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Emotions in the workplace

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Title: Emotions in the workplace  
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Emotions in the workplace

Emotions in the workplace play a large role in how an entire emotional states in the workplace, both behavioral and attitudinal, have substantial significance for individuals, groups, and society”.[1] “Positive emotions in the workplace help employees obtain favorable outcomes including achievement, job enrichment and higher quality social context”.[2] “Negative emotions, such as fear, anger, stress, hostility, sadness, and guilt, however increase the predictability of workplace deviance,”,[3] and how the outside world views the organization.

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Works cited

  1. ^ (Weiss, 2002)
  2. ^ a b c (Staw, Sutton, Pelled, 1994)
  3. ^ (Lee, Allen, 2002)
  4. ^ a b (Brief, Weiss, 2002)
  5. ^ a b c (Mann, 1999)
  6. ^ a b c d (Martin, 2012)
  7. ^ a b (Abraham, 1999)
  8. ^ (Bono, Jackson, Foldes, Vinson, Muros, 2007)
  9. ^ (Ben-Zur, Yagil, 2005)
  10. ^ a b c (Miller, 2007)
  11. ^ a b (Poynter, 2002)
  12. ^ (Elfenbein, Ambady, 2002)
  13. ^ (Miller, Koesten, 2008)
  14. ^ (Grandey, 2000)
  15. ^ (Olofsson, Bengtsson, Brink 2003)
  16. ^ a b (Oginska-Bulik, 2005)
  17. ^ (Muir, 2006)
  18. ^ (Olofsson, Bengtsson, Brink, 2003)
  19. ^ a b (Canaff, Wright, 2004)
  20. ^ McQuerrey, Lisa. "Eight Steps to End Drama in The Workplace". Retrieved 20 April 2014. 
  21. ^ Peter J.Frost

References

See also

Being able to not only control your emotions, but gauge the motions of those around you and effective influence them is imperative to success in the workplace. “Toxicity in the workplace is a regular occurrence and an occupational hazard. That is why the success of many projects, and the organization itself, depends on the success of “handlers,” the people (usually managers) whose interventions either assuage individuals’ pain from toxicity or eliminate it completely. “[21] “One can conclude that the ability to effectively deal with emotions and emotional information in the workplace assists employees in managing occupational stress and maintaining psychological well-being. This indicates that stress reduction and health protection could be achieved not only by decreasing work demands (stressors), but also by increasing the personal resources of employees, including emotional intelligence. The increasing of EI skills (empathy, impulse control) necessary for successful job performance can help workers to deal more effectively with their feelings, and thus directly decrease the level of job stress and indirectly protect their health”.[16]

Conclusion

Not having a strong base to things like drama and gossip can also disrupt a functioning business. Lisa McQuerrey gives a definition for drama: “Drama is usually defined as spreading unverified information, discussing personal matters at work, antagonizing colleagues or blowing minor issues out of proportion to get attention.” McQuerry wrote an article giving solutions to stop drama and conflict between coworkers. There are eight important solutions to ending conflict in a workplace according to McQuerrey, first being to set a policy in an employee handbook making drama unacceptable. With this, there needs to be a list of consequences. Second being that the roles of employees need to be clarified. Other examples in her article include: Stopping gossip before it makes its rounds, confronting employees about changes at work yourself instead of having a rumor mill, report drama if there is a regular instigator. McQuerrey goes on with saying that if situations go on, there should be a meeting held where management mediates the people who gossip. It is also important to follow up with your policy and give warnings about the consequences. Employees may be unaware of how their actions impact their coworkers, bringing in a behavioral expert into your business is usually a positive reinforcement when there’s nothing else you can do. [20]

Not being able to control personal emotions and recognize emotional cues in others can be disastrous in the workplace. It can cause conflict between you and others, or simply cause you to be seen in a negative light and result in missed opportunities. [19] Psychological and Emotional- “Individuals experiencing job insecurity have an increased risk for

Consequences

Negative emotions at work can be formed by “work overload, lack of rewards, and verbal abuse, sexual harassment, computer flaming, blogging, assertiveness training, grapevines, and non verbal behavior”.[17] “Stress is the problem of each person feeling it. [Negative emotions] can be caused by “poor leadership, lack of guidance, lack of support and backup. Employees lack of confidence in their abilities to deal with work demands… and their lack of confidence in coworkers… can also create prolonged negative stress”.[18] Showing stress reveals weakness, therefore, employees suppress their negative emotions at work and home. “People who continually inhibit their emotions have been found to be more prone to disease than those who are emotionally expressive”.[5]Negative emotions can be seen as a disease in the workplace. Those who exhibit it negatively affect those around them and can change the entire environment. A co-working might de-motivate those around them, a manager might cause his employees to feel contempt. Recognizing the negative emotions and learning how to handle them can be a tool for personal success as well as the success of your team. Managing your emotions in a way that does not show negativity will cause you to be seen more favorably in the workplace and can help with your personal productivity and development.

Negative

[15], increased use of alcohol and drugs and marital and family problems”.insomnia, exhaustion, including physical distress…[It] seems to be correlated with various self report indices of personal morale and low absenteeism, job turnover. “Burnout is related to serious negative consequences such as deterioration in the quality of service, burnout or exhaustion that all lead to frustration Emotional labor and emotional work both have negative aspects to them including the feelings of stress, [14] “As the nature of the U.S. and global economies is increasingly transforming from

Emotional labor/ emotional work

Positive emotions at work such as high achievement and excitement have “desirable effect independent of a person's relationships with others, including greater task activity, persistence and enhanced cognitive function.” [2] “Strong positive emotions of emotionally intelligent people [include] optimism, positive mood, self-efficacy, and emotional resilience to persevere under adverse circumstances. “.[7] “Optimism rests on the premise that failure is not inherent in the individual; it may be attributed to circumstances that may be changed with a refocusing of effort.” [7] Those who express positive emotions in the workplace are better equipped to influence their coworkers favorably. “They are also more likable, and a halo effect may occur when warm or satisfied employees are rated favorably on other desirable attributes.” [2] It is likely that these people will inspire cooperation in others to carry out a task. It is said that, “employees experience fewer positive emotions when interacting with their supervisors as compared with interactions with coworkers and customers.” [8] Specific workers such as “service providers are expected to react to aggressive behaviors directed toward them with nonaggressive and even courteous behavior…also to engage in what has been termed emotional labor by demonstrating polite and pleasant manners regardless of the customer’s behavior.” [9] Being aware whether or not your showing positive emotions will cause ripple effects in the workplace. A manager or co-worker who displays positive emotions consistently is more likely to motivate those around him/her and have more opportunities within the company. Being able to bring out positive emotions and aware of how to do this can be an incredibly useful tool in the workplace. "Positive mood also elicits more exploration and enjoyment of new ideas and can enhance creativity" (Isen, 2000).A manager who is able to reward and speak to his employees in a way that brings out their positive emotions will be much more successful than one who lacks these skills.

Positive

Emotions play such a big role in our lives that there are more than 600 words in English to describe them verbally, not to mention 43 facial muscles to express them physically. And although human beings speak more than 6,000 languages, about 90 percent of people across different cultures have no trouble figuring out if someone is registering happiness, surprise, or disgust just by looking at the person’s face. We are supersensitive to the slightest shift in people’s facial expressions, especially if they are registering fear or anger. [6] We are not slaves to emotional cues and triggers. We can use reason to evaluate our emotions, interpret them, and even reassess our initial reaction to them. We can soften their impact or shift their meaning.[6] In other words, we can control our own emotions as well as the effect that other people’s emotions have on us. In fact, the ability to detect, assess, and control one’s emotions is one of the predictors of success in relating to the Other. So, somewhat paradoxically, connecting with the Other depends on developing a deep understanding of ourselves — what triggers our strongest emotions, and how the emotions we show impact others.[6] For example, an executive who understands that looming deadlines bring out the worse in her won’t schedule an important meeting if she has work piling up. A manager who knows that talking about certain subjects tends to get him angry will think twice before reacting to an opinion that would normally set him off.[6]Being able to read emotional cues in employees is a tool that can make any supervisor’s or manager’s job easier. It can allow you to motivate them in ways that cause positive performance, and avoid conflict in your work place.

The role of emotions

Contents

  • The role of emotions 1
  • Positive 2
  • Emotional labor/ emotional work 3
  • Negative 4
    • Consequences 4.1
  • Conclusion 5
  • See also 6
  • References 7
  • Works cited 8


“The starting point for modern research on emotion in organizations seems to have been sociologist Hochschild’s (1983) seminal book on emotional labor: The Managed Heart”. Ever since then the study of emotions in the work place has been seen as a near science, with seminars being held on it and books being writing about it every year to help us understand the role it plays. (Cynthia D. Fisher) Among the many reasons to be interested in human emotions in the workplace, foremost is that as applied scientists, one of our aspirations is to increase human welfare. Rather than being objective,welfare is subjectively defined by people in terms of their affective reactions to organizational events. Consequently, if we can find ways to alter organizational practices, social processes, or task designs in ways that increase positive emotions and reduce negative emotions, the welfare of organizational members is directly increased. (http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.116.260&rep=rep1&type=pdf)

[5]

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