Post and responses OB
Chapter 3: Emotions, Attitudes, and Stress
1
Attitudes and Behavior
Attitude is a learned tendency to consistently respond positively or negatively to people or events.
Neck, Organizational Behavior. © SAGE Publications, 2017.
2
We define attitude as a learned tendency to consistently respond positively or negatively to people or events. Attitudes determine our likes and dislikes and help us to make judgments about other people or events. Our beliefs provide us with the necessary information to shape our attitudes, which in turn shape our behaviors.
2
Attitudes and behaviors
How Attitudes are Created
Cognitive appraisal:
underlying beliefs, opinions, information, and knowledge.
Affective evaluation:
positive and negative feelings.
Behavioral intention:
treatment of a specific object, person, or event.
Neck, Organizational Behavior. © SAGE Publications, 2017.
3
Cognitive appraisal reflects the sum total of a person’s underlying beliefs, opinions, information, and knowledge about a specific object, person, or event. For example, my professor is overbearing; my girlfriend is smart and beautiful; the Steelers are the best team in the NFL.
Affective evaluation reflects a person’s positive and negative feelings toward a specific object, person, or event. For example, I don’t like my professor; I love my girlfriend; I like the Steelers.
Behavioral intention is the intention to behave in a particular way toward a specific object, person, or event. For example, I will not take another course with my professor; I will kiss my girlfriend; I will root for the Steelers.
3
Attitudes and behaviors
The Relationship between Attitudes and Behaviors
Neck, Organizational Behavior. © SAGE Publications, 2017.
4
SOURCE: Adapted from Fishbein, M., & I. Ajzen. Belief, Attitude, Intention, and Behavior: An Introduction to Theory and Research (Reading, MA: Addison-Wesley, 1975).
Figure 3.3: The Relationship between Attitudes and Behaviors
Behavioral intention is the strongest predictor of actual behavior. But although we may have a strong positive or negative attitude about something or someone, it does not necessarily predict our behavior. Social norms and other behavioral controls may intervene, stopping us from carrying out our intended action.
4
Attitudes and behaviors
Cognitive Dissonance
Cognitive dissonance occurs when there is inconsistency between a person’s beliefs, attitudes, or behavior.
Neck, Organizational Behavior. © SAGE Publications, 2017.
5
Originally described by psychologist Leon Festinger, cognitive dissonance occurs when there is inconsistency between a person’s beliefs, attitudes, or behaviors. This inconsistency creates discomfort that leads us to alter our attitudes, beliefs, or behaviors in order to restore harmony.
5
Stress in the Workplace
Stress as a response that occurs when a person perceives a situation as threatening to his or her well-being when his or her resources have been taxed or exceeded.
Neck, Organizational Behavior. © SAGE Publications, 2017.
6
Most of us know what it feels like to be stressed. We may feel under pressure about making a deadline, taking an exam, or giving a presentation in front of a large audience. We define stress as a response that occurs when a person perceives a situation as threatening to his or her well-being when his or her resources have been taxed or exceeded. Stress in the workplace can affect the behavior of people working in an organization, leading to poor health and absenteeism. Statistics show that 60% of illnesses are caused by stress, which costs the U.S. $300 billion every year on medical bills and loss of productivity. 3
6
Stress in the Workplace
Stressors
Stressors are environmental stimuli that place demands on individuals. There are two main types:
Challenge stressors.
Hindrance stressors.
Neck, Organizational Behavior. © SAGE Publications, 2017.
7
Stressors are environmental stimuli that place demands on individuals. There are two main types:
Challenge stressors are associated with workload, job demands, job complexity, and deadlines and are positively related to motivation and performance. For example, although Laura faces a number of challenges to implementing her marketing initiatives, she still feels motivated to accomplish tasks.
Hindrance stressors inhibit progress toward objectives; examples are role ambiguity or conflict, hassles, red tape, and highly political environments. These stressors are negatively related to motivation and performance. For example, Joey in particular seems to lack motivation; he is often absent from work, and when he does show up, he does not perform well due to the constraints placed on him by Cheryl and Abigail.
7
Stress-related Outcomes and Wellness
Distress and eustress.
The physiological element.
The psychological element.
Job burnout.
Neck, Organizational Behavior. © SAGE Publications, 2017.
8
While high degrees of stress can be destructive to our behaviors and harmful to our health, stress is not always negative. For example, when Laura objectively evaluates the stressful situation she is in and realizes there can be positive outcomes if she can get Abigail’s support, she experiences eustress, a moderate level of stressors that have constructive and positive effects on effort and performance. 35 Conversely, Abigail is experiencing distress, high levels of stressors that have destructive and negative effects on effort and performance.
There are three elements to distress:
The physiological element is manifested as negative physical health effects. For example, Abigail tells Laura she suffers from insomnia and exhaustion.
The psychological element appears as negative attitudes and emotions that can lower job satisfaction, among other results. For example, Abigail is overwhelmed by the theater’s financial burden and seems anxious and irritable.
Job burnout consists of emotional exhaustion, cynicism, and loss of interest in the job that can result from ongoing exposure to high levels of stressors. For example, Abigail appears to be on the point of giving up because of the stress she is under.
8
Managing Stress
Neck, Organizational Behavior. © SAGE Publications, 2017.
9
Figure 3.4: Managing Stress
9
Stress-related Outcomes and Wellness
Wellness
Wellness program is an effort to promote health and well-being by providing access to services like medical screenings, weight management, health advice, and exercise programs.
Neck, Organizational Behavior. © SAGE Publications, 2017.
10
We have seen that there are different degrees and types of stress and various ways of managing it. In recognition of the implications of stress, some organizations offer wellness programs as a way of helping their employees manage stress and otherwise protect and improve their health. A wellness program is a personal or organizational effort to promote health and well-being through providing access to services like medical screenings, weight management, health advice, and exercise programs. The main aim of the wellness program is to cultivate a healthier and more productive workforce that is more satisfied with their jobs.
10