Impact Of Emotions On Work Perfomance - Final

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Impact of Emotions on Work Performan ce (A Study Report) Sanjog Devrukhkar, MFM SEM – III Roll Number: 011.

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Submitted To: Prof. Ganga S.

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ACKNOWLEDEGEMENT I would first of all like to thanks the Almighty God – Lord Krishna, for giving me the knowledge and inspiration to complete the Project Report. This report could never have been completed without his grace in just 2 days. I would also like to express my sincere gratitude towards our Prof. Ganga S. who was the guiding light for this report & also provided us with the best knowledge which has definitely helped me in the completion. Finally, I would like to thank our family members, friends and classmates for their valuable guidance. I would also like to thanks many names which made this project possible.

INDEX SR. NO

TOPIC

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INTRODUCTION MEANING AND FEATURES OF EMOTIONS

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ASPECTS OF EMOTIONS AND EXTERNAL CONSTRAINTS SOURCES OF EMOTIONS TYPES OF EMOTIONS IMPACT OF EMOTIONS ON WORK PERFORMANCE EMOTIONAL INTELLIGENCE APPLICATIONS ON EMOTIONS

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IMPLICATIONS FOR MANAGERS AND CONCLUSION

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DECLARATION I, the student of Thakur Institute of Management Studies and Research MFM (SEM-III) year 2008-11 hereby declare that I have completed this project report on ‘Impact of Emotions on Work Performance’ in the

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academic year 2009-10. The information submitted here is true and authentic to the best of my knowledge.

SANJOG ASHOK DEVRUKHKAR (ROLL NO. 11: MFM 2008-11) INTRODUCTION

Over the past decade, increasing attention has been given to how workers express emotions in a variety of work settings. An under researched, yet critical, aspect of the literature on emotions in organizational life concerns employers' attempts to control and direct how employees display emotions to customers. Emotions are a double-edged sword at work. Emotions are ancient mechanisms that mobilize us to deal quickly with important interpersonal encounters. They have both a primal aspect and a motivational aspect. Emotions act as primal beacons, guiding us along the path of survival. There was a time when emotions in the workplace were considered important in relation to employee well being and job satisfaction only. In recent years, the organizations have realized that employee emotions are pervasive in the workplace. The emotions are not only a deep-seated part of work life but have an important role to play in one's job performance. An employee's emotions and overall temperament have a significant impact on his job performance, decision making skills, team spirit, leadership and turnover. It is believed that employees bring their feelings of anger, fear, love and respect with them when they come to work. An employee's emotions are essential to what happens in an organization. Emotions matter because they drive one's performance

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WHAT ARE EMOTIONS?  Emotions – intense feelings that are directed at someone or something  Myth of rationality – emotions were the antithesis of rationality and should not be seen in the workplace  Belief that emotions of any kind are disruptive in the workplace

MEANING AND DEFINITION

The English word 'emotion' is derived from the French émotion and émouvoir. This is based on the Latin emovere, where e(variant of ex-) means 'out' and movere means 'move'. The related term "motivation" is also derived from movere. An emotion is a mental and physiological state associated with a wide variety of feelings, thoughts, and behaviours. It is a prime determinant of the sense of subjective well-being and appears to play a central role in many human activities. As a result of this generality, the subject has been explored in many, if not all of the human sciences and art forms. There is much controversy concerning how emotions are defined and classified

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FEATURES OF EMOTIONS  Caused by Specific Event 

Very brief in duration (seconds or minutes)

 Specific and numerous in nature  Usually accompanied by distinct facial expression  Action oriented in nature

ASPECTS OF EMOTIONS

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Biology of Emotions – Emotions originate in the brain’s limbic system, which is different for each person

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Intensity – Different people give different responses to identical emotion-provoking stimuli

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Frequency and Duration – Some emotions occur more frequently and emotions differ in how long they last

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Emotions and Rationality – Our emotions provide important information about how we understand the world around us.

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Evolutionary Psychology – States that we must experience emotions because they serve a purpose; hard to know if this is valid all the time

EXTERNAL CONSTRAINTS ON EMOTIONS

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Organizational Influences – Most organizations strive to be emotion-free

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Cultural Influences – Cultures vary in:  Degree to which people experience emotions  Interpretation of emotions  Norms for the expression of emotions

SOURCES OF EMOTIONS

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Personality – Predisposes people to experience certain moods and Emotions. Affect intensity affects the strength of the emotion

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Day of week and Time of day – More positive interactions will likely occur from mid-morning onwards and also later in the week

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Weather – Not an impact according to research

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Stress – Increased stress worsens moods

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Social Activities – Usually increase positive mood and have little effect on negative mood

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Sleep – Less sleep or poor quality sleep increases negative emotions

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Exercise – Enhances positive mood

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Age – Older people experience negative emotions less frequently

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Gender – Women show greater emotional expression, experience emotions more intensely and display more frequent expressions of emotions

TYPES OF EMOTIONS In the 1960s, researcher Paul Ekman set out to determine if facial expressions and the emotions they conveyed were culturally specific or universal. To his surprise he found seven basic emotions were the same in all the cultures studied. These seven emotions are represented by the facial expressions shown below:

Surpris e

Disgust

Contem pt

Fear

Joy

Sadness

Anger

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S R. N o.

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TYPE OF EMOTI ON

Surpris e

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Disgust

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Fear

IMPAC T

Positiv e

Negati ve Negati ve

EXAMPLE Sunil was rewarded with a medal and monetary benefits in a surprise Employee Recognition Function in his office. It affected positively on his work performance making him feel proud and happy Continuous dissatisfaction at workplace may create a feeling of Disgust resulting negative approach towards work and organization. Fear towards Job Security, Interpersonal relationships, appraisal, etc. may reduce the productivity of an employee. However, healthy fear may help an employee

SIGNS

• Dropped jaw with Mouth open • Lifted and curved eye brows • Eyes, open wide • Wrinkled Nose, • Lowered brows • Narrowed eyes, • a protruded tongue • Feeling overwhelmed, • Feeling immobilized, • Unable to make decisions.

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Joy

Sadnes s

Positiv e

Negati ve

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Anger 6

Negati ve

to perform to achieve individual targets. A feeling of joy creates an enthusiasm and willingness to work and creates a bond among an employee, work, workplace, colleagues, etc. Personal life problems making an individual to feel Sad affects badly on work performance. This results into dissatisfactions towards job as well. E.g. Mr. Jadhav was sad due to sudden death of his uncle restricting him to concentrate on his work. Anger towards bosses, company policies, peers or even personal life issues create a strong feeling of annoyance and displeasure. E.g. Mrs. Joshi was angry as her husband failed to attend an important family function. The embarrassing feeling kept her upset throughout the day

• Sweat and panic • Changes breathing • Wrinkles from their nose to the corner of lips. • Showing teeth

• The corners of the lips droop • Bottom lip may tremble • The inner corners of the eye brows are drawn upwards • The brows become drawn together and lower • Lips will become set in square shape and pressed together firmly • Eyes becomes bulgy • Nostrils will flare • Upper and lower eyelids will tense

IMPACT OF EMOTIONS ON WORK PERFORMANCE

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The impact of emotions, whether positive or negative, is well researched on. Studies suggest that negative feelings have adverse effects on job performances. Anger often leads to aggressions towards colleagues while sadness leads to dissatisfaction with the job. Envy or conflict with peers also leads to frequent fights and in turn results absenteeism. It is not always that only bad emotions lead to bad results. Office romance, despite being a positive feeling, can have negative effect on others. However, emotions can have positive effects as well. Positive emotions increase creativity, encourage helping behavior and cooperation and reduce aggression both against the organization and against people. Research suggests that positive people have better cognitive abilities and tend to do better in the workplace and with accuracy. Emotions influence the task on which an employee is working, the efforts he puts and how he influences other employees around him. In other words, what employees feel and how they express their emotions affects their performance. 

Effect on decision making: Studies have shown that positive mood leads to better and efficient decision making. However, this doesn't mean that decisions taken in a bad mood are disruptive. Studies have also found that negative emotions can lead to more effective decision making. Negative emotions, sometimes, may lead to more concentrated, detailed, and analytic processing of the facts

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Emotions and absenteeism: Positive mood is associated with reduced absence and intention to quit the job while negative mood increase absenteeism, intention to turnover, and actual turnover.

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Effects on creativity: Positive emotions influence creativity positively as it creates a content state of mind which is open to all ideas. It also leads to a more complex and flexible thinking

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Interpersonal relations: Positive feelings induce helping behaviors while feelings of jealousy of hatred lead to poor relations with colleagues.

Emotions directly influence behavior, so one has to manage emotions while at work. Some jobs simply cannot be done, if emotions are not dealt with first Imagine how employees whose jobs ask compulsion towards specific emotions, like the front desk people or customer care executives, manage their emotions. This is where the concept of emotional labor comes in to play. Emotional labor or emotion work is the effort, planning and control needed to express desired level of emotions while on work. Emotional labor is a form of regulation in which workers are expected to display certain emotions as part of their job and to promote organizational goals. When interacting with coworkers, customers, suppliers, and others, employees are expected to abide by such rules

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Here are two main ways of managing emotions at work surface acting and deep acting. In surface acting, employees are required to show emotions that they actually might not feel. For example an employee may fake a smile for his client even if in actual he is unhappy because of some personal EMOTIONAL LABOR  An employee’s expression of organizationally desired emotions during interpersonal transactions at work  Emotional dissonance is when an employee has to project one emotion while feeling another one reasons. This method of managing emotions may lead to discrepancy between what employee expresses and what he actually feels and result in job dissatisfaction. This leads to emotional dissonance, which refers to a state of disagreement between internal expression of emotions and publicly displayed emotions. Emotional dissonance is often accompanied by high emotional exhaustion, low organizational commitment, and low job satisfaction

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In deep acting, instead of expressing fake emotions, employees try to experience the emotions that they are supposed to express. This method of requires more effort but leads to greater job satisfaction. Thus, the containment of unpleasant emotions decreases job satisfaction and increases intentions of quitting the job.

EMOTIONAL INTELLIGENCE (EI) FELT VS. DISPLAYED EMOTIONS Felt emotions are the individual’s actual emotions  Displayed emotions are those that the organization requires workers to show  Surface acting is hiding our true emotions  Deep acting is trying to change one’s feelings based on display rules 

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Emotional intelligence is one’s ability to detect and manage emotional cues and information. It is a much talked about buzzword in business circles today. Because knowledge of emotions can be a valuable data in navigating critical and noncritical situations in the workplace on a day-to-day basis, businesses can greatly benefit by training employees in emotional management skills and techniques. People who are cued in to the emotions, moods and dispositions of those around them will find it extremely easy to manage situations and people to achieve desired outcomes. Five dimensions: Selfawareness

Selfmanagement

Selfmotivation

Empat hy

Social skills

The case for EI:  Intuitive appeal – it makes sense  Evidence suggests that a high level of EI predicts high job performance  Study suggests that EI is neurologically based The case against EI:  EI is too vague a concept  EI can’t be measured  EI is so closely related to intelligence and personality that it is not unique when those factors are controlled

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There are some ways in which we can dull the impact of negativity that sometimes runs rampant in the workplace, and infuse a positive sheen to your day. The mood you bring with you to work has a stronger effect on the day’s mood - and on work performance - than mood changes caused by events in the workplace. When people experience positive mood swings at the start of the day, they tend to remain happy and efficient throughout the day. So be sure to come to work with a smile on your face and nice word for every one you meet. Your smile and good mood will soon catch up with those around you. Make eye contact with people, be it coworkers or customers, when you talk with them. Make your interaction a positive one. Watch out for body language and negative expression. Subtle displays of emotion, such as a quick frown, can have an effect as well, even if you don’t think it was noticeable. Nine out of 10 people say they are more productive when they’re around positive people. Do not allow yourself to dip from the negative emotions of people around you. Increase your own awareness the frequency of your own negative comments. Shine a light on what’s right, and try reinforcing positive attitudes and behavior of your peers, rather than focusing on mistakes and failures. If you must make one negative comment, then reaffirm your statement with at least five positive comments. This is thought to be the magic ratio to infuse the right balance between positivism and productivity. A word of caution, though…. don’t overdo it, for it may well reverse the effects. Studies indicate that more than 13 positive comments per negative comment could actually have a damaging effect on productivity and performance, as people may tend to get smug and complacent amidst all that positivism.

APPLICATIONS OF EMOTIONS

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Selection – employers should consider EI a factor in hiring for jobs that demand a high degree of social interaction

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Decision Making – Positive emotions can increase problem-solving skills and help us understand and analyze new information

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Creativity – Positive moods increase creativity

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Motivation – Organizations that promote positive moods are likely to have a more motivated workforce

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Leadership – Emotions help convey messages more effectively

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Interpersonal Conflict – it is critical to identify and work through the emotional elements in any conflict

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Negotiation performance

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Customer Service – customers “catch” emotions from employees, called emotional contagion

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Job Attitudes – emotions at work get carried home but rarely carry over to the next day

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Deviant Workplace Behaviors – those who feel negative emotions are more likely to engage in deviant behavior at work

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emotions

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impair

negotiator

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IMPLICATIONS FOR MANAGERS

 Understand the role of emotions and moods to explain and predict behavior  Emotions and moods can increase motivation  Emotional labor recognizes that certain feelings can be part of a job’s requirements  Intense emotions can interfere with performance of complex jobs

CONCLUSION Emotions are as much a part of the workplace as the air we breathe. Happiness, surprise, frustration, anger— they are all there and more. Emotions play a role in the choices we make and actions we take. Directed emotions can motivate, inspire, and add positive intensity to our work. When strong emotions leave our control, or “run away,” our personal productivity and the productivity of others suffers. Key relationships in our network are damaged, making it even harder to maintain necessary focus. Individuals who take the initiative to stay on top of their own emotional reactions and help others to do the same have a positive

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BIBLIOGRAPHY

SOURCES FROM BOOK Organizational Behaviour – Stephen Robbins

SOURCES FROM WEBS http://www.naukrihub.com www.google.com www.google/images.com www.hinduonnet.com