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Emotions and Attitudes at Work: The Power of Psychological Contracts

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  1. Chapter 10 Affect, Attitudes, and Behavior at Work

  2. Learning Objectives • Explain the role of affect, moods, and emotions in the workplace. • Explain the organizational attitudes of job satisfaction, work commitment, employee engagement, and organizational justice. • Understand the concepts of organizational citizenship behavior and counterproductive work behavior and their relationships to other concepts. • Understand the concept of organizational politics. • Understand the concept of the psychological contract in employment and its changing nature.

  3. Affect, Moods, and Emotions • Affect - broad range of feelings described along positive-negative continuum • Moods - general and relatively long lasting • Emotions - discrete, short, and target-specific

  4. Emotions • Five Categories • Positive • Negative • Existential • "Nasty" • Empathetic

  5. Emotions (cont’d) • Key Concepts • Emotional Labor - surface vs. deep acting • Emotion Regulation - attempts to modify one's emotions • Emotional Intelligence - ability to recognize and control emotions; controversial • Emotional Contagion - conscious and unconscious emotion synchronization

  6. Broaden-and-Build Theory of Positive Emotions

  7. Job Attitudes • Job Satisfaction • Work Commitment • Employee Engagement • Organizational Justice

  8. Job Satisfaction • Internal evaluation of job favorability • Broad differences in satisfaction • Can measure at two levels: • Global job satisfaction • Job facet satisfaction • Sample measures • Job Descriptive Index • Minnesota Satisfaction Questionnaire

  9. Job Satisfaction (cont’d) • Brief’s Model of Job Satisfaction • Positive-negative dimension vs. objective job circumstances

  10. Job Satisfaction (cont’d) • Judgments embedded in a relative context (links to sensation and perception research) • Honeymoon-hangover effect: possibility of a "set point" for job satisfaction • Key relationships • Correlations of personality with satisfaction • Relationship between satisfaction and job-related criteria • Relationship between satisfaction and withdrawal behavior

  11. Work Commitment • Allegiance or loyalty to work - bonds reflecting dedication to and responsibility for one's work • Four types of bonds

  12. Work Commitment (cont’d) • Tripartite view of commitment • Affective • Continuance • Normative • Targets of work commitment • Relationships with work-related constructs

  13. Employee Engagement • Three dimensions • Vigor • Dedication • Absorption • Distinct yet counter to burnout • Burnout: emotional exhaustion, cynicism, reduced personal accomplishment • Engagement more cognitive; burnout more emotional

  14. Organizational Justice • Fair treatment of people in organizations • Typologies of organizational justice

  15. Behaviors • Organizational Citizenship Behavior • Counterproductive Work Behavior • Organizational Politics

  16. Organizational Citizenship Behavior • Contributing to the organization’s welfare by going beyond duties • 5 main dimensions to citizenship behavior: • Altruism • Conscientiousness • Courtesy • Sportsmanship • Civic virtue

  17. Organizational Citizenship Behavior (cont’d) • Motives for employees to engage in citizenship behaviors • "do good" - good soldiers • "look good" - good actors • Origins of organizational citizenship behavior • Dispositional • Situational antecedents • Cautionary statements regarding organizational citizenship behaviors

  18. Counterproductive Work Behavior • Behaviors harmful to employees or the organization • Categories of deviant behavior • Verbal • Physical • Sabotage • Severity (minor/major) • Recurrence (one time/ongoing) • Visibility (overt/covert) • Work-directed • Workplace homicide

  19. Counterproductive Work Behavior (cont’d) • "Thermodynamics of revenge" • Employee heats up then cools down in one of several forms: • Venting • Dissipation • Fatigue • Explosion

  20. Counterproductive Work Behavior (cont’d) • Workplace bullying • Low performers vs. excellent performers • Organization's policies and practices • Bad applies vs. bad barrels • Spiraling effect of incivility • Cyberaggression and cyberbullying

  21. Organizational Politics • Behaviors driven by self-interest • Who gets what, when, and how • Positive, neutral, and negative views of politics • Political games in organizations • Budgeting game • Expertise game • Rival camps game

  22. Organizational Politics (cont’d) • Four components of political skill • Social astuteness • Interpersonal influence • Building networks and forming coalitions • Projected virtue • Responses to politics • Stress • Turnover intentions • Work attitudes

  23. The Psychological Contract • Founded on concepts of mutuality and reciprocity • Types of contracts: • Transactional contracts (short-term) • Relational contracts (long-term) • Symmetrical vs. asymmetrical power

  24. The Psychological Contract (cont’d)

  25. The Psychological Contract (cont’d) • Violations of the psychological contract (consequences) • Sequential pattern of employee responses to violations • Move from relational to transactional • Voice • Silence • Retreat • Destruction • Exit

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