Emotions in Organizational Behavior

Cover......Page 1
Title......Page 4
Copyright page......Page 5
Contents......Page 8
Foreword: Workplace Emotion: Where We\'ve Been, Where We\'re Going, and Where We Ought to Be......Page 12
Preface......Page 16
About the Editors and Contributors......Page 20
IN MEMORY OF JAN PATERSON......Page 28
ORGANIZATIONAL BEHAVIOR: AN OVERVIEW......Page 30
FROM THE COGNITIVE REVOLUTION TO THE EMOTIONAL REVOLUTION......Page 31
AN EMOTIONS PERSPECTIVE OF ORGANIZATIONAL BEHAVIOR......Page 32
FRAMEWORK OF THE BOOK......Page 33
Part III: The Interpersonal Within the Organization......Page 34
Part IV: Organizational Processes, Structure, and Design......Page 35
Part V: Organizational Change and Changing Organizations......Page 36
Part I: ORGANIZATIONAL BEHAVIOR AND EMOTIONS......Page 38
EMOTIONS AND KNOWLEDGE — INCOMPATIBLE PHENOMENA?......Page 40
Rethinking Knowledge in Organizational Studies......Page 41
Toward Integrating and Rethinking Emotions......Page 42
EMOTIONS IN ORGANIZATIONS — AN INVISIBLE ASSET?......Page 44
Emotionally Intensive Work......Page 45
Consequences of Emotionally Intensive Work......Page 47
Emotions in Work—A First Conclusion......Page 50
Emotions in Organizations as Relational and Part of a Larger Whole — An Introduction......Page 51
A Broad Situated-Relational Ontology......Page 52
Attunement and Understanding — Emotions and Knowledge as Blurred......Page 53
Further Discussion of Heidegger\'s Ideas......Page 57
A Knowledge Concept Where Emotions Are a Part......Page 61
Sketches Toward a Model......Page 63
The Angry, Scolding Boss (An Example From Front Office Work)......Page 65
CONCLUSION......Page 68
ACKNOWLEDGMENTS......Page 70
Part II: THE INDIVIDUAL WITHIN THE ORGANIZATION......Page 72
3. \'You Wait Until You Get Home\": Emotional Regions, Emotional Process Work, and the Role of Onstage and Offstage Support......Page 74
EMOTIONAL CULTURES, REGIONS, AND DRAMATURGY......Page 75
EMOTIONAL LABOR AND EMOTIONAL PROCESS WORK......Page 76
Emotional Process Work......Page 77
RESEARCH SITE AND DESIGN......Page 78
Surface Acting......Page 80
Deep Acting......Page 83
Coping and Emotional Labor......Page 87
THE ROLE OF OFFSTAGE SUPPORT IN THE DPS......Page 88
CONCLUSION......Page 91
4. The Role of Emotion in Employee Counterproductive Work Behavior: Integrating the Psychoevolutionary and Constructivist Perspective......Page 96
THEORETICAL BACKGROUND......Page 98
Psychoevolutionary Theory of Emotion......Page 99
The Constructivist View of Emotion......Page 100
APPLYING A SOCIAL PSYCHOEVOLUTIONARY PERSPECTIVE TO THE ORGANIZATIONAL SETTING......Page 101
Conceptual Model......Page 102
Emotional Adaptation......Page 104
A Taxonomy of CWB Based on Emotion......Page 105
Stimuli and Cognition......Page 106
Environmental Uncertainty......Page 107
Cognition and Feeling......Page 108
Violation of Psychological Contract......Page 109
Social and Organizational Norms......Page 110
Behavior and Effect......Page 111
CONCLUSION......Page 112
ACKNOWLEDGMENTS......Page 115
5. Emotional Experience of Individualist-Collectivist Workgroups: Findings From a Study of 14 Multinationals Located in Australia......Page 116
THE VALUE OF DIVERSITY MANAGEMENT......Page 117
Perceived Dissimilarity Based on Values......Page 119
THE CATEGORIZATION PROCESS......Page 120
INDIVTOUALIST–COLLECTIVIST IN-GROUP/OUT-GROUP PREJUDICE......Page 121
The Mediational Role of Self-Representation on ICIs......Page 122
Dissimilar Self-Representation Explains Negative ICI Effects......Page 123
EFFECT OF THE INDEPENDENT SELF-REPRESENTATION OF INDIVIDUALISTS......Page 124
EFFECT OF THE INTERDEPENDENT SELF-REPRESENTATION OF COLLECTIVISTS......Page 125
The Moderating Role of an Individual\'s Affective Predisposition to Cultural Difference on ICIs......Page 126
Open Self......Page 127
The Moderating Role of Human Resource Management Policies and Practices in ICI......Page 128
Fostering Diversity Openness......Page 129
STUDY 1......Page 130
Value Orientations......Page 131
Diversity Climate of Openness......Page 132
RESULTS......Page 133
The Cognitive and Affective Reactions to Dissimilar Others......Page 136
Emotional Experience From Perceived Dissimilarity......Page 137
The Influence of an Organization\'s Climate and Human Resource (HR) Policies......Page 138
CONCLUSION......Page 139
6. A Bounded Emotionality Perspective on the Individual in the Organization......Page 142
Part III: THE INTERPERSONAL WITHIN THE ORGANIZATION......Page 146
7. Individual and Group Affect in Problem-Solving Workgroups......Page 148
THE FUNCTION OF INDIVIDUAL AFFECT......Page 150
The Approach System......Page 151
IMPLICATIONS OF THE FUNCTIONAL PERSPECTIVE......Page 152
The Informational Role......Page 153
The Motivational Role......Page 154
FROM INDIVIDUAL TO GROUP AFFECT......Page 155
Affect Management Norms......Page 156
Decision Frames......Page 157
Problem-Solving Stages Defined......Page 158
Relationship Between Individual Affective Processes and Performance......Page 162
Relationship Between Group Affective Norms and Performance......Page 164
The Importance of Group Atmosphere to Performance......Page 165
The Importance of Decision Frames to Performance......Page 166
Organizational Context......Page 167
Group Context......Page 168
Practical Implications of the GAPS Model......Page 169
Opportunities for Future Research......Page 170
ACKNOWLEDGMENTS......Page 171
8. Nonsense Makes Sense: Humor in Social Sharing of Emotion at the Workplace......Page 172
HUMOR......Page 174
HUMOR AT THE WORKPLACE......Page 177
The SSE Process......Page 178
SSE at the Individual and Collective Level......Page 179
HUMOR IN SSE AT THE WORKPLACE......Page 181
Relationship Between Initiator and Receiver......Page 184
Event Emotions......Page 185
Organizational Context......Page 187
Individual Characteristics......Page 188
HUMOR IN SSSE......Page 190
CONCLUSION......Page 191
9. Understanding Cross-Cultural Negotiation: A Model Integrating Affective Events Theory and Communication Accommodation Theory......Page 196
BOUNDARY CROSSING......Page 198
EMOTION AND NEGOTIATION......Page 200
INFLUENCE OF AUSTRALIAN AND CHINESE CULTURE ON NEGOTIATION......Page 201
CULTURE AND EMOTION......Page 203
COMMUNICATION ACCOMMODATION THEORY IN SINO-AUSTRALIAN NEGOTIATIONS......Page 204
Level 2 of CAT......Page 205
Level 5 of CAT......Page 206
Conversion and Diversion......Page 207
What Do Negotiators Affect?......Page 208
Cross-Cultural Differences in Linguistic Style......Page 209
MANAGEMENT IMPLICATIONS......Page 210
CONCLUSION......Page 211
10. A Bounded Emotionality Perspective on Interpersonal Behavior in Organizations......Page 212
Part IV: ORGANIZATIONAL PROCESSES, STRUCTURE, AND DESIGN......Page 216
11. A Reconceptualization of the Emotional Labor Construct: On the Development of an Integrated Theory of Perceived Emotional Dissonance and Emotional Labor......Page 218
THEORETICAL COMPONENTS OF THE EMOTIONAL LABOR CONSTRUCT......Page 219
TOWARD A RECONCEPTUALIZATION OF EMOTIONAL LABOR......Page 220
The Affective State of Perceived Emotional Dissonance......Page 221
Emotional Labor: A Motivated Behavioral Response to Perceived Dissonance......Page 223
Situational Demands of Perceived Dissonance......Page 225
Display Rule Norms......Page 226
Customer Expectations......Page 227
Emotional Job Characteristics......Page 228
The Direct and Moderating Effect of Individual Differences......Page 229
Role Internalization......Page 230
Emotional Intelligence......Page 231
Positive and Negative Affectivity......Page 232
Individual and Organizational Outcomes......Page 233
Job-Related Attitudes and Behaviors......Page 234
Physical and Psychological Well-Being......Page 235
Withdrawal Behaviors......Page 237
CONCLUDING REMARKS......Page 238
Future Research......Page 239
ACKNOWLEDGMENTS......Page 240
12. Toward Understanding Emotional Management at Work: A Quantitative Review of Emotional Labor Research......Page 242
THE EVOLUTION OF EMOTIONAL LABOR......Page 243
DEFINITIONS AND OPERATIONALIZATIONS......Page 245
Purpose and Method......Page 248
Predictors of Emotional Labor......Page 250
Outcomes of Emotional Labor......Page 253
WHAT HAVE WE LEARNED AND HOW CAN WE USE THIS INFORMATION?......Page 255
Why Continue to Research Emotional Labor?......Page 257
Individual Differences and Emotional Labor......Page 258
Environmental Factors......Page 259
Organizational Considerations......Page 260
CONCLUSION......Page 261
13. The Interaction Effect of Emotional Intelligence and Emotional Labor on Job Satisfaction: A Test of Holland\'s Classification of Occupations......Page 264
DOMAIN AND MEASURES OF EMOTIONAL INTELLIGENCE......Page 266
EMOTIONAL LABOR AND HOLLAND\'S MODEL OF VOCATIONAL CHOICE......Page 267
Sample and Sampling Procedure......Page 270
Proxy of Emotional Labor by Holland\'s Occupational Model......Page 271
Analysis......Page 272
RESULTS......Page 273
DISCUSSION......Page 276
ACKNOWLEDGMENT......Page 279
14. The Relationship With Patients: \"Emotional Labor\" and Its Correlates in Hospital Employees......Page 280
The Emotional Labor Concept......Page 282
Distinct Aspects of Emotion Regulation......Page 283
Self-Monitoring and Self-Consciousness......Page 285
Positive and Negative Affect......Page 286
Felt Emotions and Emotional Expressions as Regulation Objects, and Emotional Consonance......Page 287
Felt Affect, Emotional Dissonance, Regulation Processes, Psychological Effort, Psychophysical Costs, Affect, and Life Satisfaction......Page 289
Personal and Personality Variables......Page 290
Job-Related Variables......Page 291
Experimental Measures......Page 292
Data Analysis......Page 293
Dimensions of Emotional Labor......Page 294
Measures of Burnout, Affect, Self-Monitoring and Self-Consciousness, Empathic Concern and Perspective Taking, and Life Satisfaction, and Employees\' Scores......Page 295
Self-Monitoring and Self-Consciousness......Page 297
Employees\' Features on Job-Related Variables......Page 298
Correlation Results......Page 299
Results of Analyses of Variance, With Social Desirability as a Covariant......Page 300
Emotional Labor......Page 302
Gender......Page 303
Frequency and Duration of Patient Interactions, Relational Time, and Department Type......Page 304
Relationships Between Job-Role Variables, Emotional Labor, and Burnout......Page 307
The Most Important Predictors of Life Satisfaction......Page 310
DISCUSSION AND CONCLUSION......Page 311
ACKNOWLEDGMENTS......Page 314
15. A Bounded Emotionality Perspective on Work Characteristics......Page 316
Part V: ORGANIZATIONAL CHANGE AND CHANGING ORGANIZATIONS......Page 322
16. Emotion Management to Facilitate Strategic Change and Innovation: How Emotional Balancing and Emotional Capability Work Together......Page 324
WHY IS STRATEGIC CHANGE EMOTIONAL?......Page 325
EMOTION LINKS TO COGNITION AND ACTION IN RESPONSE TO CHANGE......Page 326
EMOTIONAL BALANCING......Page 327
Psychological Mechanisms of Emotions Related to Change and Continuity......Page 328
Change Agents\' Emotions......Page 329
Organizational Outcomes Related to Emotional Balancing......Page 330
Sympathy and the Capability for Reconciliation......Page 332
Authenticity and the Capability of Liberation......Page 335
Hope and the Capability of Encouragement......Page 336
Fun and the Capability of Playfulness......Page 337
Love and the Capability of Attachment......Page 338
EMOTION MANAGEMENT: THE CONTRIBUTION OF MIDDLE MANAGERS......Page 339
CONCLUSION AND RESEARCH IMPLICATIONS......Page 341
CONTRIBUTIONS......Page 342
FUTURE RESEARCH......Page 343
17. Managing Emotion: A New Role for Emergent Group Leaders......Page 346
EMERGENT LEADERS AS MANAGERS OF GROUP EMOTION......Page 348
METHODOLOGY......Page 354
Group Context......Page 355
Group Norms......Page 357
Leader\'s Skills and Abilities......Page 359
CONCLUSION......Page 362
18. For Better or For Worse: Organizational Culture and Emotions......Page 364
POSITIVE, HEALTHY ORGANIZATIONS......Page 365
THE ORGANIZATIONAL CULTURE CONSTRUCT......Page 367
ORGANIZATIONAL CULTURE, A FORM OF SOCIAL CONTROL......Page 369
Social Control......Page 370
ORGANIZATIONAL CULTURE AND EMOTIONS: FOR BETTER OR FOR WORSE......Page 371
Managing Anxiety......Page 372
Ways to Express Emotions......Page 373
Encouraging and Discouraging Emotions......Page 374
Identification and Commitment......Page 375
Ethnocentrism......Page 377
The Organizational Culture Paradox......Page 378
Destructive Potential at the Individual Level......Page 380
The Need for an Ethical Framework......Page 381
PRACTICAL IMPLICATIONS......Page 382
CONCLUSION......Page 383
19. A Bounded Emotionality Perspective on Organizational Change and Culture......Page 384
20. What an Emotions Perspective of Organizational Behavior Offers......Page 388
EMOTIONS IN ORGANIZATIONAL BEHAVIOR......Page 389
A MODEL OF EMOTIONS IN ORGANIZATIONAL BEHAVIOR......Page 394
FINAL WORDS......Page 396
References......Page 398
Author Index......Page 436
Subject Index......Page 448