People and Organization

• Attitudes and stress
  • Employee attitudes are the evaluations employees make, ranging from positive to negative, about objects, people, or events.
  • Stress is an unpleasant psychological process that occurs in response to environmental pressures.
• Task performance: the combination of effectiveness and efficiency at doing your core job tasks
• Citizenship behavior
  • The discretionary behavior that is not part of an employee's formal job requirements and that contributes to the psychological and social environment of the workplace.
• Withdrawal behavior: the set of actions that employees take to separate themselves from the organization.
• Group cohesion: the extent to which members of a group support and validate one another at work.
• Group functioning: the quantity and quality of a group's work output
• Productivity: An organization is productive if it achieves its goals by transofrming inputs into outputs at the lowest cost. This requires both effectiveness and efficiency.
• Survival: the organization is able to exist and grow over the long term.

Companies can overcame the resistance to change through:

• Education and Communication
• Participation
• Building Support and Commitment
• Develop Positive Relationships
• Manipulation and Cooptation ("Buying off")
• Selecting People who accept change
• Coercion ("Threats"/force)

• They encourage experimentation
• They reward both successes and failures
• They celebrate mistakes

• Job Satisfaction
  • A positive feeling about the job resulting from an evaluation of its characteristics
• Job Involvement
  • Degree of psychological identification with the job where perceived performance is important to self-worth
• Logical Empowerment
  • Belief in the degree of influence over the job, competence, job meaningfulness, and autonomy

Cognitive Dissonance is the incompatibility an individual might perceive between two or more attitudes or between behavior and attitudes.

• Affective
  • emotional attachment to organization
• Continuance Commitment
  • economic value of staying
• Normative
  • moral or ethical obligations

1. Work itself

2. Coworkers

3. Supervision

• Exit
  • Behavior directed toward leaving the organization, including looking for a new position as well as resigning.

• Voice
  • Actively and constructively attempting to improve conditions, including suggesting improvements, discussing problems with superiors, and some forms of union activity.

• Loyalty
  • Passively, but optimistically, waiting for conditions to improve, including speaking up for the organization in the face of external criticism, and trusting the organization and its management to "do the right thing".

• Neglect
  • Involves passively allowing conditions to worsen, including chronic absenteeism or lateness, reduced effort and increased error rate.

1. Anger

2. Fear

3. Sadness

4. Happiness

5. Disgust

6. Surprise

• Weather
  • illusory correlation - no effect
• Stress
  • even low levels of constant stress can worsen moods
• Social activities
  • physical, informal, and dining activities increase positive moods
• Sleep
  • poor sleep quality increases negative affect
• Exercise
  • does somewhat improve mood, especially for depressed people

Emotional Labor

An employee's expression of organizationally desired emotions during interpersonal transactions at work.

Emotional Dissonance

• Employees have to project one emotion while simultaneously feeling another
• Can be very damaging and lead to burnout

• Surface acting: displaying appropriately but not feeling those emotions internally
• Deep acting: changing internal feelings to match display rules - very stressful

Emotional Intelligence is a person's ability to:

• be self aware
• detect emotions in others (empathy)
• manage emotional cues and information

• Selection: Emotional Intelligence should be a hiring factor, especially for social jobs
• Decision: Making positive emotions can lead to better decisions.
• Creativity: Positive mood increases flexibility, openness and creativity.
• Motivation: Positive mood affects expectations of success; feedback amplifies this effect.
• Leadership: Emotions are important to acceptance of messages from organizational leaders.
• Negotiation: Emotions, skillfully displayed, can affect negotiations
• Customer Services:
  • Emotions affect service quality delivered to customers which affects customer relationships
  • Emotional Contagion: "catching" emotions
• Job Attitudes: Can carry over to home, but dissipate overnight
• Deviant Workplace Behaviors: Negative emotions lead to employee deviance (actions that violate norms and threaten the organization)
• Safety and Injury at Work: Don't do dangerous work when in a bad mood
• Manager's Influence: Leaders who are in a good mood, use humor, and praise employees increase positive moods

Personality is a dynamic concept describing the growth and development of a person's whole psychological system.

The sum of ways in which an individual reacts to and interacts with others.

The Dark Triad refers to the three personality traits Machiavellianism, Narcissism and Psychopathy which are called dark because of their malevolent qualitites.

• Machiavellianism: the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.
• Narcissism: the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement.
• Psychopathy: the tendency for a lack of concern for others and a lack of guilt or remorse when their actions cause harm.

• Core Self-Evaluation: bottom-line conclusions individuals have about their capabilities, competence, and worth as a person.
• Self-Monitoring: measures an individuals's ability to adjust his or her behavior to external, situational factors.
• Proactive Personality: people who identify opportunities, show initiative, take action, and persevere until meaningful change occurs.