Emotions and Stress

Understanding Organizational Behaviour

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Emotions and Stress CHAPTER

4

Understanding Organizational Behaviour

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4.1

What are Emotions?

 People

tend to mix the word of emotion with affect and moods.  Intercross with affect and moods.  Moods and emotions are under the category of affect.  Different from affect, emotion is an intense feeling that is directed to someone or something.  Lastly, Lastly, moods are feelings that tend to be less intense than emotions which lack a contextual stimulus. Understanding Organizational Behaviour

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4.2

Emotional Labour 

 Ability

to feel different emotions at the same time makes us a uniue creature.



!motional labour is usually described as a situation in which an employee expresses emotions which are rele"ant to organi#ational context during their interpersonal transactions.



!mployees must be able to analyse their $ob description to ensure that the emotions portrayed are suitable according to their $ob reuirement.

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4.3

Felt vs. Displayed Emotions



%elt emotions are the kind of emotions which we truly feel.



Displayed emotions are the type of emotions that we must show according to $ob reuirement and company policy.

%or example, while handling a customer at the front office& 

'ou must ha"e a happy and smiley face.



'our tone of "oice must be softer than customer.

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4.4

Dimensions of Emotions



(ariety



Intensity



%reuency and duration

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4.4.1

ariety



!xample& anger, sadness, $oy, hate, pride and others.



)ince there are many types of emotions, researchers ha"e classified it into two categories& 

Positi"e emotions



*egati"e emotions.

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4.4.2

!ntensity



Different people will also portray different le"els of emotions.



Depends on situations.

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4."

#ender and Emotions



People always associate women of being more emotional than men.



Modern psychological researches indicate that men and women possess different skills related to the sending and recei"ing of emotions. 

+omen tend to express emotion through facial expression and interpersonal communication.



Men generally express emotion through actions, such as engaging in aggressi"e, dangerous or distracting beha"iour.

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4.$

E%ternal &onstraints on Emotions



Different $obs reuire different types of emotional labour. labour.



rgani#ation and culture will ha"e their own influences towards emotions.

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4.$.1

'r(ani)ational !nfluen*es

  Although

the organi#ation organi#ation does not not ha"e a documented file in explaining types of emotion that the future employees are suppose to ha"e, but they will be matched according to the nature of the $ob.



-ultures also ha"e its own influences towards emotion.

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4.+

', -ppli*ation

 application&  Ability

and selection selection

 Decision

making

 Moti"ation  Leadership  Interpersonal 

conflict

De"iant workplace beha"iours

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4.+.1 

-bility and Sele*tion

!mployee can become more m ore effecti"e once they are able to understand their own emotions as well as others.

  At

the workplace, workplace, employees are encouraged to cope with all the pressure and demands.



/his ability is referred to as emotional intelligence.

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Emotional !ntelli(en*e 

!motional intelligence is identified as an assortment of cogniti"e skills, capabilities and competencies that influence a person0s ability to succeed in coping with the pressure and demand which are deri"ed from the workplace.

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4.+.2

De*ision a/in(



People tend to make different decisions when they are in different emotions.



*o doubt, negati"e emotions can lead to less effecti"e decision whereas positi"e emotions tend to make us more rational in making any decision.

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4.+.3 

otivation

"erall moti"ation theories conclude that we tend to be highly moti"ated when we are determined towards achie"ing something.

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4.+.4

Leadership

 ne

is referred to as a leader when there are followers.

 !ffecti"e

leaders leaders must be able to demonstrate their ability in understanding the followers0 needs.

 Although

others others might think that they actually actually made a mistake, the followers will think differently.

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4.+."

!nterpersonal &onfli*t



Issues of conflict and emotions are always intertwined.



In many situations, when the conflict arises between two parties, it will in"ol"e different kinds of emotions and sometimes it will also in"ol"e many emotions at one time.

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4.+.$

Wor/pla*e !ssues in 0elation to Emotions

De"iant workplace beha"iours 

)exual harassment



Intentionally working slowly



)abotage



More aggressi"e



In"ol"e with theft



laming co1workers

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4.

What is Stress?



)tress is an imprecise term.



2sually this term is defined in terms of the internal and external conditions that are able to create a stressful en"ironment.



)ymptoms that an indi"idual is facing.



)tress can be defined as a psychological and physical reaction to prolonged internal and3or en"ironmental conditions which are more than the indi"idual0s adapti"e capabilities.

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4. 

nderstandin( Stress and !ts &onseuen*es

)ince stress is the reaction of indi"iduals to a new or threatening factor in their working en"ironment, it has certain impact on the indi"iduals. 

Personal life perspecti"e



4ealth perspecti"e



rgani#ational perspecti"e

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4.15

6otential Sour*es of Stress



/he en"ironment factors



/he organi#ation factors



5elationship among colleagues



wn characteristics



Indi"idual differences



Perception



6ob experience



)ocial support

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4.11

&onseuen*es of Stress

 Physiological  Psychological  eha"ioural

symptoms symptoms

symptoms

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4.12

7ature of Stress



)tressors are additi"e.



!n"ironmental influence it& 

Long1term effect



)hort1term effect.

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4.13

Stress oderators

Stress moderators

E%amples

Perception

+hen a company announces to use "oluntary separation scheme to reduce the number of employees, Ahmad Ahmad sees it as an opportunity o pportunity for him to start a business after recei"ing huge amount amo unt of money, but Muthu sees it as a threat of being laid off. Muthu now is in a stressful situation whereas Ahmad already starts to fill up the ()) forms.

6ob 6ob ex experi perien enc ce

Ali and and Ah /ho /hong ng ha"e ha"e been been with ith -om -ompa pany ny A for for 78 78 years, now Ali has learned all the techniues to cope with stress because he personally knows almost all the other employees. n the other hand, Ah /hong, after 78 years starts to feel bored and unmoti"ated to be in the office.

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4.13

Stress oderators 8*ont.9

Stress moderators

E%amples

)ocial ial su suppo pport

Alth lthough *a *ancy is is an an Amer merican and ha had $us $ustt ar arri"ed 7 days ago in Malaysia, she does not feel lonely and isolated because her Malaysian co1workers are friendly towards her.

elief in locus of control

 Ali is an external locus of control belie"er. 4e also thinks life is a result of what is meant to be to him and he has no control o"er his life. l ife. As As a result, he feels so stressed.

)elf1efficacy

)iti is a person who "alues her life e"ery day. )he sees her problem from the positi"e side and always thinks well about her life. )hah always feels uncertain about his life. /his makes him angry easily. As a result, it increases his stress le"el.

4ostility

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4.14

ana(in( Stress

 Indi"idual

perspecti"e

 rgani#ational

perspecti"e

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4.14.1 !ndividual 6erspe*tive Strate(ies

E%amples

/ime man manag agin ing g tech techni niu ues es

Makin aking g to1d to1do o list list Prioriti#ing daily acti"ities )cheduling 4ighlighting your personal time ability

Increase ph physical ex exercis cise

6ogging )ports

5elaxation

Detach from the work for a while

)ocial support network

Make more friends Mingle with more people

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4.1"

0evie: ;uestions

9. +hat are emotions: 7. +hat is your understanding of emotional labour: ;. 4ow would you explain the emotional dimensions: . !xplain stress and its conseuences. ?. 4ow do you manage stress: Understanding Organizational Behaviour

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