Essentials of 4-1

Organizational Behavior, Global

Edition
12e
Stephen P. Robbins & Timothy A. Judge
Chapter 4

Moods, Emotions and

Organizational Behaviour

Copyright ©2014 Pearson Education

 After studying this chapter,
you should be able to:
1. Differentiate emotions from moods, and list the
basic emotions and moods.
2. Identify the sources of emotions and moods.
3. Show the impact emotional labor has on
employees.
4. Contrast the evidence for and against the
existence of emotional intelligence.
5. Apply concepts about emotions and moods to
specific OB issues.
6. Contrast the experience, interpretation, and the
expression of emotions across cultures. 4-2

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 Why Were Emotions
Excluded from OB Study?
❖Myth of rationality:
emotions were the antithesis
of rationality and should not
be seen in the workplace
➢Belief that emotions of any
kind are disruptive in the
workplace

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Affect, Emotions, and Moods

4-4

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The Structure of a Mood

Classifying Moods: Positive and Negative Affect 4-5

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The Functions of Emotions
❖Emotions and Rationality
➢Emotions are critical to rational
thought: they help in
understanding the world around
us
❖Emotions and Ethics
➢New research suggests that ethical
behavior may be based to some
degree on emotions and feelings

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Sources of Emotions
and Moods

4-7

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 More Sources
❖Weather
➢No impact according to research
❖Stress
➢Increased stress worsens moods
❖Social Activities
➢Physical, informal, and epicurean activities increase
positive mood
❖Sleep
➢Lack of sleep increases negative emotions and
impairs decision making
4-8

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 Even More Sources
❖Exercise
➢Mildly enhances positive mood
❖Age
➢Older people experience negative emotions less
frequently
➢Could be due to socialization

4-9

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 Emotional Labor
❖ Emotional labor: an
employee’s expression of
organizationally desired
emotions during
interpersonal transactions
at work

❖ Emotional dissonance:
when an employee has to
project one emotion while
simultaneously feeling
another
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Felt vs. Displayed Emotions
❖Felt Emotions:
➢The individual’s actual emotions
❖Displayed Emotions:
➢The learned emotions that the organization requires
workers to show and considers appropriate in a given
job
➢Surface Acting - hiding one’s true emotions
➢Deep Acting - trying to change one’s feelings based
on display rules
4-11

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Emotional Intelligence
❖Emotional
intelligence: a person’s
ability to:
➢Perceive emotions in
the self and others
➢Understand the
meaning of these
emotions
➢Regulate one’s
emotions in a
cascading model
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 Emotional Intelligence
on Trial
The case for:
✓ Intuitive appeal – it
makes sense
✓ EI predicts criteria that
matter –positively
correlated to high job
performance
✓ Study suggests that EI
is
neurologically based
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The case against:
✓ EI is too vague a
concept
✓ EI can’t be measured
✓ EI is so closely related
to intelligence and
personality that it is not
unique when those
factors are controlled 4-13
Emotion Regulation
❖Emotion
regulation:
identifying and
modifying the
emotions you feel
❖Change emotions by
➢Thinking about more
pleasant things
➢Distracting yourself
➢Engaging in relaxation
techniques 4-14

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 OB Applications of
Emotions and Moods
❖Selection – Employers should consider EI a
factor in hiring for jobs that demand a high
degree of social interaction

❖Decision Making – Positive emotions can

increase problem-solving skills and help us
understand and analyze new information
❖Creativity – Positive moods and feedback may
increase creativity
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 More OB Applications of
Emotions and Moods
❖Motivation – Promoting positive moods may
give a more motivated workforce
❖Leadership – Emotions help convey messages
more effectively
❖Negotiation – Emotions may impair
negotiator performance
❖Customer Service – Customers “catch”
emotions from employees, called emotional
contagion
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Even More OB Applications
of Emotions and Moods
❖Job Attitudes – Emotions
at work get carried home but
rarely carry over to the next
day
❖Deviant Workplace
Behaviors – Those who feel
negative emotions are more
likely to engage in deviant
behavior at work
❖Safety and Injury at
Work – Bad moods can
contribute to injuries on the
job 4-17

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 How Can Managers
Influence Moods?
❖Use humor to lighten
the moment
❖Give small tokens of
appreciation
❖Stay in a good mood
themselves – lead by
example
❖Hire positive people
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Implications for Managers
❖Understand the role of emotions and moods
to better explain and predict behavior
❖Emotions and moods do affect workplace
performance
❖While managing emotions may be possible,
absolute control of worker emotions is not

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 Keep in Mind…
❖People who know their own emotions and
are good at reading others’ emotions may be
more effective in their jobs
❖Positive emotions can increase problem-
solving skills and help us understand and
analyze new information

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 Summary
1. Differentiated emotions from moods and listed the
basic emotions and moods.
2. Identified the sources of emotions and moods.
3. Discussed the impact emotional labor has on
employees.
4. Contrasted the evidence for and against the existence
of emotional intelligence.
5. Applied the concepts of emotions and moods OB
issues.
6. Contrasted the experience, interpretation, and the
expression of emotions across cultures.
4-21

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All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted,
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photocopying, recording, or otherwise, without the prior
written permission of the publisher. Printed in the
United States of America.
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