a.m to 8 p.m everyday is likely to find it hard to avoid negative emotions. This reduces job satisfactions and might lead to decrease in job effectiveness.
Another factor is the requirement for emotional labour. It is the workers who have to express organizationally desired rules, according to the display rules which are the social rules that define which emotional expressions are appropriate and which are not (Eckman 1973).
There are different mechanisms to regulate emotions in the work place. One example is the neutralisation which is shown in the disneyland case when workers are required to prevent any unavoidable emotions such as anger but to express joyful, friendly affects all the time. Employees often maintain these rules through surface acting i.e. faking, forcing themselves to smile, or deep acting, when they are used to the organizational needs and actually feeling the appropriate emotions. Surface acting is more stressful than deep acting as employees have to be very concentrated to prevent the unavoidable emotions. Now that I have finished talking about the causes of emotions, I am going to discuss about the possible effects of them.
Emotions are important in organizations. The Broaden-and-Build theory suggests that positive emotions broaden people’s modes of thinking and action. Pride for example, triggered from personal achievements will lead to a target of even greater achievements later on. Overtime, emotion builds enduring personal and social resources (Fredrickson 2003).
As we have seen in the social capital topic with the Casciaro 2005 reading, coworkers tend to ask help and bond with the more friendly colleagues. When positive emotions are expressed, it could transfer to the others and more likely to find the individual more approachable. This builds up gradually. For the worker, he/she gains social resources and is likely to get more support when needed. For the organization, this increases group cohesiveness and operate more effectively.
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Emotions can also affect decision making processes. It can be a feeling-as-decision-facilitator (Seo and Barrett 2007).
This view states that emotion affect how people process information. When they are at pleasant states, they use stimuli in a more flexible way which improves creativity. When at unpleasant states, they can deal with effortful and systematic information. Emotions facilitate selecting and prioritizing choices relevant to situation. Feelings help to distinguish individuals frames of mind to pick the options most appropriate.
Employees who often show positive affects increase prosocial behaviours. They are more likely to offer help to coworkers even if it is not required in their jobs to do so. This improves the relationships between workers. It is important for the organizations to have these bonds regulated and maintained. Female executives often take on this role which is the maintenance emotion work (Ross-Smith et al 2007).
They are seen as encouraging by the team members. The reading has shown that a proportion of 30% women at senior level is good because it creates a more inclusive culture which in turn increases organizational efficiency.
Although emotions can bring lots of positive impacts to the organizations. They can also cause problems. Negative affects might decrease creativity in firms. The flexibility of using information is greatly reduced. For example in an advertisement company, if workers always feel sad and angry, they might only respond to the information that shows their affects therefore fail to design adverts of another style. This lowers the firm’s effectiveness.
Dispositionally higher in positive affects might increase turnover rate when individuals are dissatisfied because they feel their expectations are not being met at work (Barsade and Gibson 2007).
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... for an individual. o Too heavy a work burden has been connected with increased smoking.o Work underload ... way of coping which may have positive individual outcomes, but possibly negative implications for ... factor. It has been demonstrated that shift work affects blood temp, metabolic rate, blood sugar ... can be considered: problem-focused or emotion-focused coping strategies. o Reappraisal continuous ...
They are confident that a new job might match their skills and ability. This would be harmful to firms as training new workers are costly in terms of time and money.
Emotions can also affect decision making processes. Affect can be a Feeling-as-bias-inducer. It can affect content of information used during decision making (Erber 1991).
Increase tendency to recall only memories that match with their emotions at that moment. Moreover, can bias individual choices, unpleasant feelings often lead to a decision that flavours short-term enhancements and ignore negative long term consequences (Gray 1999).
However, whether bias appear or not rely on the way people handle feelings as some studies have shown.
Emotions affect individual and organizations’ performances in a variety of ways. However, the extent to which they influence them also depend on the workers emotional intelligence and regulation. Emotional intelligence is the ability to monitor the individuals’ own and others’ feelings and emotions. To use this information to guide one’s thinking and actions (Satavey and Mayer 1990).
It can help facilitate thinking and achieve goals. One example from the Barsade and Gibson 2007 reading is that a worker with a great idea interpreted his supervisor’s emotion, which was a negative affect, decided to regulate his own enthusiasm and find a better time to promote his thoughts, This action lowered the risk of getting rejected and increase the chance of raising profit for the organization.
Emotional regulation is another quality to have in order to maximise outcomes of emotions. It is the attempt to influence which emotions they have, when they have them and how they experience and express (Gross 1998).
This is especially important for emotional labour. Showing positive emotions at work can achieve better supervisory evaluations and consequently increase in pay. For example, a sales person if regulate own emotions and express enthusiasm when working, customers are likely to enjoy the shopping experience, gaining the organization good reputation and a good feedback for the worker. Regulating affects is also important for leaders because through emotional contagion, (the process of transferring emotions from one individual to other group members), they can pass on positive affects such as enthusiasm to followers, increasing motivation to work, prosocial behaviours and lower turnover rate. On the other hand, if leaders express anger and anxiety it might affect the image of the supervisor, lower the perception of effectiveness.
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Emotions are triggered by some events, with the interpretation of it, specific feelings are felt by individuals. The Affective events theory describes that job performances can be influenced by the work environment, job characteristics and emotional labour. Emotions can both increase firms’ effectiveness and cause problems in the work place, for example whilst positive effectiveness improves the group cohesiveness, showing negative affects can reduce creativity. However, if we bring intelligence to emotions, know how to perceive, use and regulate, it is a usual tool to improve organizational performance. Emotions therefore is not always harmful to the work place and can bring positive impacts.
