Emotional Intelligence, Attitudes, Moods, and Performance
Imagine you are the branch manager of a large bank. You want to improve both job satisfaction and job performance in your branch. Using the effective events theory as your framework that you previously practiced in the Learning Activity, create a 10-slide PowerPoint presentation and either add audio or notes below your slides which addresses the following:
⦁ Describe the effective events theory and explain how work events impact job satisfaction and job performance.
⦁ Describe how you might use emotional intelligence to control mood and create a positive work environment in your branch.
⦁ Explain how you might change job characteristics and job demands to improve job satisfaction and performance.
If you use any of the info listed below here is the reference for it
Robbins, S., & Judge, T. (2013). Organizational behavior. (15th ed.). Upper Saddle River, NJ: Pearson Prentice Hall Publishing.
Effective Events Theory 5 Describe effective events theory and identify its applications. We’ve seen that emotions and moods are an important part of our lives and our work lives. But how do they influence our job performance and satisfaction? A model called affective events theory (AET) demonstrates that employees react emotionally to things that happen to them at work, and this reaction influences their job performance and satisfaction.62 affective events theory (AET) A model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors.
Exhibit 4-5 summarizes AET. The theory begins by recognizing that emotions are a response to an event in the work environment. The work environment includes everything surrounding the job—the variety of tasks and degree of autonomy, job demands, and requirements for expressing emotional labor. This environment creates work events that can be hassles, uplifting events, or both. Examples of hassles are colleagues who refuse to carry their share of work, conflicting directions from different managers, and excessive time pressures. Uplifting events include meeting a goal, getting support from a colleague, and receiving recognition for an accomplishment.63 These work events trigger positive or negative emotional reactions, to which employees’ personalities and moods predispose them to respond with greater or lesser intensity. People who score low on emotional stability are more likely to react strongly to negative events. And our emotional response to a given event can change depending on mood. Finally, emotions influence a number of performance and satisfaction variables, such as organizational citizenship behavior, organizational commitment, level of effort, intention to quit, and workplace deviance.
Tests of affective events theory suggest the following: 1. An emotional episode is actually a series of emotional experiences, precipitated by a single event and containing elements of both emotions and mood cycles. 2. Current emotions influence job satisfaction at any given time, along with the history of emotions surrounding the event. 3. Because moods and emotions fluctuate over time, their effect on performance also fluctuates. 4. Emotion-driven behaviors are typically short in duration and of high variability. 5. Because emotions, even positive ones, tend to be incompatible with behaviors required to do a job, they typically have a negative influence on job performance.64
Consider an example.65 Say you work as an aeronautical engineer for Boeing. Because of the downturn in demand for commercial jets, you’ve just learned the company is considering laying off 10,000 employees, possibly including you. This event is likely to make you feel negative emotions, especially fear that you might lose your primary source of income. And because you’re prone to worry a lot and obsess about problems, this event increases your feelings of insecurity. The layoff also sets in motion a series of smaller events that create an episode: you talk with your boss and he assures you your job is safe; you hear rumors your department is high on the list to be eliminated; and you run into a former colleague who was laid off 6 months ago and still hasn’t found work. These events, in turn, create emotional ups and downs. One day, you’re feeling upbeat that you’ll survive the cuts. The next, you might be depressed and anxious. These emotional swings take your attention away from your work and lower your job performance and satisfaction. Finally, your response is magnified because this is the fourth-largest layoff Boeing has initiated in the past 3 years. In summary, AET offers two important messages.66 First, emotions provide valuable insights into how workplace hassles and uplifting events influence employee performance and satisfaction. Second, employees and managers shouldn’t ignore emotions or the events that cause them, even when they appear minor, because they accumulate.
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