Workplace stress has become an increasingly serious issue due to its cost to organisational productivity and employee health and wellbeing. Over the years, the association between stress and counterproductive workplace behaviour (CWB) has become an increasingly popular topic of study among organizational researchers. CWB refers to behaviour by employees that harms an organization or its members (Spector & Fox, 2002). Spector and colleagues (e.g., Chen & Spector, 1992; Penney & Spector, 2005) have portrayed CWB as an emotion-based response to stressful organisational conditions.
This connotation is supported by several theoretical frameworks, including Affective Event Theory (AET; Weiss & Cropanzano, 1996) and Job stress/Emotion/CWB model (Spector & Fox, 2002). AET posits that individuals respond to workplace events with a ‘feeling mode’, and these emotional responses, in turn, manifest affective-based work behaviours. To test this theory, Wegge, Dick, Fisher, West, and Dawson (2006) conducted a survey-based study in the UK call centre industry to examine whether emotion does indeed predict affective-based behaviours. The results suggested that emotional responses to work characteristics are associated with affective commitment (i.e., desire and behaviour decision to maintain membership with the organisation; Meyer, Allen, & Gellatly, 1990) and physical health complaints (e.g. ‘I have had difficulty getting to sleep or staying asleep’). This study provides an empirical evidence to support the association between emotions and behaviours.
Job stress/Emotion/CWB model (Spector & Fox, 2002), on the other hand, posits that individuals respond to workplace events with a ‘thinking mode’, appraising the meaning with a rational mindse...
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...ciological review, 69(1), 14-39.
Spector, P. E., & Fox, S. (2002). An emotion-centered model of voluntary work behavior: Some parallels between counterproductive work behavior and organizational citizenship behavior. Human Resource Management Review, 12(2), 269-292.
Spector, P. E., Fox, S., Penney, L. M., Bruursema, K., Goh, A., & Kessler, S. (2006). The dimensionality of counterproductivity: Are all counterproductive behaviors created equal? Journal of Vocational behavior, 68(3), 446-460.
Wegge, J., Dick, R. v., Fisher, G. K., West, M. A., & Dawson, J. F. (2006). A Test of Basic Assumptions of Affective Events Theory (AET) in Call Centre Work1. British Journal of Management, 17(3), 237-254.
Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work.
Staw & Barsade, B.M.S & S.G.B, 1993. Affect and managerial performance: A test of the sadder-
“Go Ahead- Cry at Work” illustrates many organizational behavior topics, that we have discussed in class including emotions in the workplace, emotional ability, gender diversity, and stereotyping. Through personal narrative Anne Kreamer is able to show how a lack of emotional intelligence can hurt not only individuals of a company, but their commitment to the organization. Through numero...
Rafaeli, A. & Sutton, R.I., (1987). “Expression of emotion as part of the work role”. Academy of Management Review, 12, pp. 23-37
With the concept of organization justice, Shkoler (2017), defines the concept of organizational justice as the “Perceptions of the degree to which an organization provides its employees with appropriate, fair and respectful treatment, adequate and accurate information, and resources and rewards.” (Shkoler & Tziner, 2017). With this, the researchers (2017) found that employees who perceived injustice in the workplace and acted to resolve the issues developed some behaviors that demonstrated negative feelings towards the organization. These behaviors included a lack of motivation and manifestations of mistrust towards the workplace or the manager. (Shkoler et al., 2017). The consequence of perceived injustice to employers is job burnout. Emotional intelligence was measured using the Trait Emotional Intelligence Questionnaire-Short Form. Organizational justice was measured by the justice scale and burnout was measured with the Maslach Burnout Inventory. Work Misbehavior was measured by the Interpersonal and Organizational Deviance Scale. Meetings were conducted among threatened participants to gather the information about what might be going on in terms of employee’s personal, social, and mental health. This included issues of expertise, self-esteem,
...itive and negative affectivity in job performance: A meta-analytic investigation. Journal of Applied Psychology, 94(1), 162-176. doi:10.1037/a0013115
Introduction Emotional Labor (EL) is defined “as managing emotions through surface or deep acting by following organizational display rules in return for a wage.” (Hochschild 1983). Task performance and strategy is increased through EL and it has impact on administration of service. Strategies displayed by frontline staffs in service roles may increase bad outcomes by activating negative idea like emotive dissonance and self-alienation.
Studies exploring the emotional side of organizational life are constantly growing. While emotion in the workplace has become more common, emotion as part of the job is considered within a number of professional careers. The conceptualized definition of emotional work is emotion that is part of the work itself. “Emotional work is most often performed by nurses, physicians, social workers, counselors, teachers, ministers, and funeral home directors” (Miller, 2007). An example of emotional work could be if a nurse feels and expresses sorrow about the death of a patient or even a social worker feeling and expressing happiness after saving a couple’s marriage. This kind genuine emotion on the job is what Miller (2007) explains as emotional work.
Managers should know that emotions are contagious if the boss has a smile his employees feel comfortable and free to smile. Whereas, a boss that is displaying anger makes the work place uncomfortable and a hostile environment. Generally, employees are responsible for their own emotional behavior but there are exceptions such as during times of tragedy. For instance, employees in Ferguson, Missouri may have been given time off during the recent riots because they would have understandably been upset by the unrest in the
Hochschild talks about emotional labor, or when a specific job requires a specific emotion that the worker has to give off. These emotions are regulated by their bosses and not the workers choosing. In Hochschild research, flight attendants have one specific way of acting during a flight. They must be professional no matter what. She can use surface acting, which is just painting a smile on for the interaction, or deep acting, which is changing the way she thinks about the person. At the end, she cannot cannot lose her calm in the air. This shows that she lacks the individuality to control her actions and emotions. Instead a man sitting in a small cubical controls her opinions and emotions because that is what they believe society thinks is professional. Emotional labor is shaped by society and causes a difference between emotions in public and private lives because society expects different emotions. She calls this Transmutation of an emotional system, and describes it as, “I mean to point out a link between a private act, such as attempting to enjoy a party, and a public act, such as summoning up good feeling for a customer” (Hochschild 2002: 302). Clearly, there is a difference between doing something at home and at work. Since at work individuals are not able to choose their emotions, instead they are forced have their managers tell them how to think. The control of emotions
Workplace attitudes and workplace performance are two areas of research that are often studied in organizational research. Yet, questions remain about the relationship between the two and the factors that influence them. What are the most crucial elements affecting employee attitudes and how does that affect work behaviors in general? With levels of workplace stress rising, the identification of influencing factors is increasingly important to the health and wellness of both the employee and the organization.
Hochschild in her book “The Managed Heart” (1983) suggests that emotion management refers to how we regulate our emotion which leads to a visible body or facial display (Hochschild, 1983). She proposes that feeling rules are rules that set expectations about how we should feel in certain situations. For example we understand that we should feel, or at least appear to feel sad at a funeral due to our feeling rules (Hochschild, 1983). Hochschild suggests that emotional labour is the management of emotion within the work place that is exchanged for economic gain whereas emotion work is conducted in a private envi...
Weiss and Russell Cropanzano, which is a model that illustrates how the example scenario that was aforementioned along with other key factors will effect how we react to people at work. In their model they describe factors such as work environment, work events, or personality and moods all playing a role in how we choose to react to situations, people, or things. How we react, whether positively or negatively, will play a significant role in determining how satisfied we are with our job, and the level at which we perform that job. We come to work predisposed with our mood, work demands, stresses of life, and our recent life events, which heavily influence who we are at present. Over time, we can see the ebbs and flows of our job performance and job satisfaction fluctuate in sync with our ability to appropriately respond to our
Since people are always dealing with certain changes in their lives, they are always dealing with some type of stress. One of the biggest growing issues with stress is stress in the workplace. According to Northwestern National Life, one-fourth of employees view their jobs as the number one stressor in their lives (“Stress at Work,” 1999).... ... middle of paper ...
Next, I asked if emotions were beneficial to the workplace and if they should be kept at home. Mr. Jeu told me that emotions do have an impact in the workplace and that they cannot be kept at home. He also mentioned that sometimes attendance declines as well as job performance due to an ongoing disruptive emotional breakdown, and that the way to keep everything in control is to remind the employees about the EAP. The concept of work-family balance is important to be kept in mind, if life at home is satisfactory, life at work is also satisfactory.
The cost of dealing with the aftermath of a stressful workplace is costing countries like the United States billions of dollar annually. In addition job stress is estimated to cost the United States over $300 billion annually due to reduced productivity of workers (The American Institute of Stress, 2011).