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Reflections on Affective Events Theory
Abstract
In the few years since the appearance of Affective Events Theory (AET), organizational research on emotions has continued its accelerating pace and incorporated many elements of the macrostructure suggested by AET. In this chapter we reflect upon the original intentions of AET, review the literature that has spoken most directly to these intentions, and discuss where we should go from here. Throughout, we emphasize that AET represented not a testable theory, but rather a different paradigm for studying affect at work. Our review reveals an obvious shift toward AET in the way organizational researchers study affect at work, but also that some elements have been neglected. Ultimately, we see the most fruitful research coming from further delineation of the underlying processes implicated by the macrostructure of AET.
... Within leadership studies, the AET model is used to explore how the within-person affective state changes after experiencing a particular event and how this affective state (e.g., emotion) influences an employee's behavior (Cropanzano et al., 2017;Weiss & Beal, 2005). Studies on leadership and AET argue that the behaviors of a leader constitute an affective event that can create an affective reaction in employees (Reynolds Kueny et al., 2020;Young et al., 2017). ...
... This assertion is founded in the AET (Weiss & Cropanzano, 1996), which is a suitable lens to examine our model through as it describes within-person changes in affective states, such as emotions, and how these affective states then influence employees behaviors (Lanaj & Jennings, 2020). The core tenet of AET is that the negative or positive events in a workplace can trigger an employee's affective state and emotions, which in turn would impact their attitudes and behaviors (Weiss & Beal, 2005). The theory outlines that emotions are states (such as moral anger) and that proximal events that happen to individuals in the workplace will often trigger an emotional response (Cropanzano et al., 2017), and due to that emotional state, individuals will engage in affectdriven behaviors in response to the event (Weiss & Cropanzano, 1996). ...
... AET posits that events do not trigger emotions or behaviors in a vacuum and proposes that affective attributes predispose some individuals to respond to workplace events with greater or lesser intensity than others (Weiss & Beal, 2005;Weiss & Cropanzano, 1996). Weiss and Cropanzano (1996) describe this as individual dispositions, which are positioned as having a moderating impact between a work event (such as experiencing leader Mach) and the affective reaction of the individual (such as moral anger (Judge & Ilies, 2004). ...
Machiavellianism is a double-edged sword in leadership. While Machiavellian leaders can be successful, they also can be amoral, influencing their followers to exhibit unethical, counterproductive, and corrupt behaviors. The extant research surrounding Machiavellian leadership has focused narrowly on how followers tacitly endorse such leader behaviors rather than standing up to the leader through whistleblowing. Drawing upon affective events theory (AET), this research examines the relationship between a leader’s Machiavellian traits, followers’ moral anger and empathic concern, and the likelihood of whistleblowing. We conducted three complementary studies that examine our model. First, in a time-lagged, leader–follower field study, we examined the indirect relationship between Machiavellian leadership and whistleblowing through follower moral anger. Then, we adopted the causal chain design and conducted two independent recall experiments using the critical incident technique to establish the moderating role of follower empathetic concern on the causal relationship between Machiavellian leadership and moral anger, and the causal relationship between moral anger and whistleblowing. This research contributes to the literature by highlighting the emotional dynamics that explain a constructive follower response to leader Machiavellianism.
... In general, affective states have definite beginnings and endings, while their change patterns and levels fluctuate over time (Weiss & Beal, 2005). Positive and negative affect can be regarded as comprising distinguishable emotions (Watson & Clark, 1992). ...
... Notably, age emerged as a predictor of job satisfaction, suggesting the significance of catering to the work environment for young academics. Leveraging the affective events theory (Weiss & Beal, 2005), they emphasized attention to factors influencing the wellbeing of academics. In another study, Ghasemy and Elwood (2023) explored Malaysia and Japan, finding that academic motivation acted as a mediator between job satisfaction and individual-level organizational citizenship behavior during the pandemic. ...
... Emotions are viewed as fluctuating affective states with definite beginnings and ends, and thus, change is their essential feature (Weiss & Beal, 2005). The levels of affect fluctuation over time and the patterns of these fluctuations are decidedly predictable (Weiss & Cropanzano, 1996). ...
The COVID-19 pandemic and its consequences have put a lot of strain on the world’s population, including academics. Universities were closed or went online worldwide due to lockdown regulations. In Malaysia, the first strict lockdown started on March 18th 2020 and was extended until May 12th 2020. The purpose of this four-month study is to examine the hypothesized change in affective states among academics during and after the initial lockdown in this country. To explore patterns of change in both positive and negative affective states, we employed multivariate latent growth curve (LGC) modeling and analyzed data from 214 academics at three distinct time points: at the onset of the COVID-19 lockdown, at its conclusion, and two months thereafter. While we did not observe a significant linear change in affective states, the considerable variability around the means of academics' positive and negative affective states prompted us to adopt an exploratory approach to further investigate whether four time-invariant covariates assumed to remain constant throughout the four-month study period (i.e., academic rank, disciplinary background, gender, and experience outside higher education) could account for these variations. Our results showed that academic rank significantly accounted for differences in academics’ affective states. From a practical perspective, our results suggest that policies should be revisited to increase the positive affect level as well as to minimize the negative affect level experienced by academics during any future pandemics. These policies, irrespective of academics’ disciplinary background, can be universally implemented for male and female academics or academics with and without previous work experience outside higher education. Nevertheless, the policies for high and low rank academics should be tailored to those groups.
... More specifically, this paper seeks to examine (1) whether SBL can result in PSP; (2) the effects of SBL on WFC, EVB, WCO and WEX; and (3) the effects of WFC, EVB, WCO and WEX on PSP. According to this theory, individuals often react emotionally to an affective work event, which influences their reaction to the event based on their assessment of the affective event (Weiss and Beal, 2005). Hence, SBL is considered an affective work event, and WFC, WCO, WEX and EVB are considered affective responses. ...
... Our findings demonstrate that different forms of workplace bullying significantly affect employee attitudes (in our case, PSP). Individuals frequently react emotionally to an affective work event, which influences the outcome for individual employees based on their assessment of the affective event (Weiss and Beal, 2005). ...
... As a result, individuals would have less energy to perform tasks at work and home. This result is also in line with AET, which asserts that emotive work events in the workplace determine an individual's response (Weiss and Beal, 2005). According to COR, workplace bullying is linked to WFC and depletes resources, which is consistent with Raja et al. (2018). ...
Purpose
This paper highlights the effects of supervisor bullying (SBL) on work–family conflict (WFC), employee voice behavior (EVB), working compulsively (WCO) and working excessively (WEX), as well as the effects of WFC, EVB and WEX on employees' sleeping problems.
Design/methodology/approach
Data were gathered from 473 five-star hotel employees, and their responses were analyzed using AMOS v.23.
Findings
SBL significantly lowers EVB while significantly increasing WFC. SBL increases WEX and WCO levels, which may be considered a short-term positive outcome of SBL.
Originality/value
This paper will help improve understanding of employee reactions to an emotionally charged workplace occurrence.
... In this paper, the Affective Event Theory (AET) (Weiss & Beal, 2005) serves as a theoretical basis alongside the KM perspective of knowledge integration. According to this theory, the positive and negative events that occur in the workplace can affect workers' emotions, and therefore their behaviour (Weiss & Cropanzano, 1996). ...
... The Affective Event Theory (AET) (Weiss & Beal, 2005) asserts that positive and negative events that occur in the workplace can affect workers' emotions, and therefore their behaviour (Weiss & Cropanzano, 1996). Thus, individuals can experience dissatisfaction when group members inappropriately question their ideas or solutions, because this can be perceived as a negative valuation of their abilities. ...
... A context allowing knowledge to flow, facilitated by a climate of employee involvement, helps organisational members to access knowledge resources (Naqshbandi et al., 2019). In the context of this study, KOL can thus be used to mitigate the negative consequences of relationship conflict by allowing the company to create a positive context to share and integrate knowledge, mitigating affectivenegative-events in workplaces (Weiss & Beal, 2005). Thus, the following hypothesis is established: H 2 : KOL has a negative impact on relationship conflict. ...
This paper analyzes knowledge-oriented leadership and coordination as factors that help organisations to reduce conflicts in workplace relationships, with the aim of improving innovation capabilities. To date, these factors remain underexplored in the hotel industry, the future sustainability of which depends on the development of new services and business processes. This paper proposes a series of hypotheses about the role of knowledge-oriented leadership and coordination in developing an environment that is conducive to reducing conflicts, the result of which is an improvement in the innovation capabilities of hotel establishments. The hypothesised relationships between variables have been tested by means of structural equation modelling using SmartPLS 4.0. The results show that innovation capabilities improve when hotel establishments implement this type of leadership adequately as, with the use of knowledge management tools, the coordination of tasks is improved, thereby reducing the negative effects of workplace relationship conflict. ARTICLE HISTORY
... Consequently, the Covid-19 pandemic has generated heightened anxiety and stress among employees in universities including academic staff (Collings et al., 2021;Megalakaki & Kokou-Kpolou, 2021), ultimately impacting their ability to effectively fulfill their academic roles. Drawing upon the affective events theory (AET) (Weiss & Beal, 2005), these emotional responses might have had adverse effects on lecturers' job performance (Kumar et al., 2021) and job satisfaction (Blahopoulou et al., 2022) considering that emotions can significantly influence behaviors and attitudes. This suggests that understanding the intricate dynamics between lecturers' job performance and job satisfaction during this unprecedented period becomes paramount because both are triggered by affective states. ...
... The earliest inquiries on the causal effects of attitudes and behaviors arose from the human relations movement and from industrial-organizational psychology (Judge et al., 2001). In line with the AET (Weiss & Beal, 2005;Weiss & Cropanzano, 1996), job satisfaction is an attitude and job performance is an affect-driven behavior. They are both contingent on moods and emotions and are not directly linked to one another. ...
... The last scenario suggests a minimal direct effect between the two variables. Many theories such as AET (Weiss & Beal, 2005;Weiss & Cropanzano, 1996) and Job characteristics Model or JCM (Hackman & Oldham, 1976), empirical studies (Fu & Deshpande, 2014;Mikkelsen & Olsen, 2019;Sony & Mekoth, 2016), and meta-analyses (Judge et al., 2001) investigating the relationship between job satisfaction and job performance, have shown results that pass doubt regarding a direct relationship between the two constructs, thus finding the constructs to be only slightly related (Iaffaldano & Muchinsky, 1985), and the relationship to be spurious (Bowling, 2007) or ambiguous at best (Weiss & Beal, 2005;Weiss & Cropanzano, 1996). Notably, one plausible explanation for a non-significant relationship between job satisfaction and job performance is the presence of a third variable (Judge et al., 2001), such as performance-contingent rewards (Uhl-Bien et al., 2014). ...
The relationship between job satisfaction and job performance, known as the holy grail of industrial psychology, has been extensively researched but with conflicting results. Our study revisits this relationship in the context of academic organizations amidst the Covid-19 pandemic, thus providing insights for HRM in academic settings. A dynamic cross-lagged panel model (CLPM) was employed, utilizing longitudinal data from 217 lecturers in Malaysian institutions collected before, after, and two months following the initial strict lockdown in 2020. Gender and age were also considered as potential influencing factors over time. The study, aligning with the Affective Events Theory, found no direct relationship between job satisfaction and job performance, with neither being stable over time. There were no gender differences in job satisfaction and job performance, but age was a predictor of both only at the start of the lockdown. Our study indicates that it is crucial to prioritize policies and practices that enhance lecturers’ job performance, particularly during stressful situations, since job performance is more significantly impacted by the Covid-19 pandemic. The study also highlights the significance of lecturers’ job satisfaction and job performance, as two important psychological constructs, in the current landscape of academia that focuses on talent management and the development of knowledge societies.
... Ding and Lyu, 2023). Although previous studies, guided by the affective events theory (AET) (Weiss and Beal, 2005), have examined the influence of attitudes (e.g. job satisfaction and motivation) on judgment-driven behaviors (e.g. ...
... Both turnover intention and intention to remain with the organization are judgment-driven behaviors (Weiss and Beal, 2005) and, therefore, are correlated. Notably, affect and emotions play a vital role in this regard to the extent that employees stay in their organizations based on their feelings about their jobs (Tett and Meyer, 1993). ...
... Notably, affect and emotions play a vital role in this regard to the extent that employees stay in their organizations based on their feelings about their jobs (Tett and Meyer, 1993). This is consistent with AET (Weiss and Beal, 2005), which explains how affective responses cause attitudes (e.g. satisfaction, engagement and motivation) that, in turn, influence judgment-driven behaviors that are pursued through a long and deliberate process of cognitive evaluations of affective work events (e.g. ...
Purpose
Although numerous studies have been conducted to explore the impact of various factors on employees' turnover intention and intention to remain with the organization, the relationship between these two constructs remains largely unexplored. Considering the significance of these constructs, particularly in the context of the COVID-19 pandemic, the authors aimed to investigate their association within an academic environment using a dynamic modeling approach.
Design/methodology/approach
This study follows a quantitative approach and utilizes a longitudinal survey design. The authors utilized a cross-lagged panel model (CLPM) and employed the parametric efficient partial least squares (PLSe2) methodology to estimate the dynamic model using data gathered from lecturers associated with both public and private universities in Malaysia. In order to offer methodological insights to applied higher education researchers, the authors also compared the results with maximum likelihood (ML) estimation.
Findings
The findings of the authors' study indicate a reciprocal relationship between turnover intention and intention to remain with the organization, with intention to remain with the organization being a stronger predictor. Moreover, situational factors were found to have a greater influence on eliciting turnover intention within academic settings. As anticipated, the use of the PLSe2 methodology resulted in higher R ² values compared to ML estimation, thereby reinforcing the effectiveness of PLS-based methods in explanatory-predictive modeling in applied studies.
Practical implications
The authors' findings suggest prioritizing policies that enhance training and consultation sessions to foster positive attitudes among lecturers. Positive attitudes significantly impact judgment-driven behaviors like turnover intention and intention to remain with the organization. Additionally, improving working environments, which indirectly influence judgment-driven behaviors through factors like affective work events, affect and attitudes, should also be considered.
Originality/value
This study pioneers the examination of the causal relationship between turnover intention and intention to remain with the organization, their stability over time and the association of changes in these variables using a dynamic CLPM in higher education. It introduces the novel application of the cutting-edge PLSe2 methodology in estimating a CLPM, providing valuable insights for researchers in explanatory-predictive modeling.
... The lens of Affective Events Theory (AET), which explains how work events influence individuals and their emotional experiences (Weiss & Beal, 2007;Weiss & Cropanzano, 1996), is used to guide the research questions as it provides a suitable framework for examining the emotional experiences of hospitality educators during the ERT transition. Work events are exogenous and proximal causes of emotions at work that can often be seen as shocks to existing workplace conditions and patterns (Weiss & Cropanzano, 1996). ...
... However, much of its application has focused on testing and measuring the relationships between work events, emotions, and other variables within the model, with limited attention paid to understanding the characteristics of work events in more depth. In a later study, Weiss and Beal (2007) reiterated the model's intention, which was to provide a macro-structure for driving further investigations on emotions within organisational contexts. Specifically, the authors invited scholars to focus on the causes and consequences of discrete emotional states with greater attention to 'events, their interpretation, their structure, their informational value' (Weiss & Beal, 2007, p. 4), thus placing emphasis on the "experiential" aspects of organisational psychology. ...
... The Band-Aid teaching attitude refers to the adoption of a temporary and quick-fix approach to teaching to cope with the shift and limitations of ERT, resulting in lowered satisfaction and engagement at work while driving a series of work behaviours. This implication builds on Weiss and Beal's (2007) call for an in-depth exploration of the causes of positive and negative affective states at work and the consequences of such affective states. ...
There has been a significant increase in research focusing on online education and emergency remote teaching (ERT) in response to the COVID-19 pandemic. However, one area that received limited attention is hospitality education, which traditionally relied on face-to-face teaching to develop technical and soft skills required in hospitality work. Teaching in the hospitality field involves a unique aspect of emotional work, making it imperative to delve into the experiences of educators during times of crisis. This study explores the emotional teaching experiences of hospitality educators during a significant work event: the transition to ERT. Semi-structured interviews with educators from nine hospitality institutions revealed a prevalence of negative emotions interspersed with occasional positive emotions. Explained through the lens of Affective Events Theory, the emotions were influenced by a range of personal and situational factors encompassing student-related, personal, institutional, pedagogical, and technical characteristics of the ERT transition. Moreover, the study identified the emergence of a “Band-Aid teaching” attitude and subsequent strategies used to cope with this transition. The study provides theoretical and practical insights into the emotional landscape of hospitality education that can be invaluable in managing future periods of uncertainty.
... Bautizan sus hallazgos como la Teoría de los Eventos Afectivos (AET, por sus siglas en inglés), cuyas bases teóricas suponen un cambio de enfoque y paradigma al momento de su publicación, tanto a nivel metodológico como conceptual. La teoría pone a relieve la urgente necesidad de profundizar sobre las estructuras y procesos que subyacen a las experiencias afectivas en el trabajo, enfatizando en la naturaleza cambiante y dinámica de las mismas (Weiss & Beal, 2005). A raíz de lo anterior, resulta preciso argumentar: ¿cómo vive la persona la experiencia laboral?; ¿cómo ve la persona su actividad laboral?; ¿cómo se siente la persona con las experiencias y actividad laboral? ...
... El componente psicológico en cada persona se ve afectado cuando se encuentra con las conductas abusivas, no deseadas por parte de quien ejerce el mobbing. Esto provoca que se genere un espiral de emociones negativas, dando inicio al proceso secuencial de valoración del evento elicitante, abonando a que se generen los pensamientos de intención de abandono (Weiss & Beal, 2005). Asimismo, los hallazgos muestran una relación positiva moderada baja y significativa entre el afecto negativo y el mobbing. ...
El propósito de esta investigación fue auscultar el rol mediador del afecto negativo en la relación entre el mobbing y la intención de abandono en una muestra de personas que trabajan en Puerto Rico. La presente investigación tuvo un diseño cuantitativo no experimental transversal exploratorio descriptivo utilizando la técnica de análisis de datos secundarios. La muestra estuvo compuesta por 627 adultos con edades entre 21 a 79 años (M = 38.8, DE = 13). Los resultados mostraron que la relación entre el mobbing y la intención de abandono está parcialmente mediada por el afecto negativo. Se discuten las implicaciones organizacionales a la luz de los hallazgos de la revisión de literatura.
... In our example, affective events theory might provide better tools to understand the role of updates in crowdfunding than signaling theory. Affective events theory posits that events that produce positive or negative affective stimuli influence attitudes and subsequent actions (Davis, Hmieleski, Webb, & Coombs, 2017;Weiss & Beal, 2006;Weiss & Cropanzano, 1996), which seems to describe what we observe. ...
... One tool to understand when and how affective triggers shape sensemaking and subsequent decisions to commit funding is affective events theory. Affective events theory posits that events that produce positive or negative affective stimuli influence attitudes and subsequent actions (Davis et al., 2017;Weiss & Beal, 2006;Weiss & Cropanzano, 1996), where the release of an affect-triggering update in a crowdfunding campaign might be such an affective event. Affective experiences trigger behavioral tendencies that change depending on whether the experience is positive or negative Cacioppo, Gardner, & Berntson, 1999). ...
... In this section, we first selectively review research that investigates changes of leadership behaviors or other characteristics (e.g., skills and identities) as we see the relevance to personality traits. This stream of research sheds light on whether and how personality traits may serve as an impetus for changes of leadership processes, because the antecedents of changes of leadership processes, as summarized below, are not random in life (Li et al., 2020;Weiss & Beal, 2005). In fact, the literature on antecedents of life experiences has consistently shown that the person may play an indispensable role in selecting his or her life experiences, which may be related to one's genetic endowment (Judge et al., 2012;. ...
Organizational research on personality and leadership has been heavily influenced by the Great Man theory of leadership and predominantly assumed that personality traits cause leadership, not vice versa. Thus this literature has largely overlooked the possibility that leadership may also shape personality processes. Advancing this line of research from a dynamic perspective, in this chapter we first review research on static relationship between personality (and related constructs) on leadership. We then take stock of the limited research endeavors looking at how leadership processes and personality processes may be reciprocally influence each other in dynamic fashions. We last propose a theoretical framework, a Neo-Socioanalytic Model of Personality and Leadership Process. We hope this chapter may stimulate more research on the dynamics between leadership and personality.
... Emotions are the simplest form of information processing -an automatic and sometimes unconscious judgment (Solomon, 1993) that guides further behaviour (Chaiken, Liberman, Eagly, 1989). "Series of emotional states over time and organized around an underlying theme" that affects relationships and behaviour is an affective event (Weiss, Cropanzano, 1996;Weiss, Beal, 2005). Griffiths, P.A. and Scarantino, (2005) argue that these expressions are strategic steps to build relationships and reach agreements in adapting to complex social systems (Kotrschal, 2013). ...
The article aims to develop a definition of emotions that would be both theoretically and practically applicable in psychotherapy (prescriptive), while also aligning with the everyday (descriptive) understanding of the term. The arguments are grounded on sound review of relevant theories that help to grasp the somatic and psychological mechanisms that enable the experience and utilization of emotions. Emotions are differentiated from feelings and stress. The intratheoretical consistency of the newly formulated understanding of emotions with the model of conflictogenesis of positive psychotherapy has been demonstrated.
... Additionally, when explaining the effects of events on emotions, AET emphasizes the important role of appraisal. Different appraisals of events can lead to different discrete emotions (Weiss and Beal, 2005). ...
Purpose
Studies of the antecedents of daily abusive supervision have mainly focused on work stressors and family stressors, ignoring the potential importance of commuting stressors that are encountered enroute to work. Based in affective events theory, the authors propose a daily, within-person model to examine how the commuting stressors faced by supervisors affect their propensity to engage in abusive supervision behavior and the mechanisms underlying this effect.
Design/methodology/approach
Using experience-sampling methodology, the authors collected data from 49 supervisors in China who responded to two daily surveys for 10 working days.
Findings
The authors found that daily morning commuting anger mediates the link between daily morning commuting stressors and subsequent abusive supervision. The authors also found that trait-displaced aggression moderates this relationship, such that the mediating effect occurs only when supervisors' trait-displaced aggression is high rather than low.
Originality/value
This study enriches the antecedents of daily abusive supervision and extends the commuting literature to the leadership context.
... De acordo com a teoria da avaliação cognitiva, o julgamento que os indivíduos fazem sobre eventos em seu local de trabalho ativa um processo de reação emocional que é a fonte de atitudes e comportamentos subsequentes (Lazarus, 1993). A teoria dos eventos afetivos coloca-os como antecedentes das emoções e reforça a importância das experiências afetivas no trabalho (Weiss & Beal, 2005). Segundo ela, a diferença na interpretação de um evento organizacional, ou neste caso, uma crise organizacional, está na avaliação que os funcionários fazem dele, levando a diferentes comportamentos e reações afetivas. ...
The development of organizational strategies to face crises should identify, analyze, and use employee emotions. This study provides a comparative perspective between the emotions of non-frontline employees in essential and non-essential companies during the early days of the COVID-19 pandemic – an event that caused major organizational crises. Content analysis identified the same emotions in both industries, albeit to different extents. Employees in the essential industry expressed more interest, less sympathy, and less anxiety, which may have occurred due to a more significant sense of purpose and security in this industry. Hopefulness, gratitude, and love appeared similarly in both essential and non-essential industries. Work-related variables and demographics have no significant contribution toward the prevalence of emotions. As a contribution, this study uncovered similarities and differences between industries, providing a relevant and profound understanding of how the COVID-19 pandemic shaped the emotional state of non-frontline employees.
Keywords:
Organizational crisis; employee well-being; essential industry; non-essential industry; content analysis
... Consistent with the AET framework, which suggests that elicited emotions tend to produce emotion-congruent behaviors (Weiss, 2013;Weiss & Cropanzano, 1996), we further expect that supervisor anger elicited by subordinates' lower performance will lead to abusive 3 It is notable that the point at which supervisor anger is triggered by subordinate performance varies among supervisors and is thus subjective, making it "unknown." As a result, the relationship between subordinate performance and supervisor anger is likely to be curvilinear (i.e., quadratic) rather than disordinal (i.e., a negative linear effect and then a clear shift to a flat line). ...
This research aims to understand why both low and high subordinate performance can induce abusive supervision. Drawing on the framework of affective events theory and research on anger and envy, we posit that low performance incurs abuse due to supervisor anger, whereas high performance elicits abuse due to supervisor envy. More specifically, subordinate performance has a decreasing curvilinear relationship with supervisor anger (i.e., a negative effect that gradually dissipates) and an increasing curvilinear relationship with supervisor envy (i.e., a positive effect that gradually emerges). Through supervisor anger and envy, subordinate performance therefore presents different curvilinear indirect relationships with abusive supervision. The results from two vignette-based experiments and a multiwave, multisource field study support these hypotheses. We further find that supervisor comparison orientation augments the curvilinear emergence of supervisor envy and ensuing abuse in response to higher subordinate performance. However, regardless of their level of performance orientation, supervisors are prone to higher anger and subsequent abusive supervision in response to lower subordinate performance.
... This proposition lacks specificity and, thus, studies invoking AET are all but guaranteed to find "support" for any relationship between emotion and job satisfaction. In regard to this generality, Weiss and Beal et al. (2005) noted: ...
The relationship between emotions and job satisfaction is widely acknowledged via affective events theory (AET). Despite its widespread use, AET was not designed to address why specific emotions might differentially relate to job satisfaction. We utilize appraisal theory of emotion to refine AET and provide this nuanced theorizing. We meta‐analytically test our ideas with 235 samples across 99 883 individuals and 22 600 intra‐individual episodes. We test two approaches—specific emotion experiences (16 discrete emotions) versus general emotion experiences (positive or negative emotions)—and present empirical evidence of their similarities and differences with job satisfaction. Our findings suggest that specific emotions with circumstance‐agency appraisals (e.g., depression and happiness) have the strongest associations with job satisfaction compared to emotions with self‐ and other‐agency appraisals and general emotion experiences. However, more variability is observed for negative emotions and job satisfaction compared to positive emotions. Further, we address and even challenge influential critiques of emotions and job satisfaction via a meta‐analytic test of five moderators—emotion intensity versus frequency, target of emotion, job satisfaction measure, level of analysis, and time referent for emotion and job satisfaction recall. In sum, we advance academic and practitioner understanding of the relationship between emotions and job satisfaction.
... This may be why interpersonal injustice is also particularly strongly associated with "hot" emotions, such as moral anger (O'Reilly et al., 2016), which are important affective experiences at work. Indeed, several studies within the so-called affective events paradigm (Weiss & Beal, 2005) have been conducted in the area of organizational justice, supporting the notion that daily experiences of injustice translate into affective reactions that then explain the downstream consequences and reactions at work (Weiss & Cropanzano, 1996). Furthermore, affective events theory suggests that situational and dispositional causes interact, making many of the fluctuating affective patterns that influence workplace behaviors and attitudes predictable (Weiss & Cropanzano, 1996). ...
While optimism – a cognitive disposition that involves positive beliefs about the future – is a strong predictor of wellbeing at work, we know little about its role in how people experience and respond to injustice at work. In other words, does optimism mitigate or exacerbate the experience of workplace injustice? This is an important practical question because optimism is a promising avenue for interventions. Taking an affective events perspective, we expect that daily events of peer injustice trigger affective reactions, and that the degree of trait optimism will influence the strength of these affective reactions. Thus, we develop two competing predictions. The reverse buffer hypothesis, which suggests that optimists’ heightened expectations lead to increased disappointment and hence more negative emotions in the face of injustice, and the buffer hypothesis, which suggests that optimists’ better use of coping strategies allows them to experience less negative emotions. In a 10-day diary study with 251 employees, we find support for the buffer hypothesis of optimism on peer injustice experiences: those higher in optimism reported fewer negative emotions and lower levels of sleep problems the night following such experiences. Our findings illustrate how cognitive and emotional mechanisms interact in predicting reactions to injustice, particularly sleep problems.
... According to cognitive appraisal theory, the opinion that individuals form about events in their workplace activates an emotional reaction process which is the source of emotions and subsequent attitudes and behaviors (Lazarus, 1993). Affective events theory places events as antecedents of emotions and reinforces the importance of affective experiences at work (Weiss & Beal, 2005). According to the theory, the difference in the interpretation of an organizational event, or, in this case, an organizational crisis, lies in the employees' appraisal of it, leading to different affective reactions and behaviors. ...
The development of organizational strategies to face crises should identify, analyze, and use employee emotions. This study provides a comparative perspective between the emotions of non-frontline employees in essential and non-essential companies during the early days of the COVID-19 pandemic – an event that caused major organizational crises. Content analysis identified the same emotions in both industries, albeit to different extents. Employees in the essential industry expressed more interest, less sympathy, and less anxiety, which may have occurred due to a more significant sense of purpose and security in this industry. Hopefulness, gratitude, and love appeared similarly in both essential and non-essential industries. Work-related variables and demographics have no significant contribution toward the prevalence of emotions. As a contribution, this study uncovered similarities and differences between industries, providing a relevant and profound understanding of how the COVID-19 pandemic shaped the emotional state of non-frontline employees.
Keywords:
Organizational crisis; employee well-being; essential industry; non-essential industry; content analysis
BACKGROUND: The literature acknowledges that when there is a failure of expectations in the organization-employee relationship, namely the Psychological Contract Breach, it can potentially contribute to deviant behavior such as Counterproductive Work Behavior (CWB). A justice perspective helps to disentangle this link by suggesting that unethical behaviors may represent the revenge response to perceived organizational unfairness. OBJECTIVE: To gain a more granular understanding of the pathway from Psychological Contract Breach to CWB, this study explores the mediating role of negative emotions in eliciting CWB. It also proposes that the mechanism of moral disengagement helps to deactivate self-sanctioning processes, allowing individuals to engage in deviant behaviors. METHODS: A cross-sectional design was employed, and conditional process analysis was conducted on a sample of 635 Italian police officer cadets, who were entering the prison system, a context highly susceptible to a failure of expectations and where, at the same time, counteracting unethical behaviors is a key issue. RESULTS: The results supported the tested model, highlighting the mediator role of Job-Related Negative Emotions in the Psychological Contract Breach–CWB relationship and their interaction with Moral Disengagement in shaping CWB. CONCLUSIONS: By examining the interplay between affective and cognitive components, the study provides valuable insights into the underlying processes involved in the relationship between failure in expectancies and deviant behavior. From a managerial perspective, the findings emphasize the importance of prioritizing fairness within organizations through balanced mutual obligations, and raising awareness of moral regulation mechanisms that may shape deviant behaviors.
Background
Leadership changes within public organizations are often associated with achieving the organization’s vision. This exploratory study examines critical incidents and the anxiety experienced by the head of the department at the local government in the context of leadership change in the public organization. It explores anxiety, which has rarely been explored in connection with leadership change, especially with regard to public organizations and countries with a high-power distance culture. Thus, it comprehensively describes the sources, course, and consequences of anxiety due to leadership change.
Methods
Critical incident technique (CIT) was used to conduct analysis because of its suitability as a theoretical framework for the exploratory nature of this research. Data were obtained through in-depth interviews from 26 informants who served as heads of departments in cities.
Results
The findings revealed the causes, course, and consequence of the anxiety experienced in response to leadership change. Political choice, culture change, policy change, fear of loss, and unaccountable financing were identified as sources of anxiety. Anxiety manifested through negative, cognitive, and behavioral reactions. The consequences were divided into in-circle, out-circle, and ambivalence-circle participation.
Conclusions
High-power distance culture causes leaders to portray hegemony with boundaries that are difficult to access as well as appear more directive to strengthen control within the organization. The integrated model presented here (causes, course, and consequences of anxiety) is expected to enrich the integrated, modern, and emotional science through a functional account of the emotional approach. Cognitive and affective reactions have a two-way relationship, wherein emotion influences cognition and cognition elicits emotion.
Work–family conflict (WFC) is a phenomenon known to affect an individual’s well-being. However, its affective consequences are yet to be explored. In this study, we focus on understanding work–family conflict affective consequences on positive and negative affect (PA and NA). Our approach aims to refine the Job Demands and Resources model (JD-R model) by incorporating affect as a psychological mechanism in the health-impairment process and by exploring family-supportive organizational perceptions (FSOP) and psychological detachment (PD) as moderators. The final sample was composed of 195 couples, with men’s mean age around 46 years old (M = 46.85, SD = 0.34) and women’s age around 44 (M = 44.23, SD = 0.37). Men worked an average of 44.46 h per week (SD = 0.83), while women worked an average of 39.79 h per week (SD = 0.65). The majority of couples had full-time jobs (77.9% of men and 73.8% of women), worked fixed schedules (55.4% of men and 73.8% of women), were employed by others (75% of men and 82.8% of women), and worked for small companies (54.6% of men and 40% of women). Concerning education, most of the men (81.3%) and women (71.4%) attended high school or had less than 12 years of education. To test our moderation models, PROCESS version 4.1st macro for SPSS was used. Additional analyses included correlations and paired mean comparisons. Our findings indicate that work–family conflict correlates positively with negative affect and negatively with positive affect. Psychological detachment moderated the effect of work–family conflict on negative affect for women, but did not moderate the relationship with positive affect for men or women. Family-supportive organizational perceptions also did not moderate any of the proposed relationships. This study highlights how the ability to detach and separate family and professional domains is important and supports the health-impairment process of the Job Demands and Resources model through affective experiences.
Teaching has always been viewed as a humble and selfless profession. Teaching styles, pedagogies, boards and formats continue to change and evolve with time, but a teacher’s role remains pivotal in shaping the minds and lives of impressionable learners. When the pandemic struck, teachers stood tall as the supporting structures of the educational system. What helped many educational institutions remain steady through the pandemic was their teachers going beyond the responsibilities of their job and engaging in prosocial behaviours towards their students, co-teachers and their organisations as a whole. This act of selfless service is formally referred to as Organizational Citizenship Behaviour (OCB). The present chapter explores the factors that impact OCB among teachers, namely job crafting, job satisfaction, psychological capital and institutional leadership. It also probes into the impact that OCB has on the performance of teachers on the job. It provides research-based recommendations to institutions regarding ways to boost teacher citizenship behaviour that will in turn assist in the development of the institution.
Accessible Summary
What Is Known on the Subject?
Dual diagnosis is one of the leading causes of disability globally.
Consumers with dual diagnosis have complex needs and are at risk of relapse of their psychiatric symptoms.
Mental health nurses require essential skills, including empathy, to manage consumers with dual diagnosis.
No studies have explored mental health nurses' empathy towards consumers with dual diagnosis.
What Does the Paper Add to Existing Knowledge?
Developing empathy towards consumers with dual diagnosis is complex.
Mental health nurses' unemotional empathy experiences with consumers with dual diagnosis are related to their lack of ability to connect to their consumers' choices and feelings.
Negative attitudes towards consumers with dual diagnosis contributed to nurses' poor empathy experiences.
The unemotional responses of mental health nurses can be caused by factors such as novelty, insufficient information, and neutral evaluation of a consumer's situation.
What Are the Implications for Practice?
The study results benefit researchers, teachers, clinicians, and administrators when designing, developing, and delivering empathy training packages for mental health nurses.
Improving the empathy of mental health nurses towards consumers with dual diagnosis should be a top priority for healthcare leaders and educators.
A core curriculum containing holistic awareness of the biopsychosocial components of dual diagnosis makes it easier for mental health nurses to understand and develop empathy towards consumers with dual diagnosis.
Future studies must address the relationship between attitude, stress, burnout, compassion fatigue and empathy among mental health nurses in relation to consumers with dual diagnosis.
Abstract
Introduction
There is a lack of evidence regarding mental health nurses' empathy towards consumers with dual diagnosis.
Aims
This qualitative study aimed to describe mental health nurses' empathy towards consumers with dual diagnosis in Australian mental health settings.
Method
Through purposeful sampling, interviews were conducted with 17 mental health nurses who have experience in caring for consumers with dual diagnosis. Thematic analysis, as an inductive approach was used, to generate codes and themes from participant data. To report on this qualitative study, we adhered to the ENTREQ guidelines.
Results
Four themes emerged: challenges to develop empathy with consumers, lack of conducive attitude of nurses towards consumers, appraising consumers' emotions accurately and holistically responding to the appraised emotions. The findings indicated that developing empathy towards consumers with dual diagnosis is a complex task.
Discussion
Mental health nurses may struggle to empathize with consumers when encountering confrontational situations. Interventional studies are required to address the relationship between mental health nurses' attitudes, stress, burnout, compassion fatigue and empathy in relation to consumers with dual diagnosis.
Implications for Practice
Understanding why mental health nurses emotional experiences differ about a similar challenging situation experienced by their consumers is vital. Further research on strategies to address empathy issues among mental health nurses could enhance nursing practice and consumer care.
In the service industry, highway toll collectors serve as a distinctive frontline workforce who frequently encounter mistreatment from customers. Unfortunately, these behaviors have not received the attention and resolution they deserve, resulting in significant physical and psychological stress for toll collectors and exacerbating turnover rates. The study highlights how customer mistreatment affects toll collectors’ turnover intentions by performing the sequential mediating roles of stress symptoms and affective commitment and assumes that neuroticism exacerbates the stress symptoms resulting from customer mistreatment based on affective events theory. The model was tested using data collected from 230 highway toll collectors in Zhuhai, China. All hypotheses received support. This study holds both theoretical and practical implications for future research.
Background: The grassroots healthcare system is the closest and most community-oriented force, working as an extended arm of the primary healthcare network to implement healthcare programs at the household level. Its comprehensive development is a crucial task set by the Vietnamese government. Job satisfaction significantly influences the performance of healthcare staff within this system. Objective: to assess job satisfaction among healthcare staff using the short-form of the Minnesota Satisfaction Questionnaire while also evaluating the Vietnamese translation of this scale. Methods: A descriptive cross-sectional study with analysis based on the responses of 587 healthcare staff using the Vietnamese-translated version of the MSQ short-form scale. The response data from the participants were subjected to CFA, and if the proposed CFA model did not fit the data, EFA was conducted. Results: The results indicate that the new model, which evaluates job-related factors in three distinct groups, is more suitable than the original model. The 14 questions of the MSQ scale were analyzed and categorized into Autonomy, Obligation, and Specificity based on the participants’ responses. The confirmatory factor analysis (CFA) conducted on the new model demonstrated favorable fit indices: CFI = 0.934, TLI = 0.917, GFI = 0.919, and RMSEA = 0.093 (90% CI: 0.085–0.102). Conclusions: The Vietnamese version of the MSQ short form demonstrates reliability and validity. It also provides additional data on the effectiveness of the MSQ short form in measuring job satisfaction.
Integrating neutralization theory, affective events theory, and resilience theory, this study examined the internal process that explains front-line hospitality employee workplace deviance, revealing the intriguing mechanisms behind quiet quitting. 563 surveys were analyzed using partial least square structural equation modeling. Results indicated that front-line hospitality employees rationalize their deviant behaviors through two different mechanisms in the face of distinct role stressors. Role ambiguity can cause stress, leading to workplace deviance. Role conflict can trigger arousal (i.e., a coping emotion that guides people in overcoming adversity), increasing deviant behaviors due to employee response toward self-protection and pursuit of personal gain. Furthermore, front-line employees with high passion may suffer greater stress in role ambiguity positions, whereas those with high perseverance are less likely to be affected by conflicting work situations. This study provides abundant theoretical and practical implications addressing hospitality workplace deviance.
This study relied on the affective events theory and the social exchange theory to develop a framework that explains how situational factors (daily micro-interruptions) enhance affective reactions (negative affect) and, in turn, impair health conditions (mental health) at work. We further delineate theoretical arguments to propose the pet-human’s health effect by demonstrating that pets are boundary conditions that attenuate this relation, and as such are protective conditions for employees’ mental health. We conducted a 5-day diary study with two groups of participants, one with participants who owned pets ( N = 82 x 5 = 410), and the other who did not own pets ( N = 87 x 5 = 435). The multilevel results showed an indirect effect of daily micro-interruptions on individuals’ mental health through negative affect, with a daily backdrop of poorer mental health for those who did not own a pet (compared to those who owned a pet). These results evidence the benefits of owning a pet for individuals’ mental health, even at work, and as such provide recommendations for teleworking practices. Moreover, this study resorts to an innovative and robust data collection method to demonstrate the pet-human’ health effect. This study expands knowledge on the role of pets in working daily routines and shows that pets may be a personal resource for individuals while working.
Gig workers have become an important component of the contemporary workforce and have generated extensive interest among researchers. The purpose of this article is to provide an integrative review of the literature on gig workers. Consistent with the more recent studies, we adopt a broad definition of gig work, which is characterized by the temporary nature of the work, project‐based compensation, work flexibility, and non‐membership in an organization. We first discuss the major themes in the literature based on an input–process–output framework. Specifically, we review what factors drive individuals to engage in gig work, how gig work impacts gig workers based on four theoretical approaches, and what outcomes individuals experience as a result of engaging in gig work. Based on the literature review, we highlight six future research agendas. We also discuss practical implications for gig workers, traditional organizations, digital labor platforms, and society.
Objectives
In this study, we expand on the existing work on daily performance by focusing on (1) within‐person fluctuation in perceived manager effectiveness in relation to daily positive affective experiences and daily performance and (2) between‐person fluctuations in uncertainty as a relevant boundary condition of these relationships.
Methods
Multilevel data from 101 managers (1,010 measurement occasions) were used to test the hypotheses.
Results
The results showed that fluctuations in the perception of a manager's effectiveness related positively to daily positive affective experiences, and this relationship was moderated by the team member's uncertainty levels in such a way that perceived uncertainty buffered the positive effect of leadership effectiveness on positive affective experiences. Further, the findings evidenced a positive association between daily positive affective experiences and daily performance. Finally, results showed a significant indirect effect from perceived manager's effectiveness to daily fluctuations in performance via daily fluctuations in positive affective experiences.
Conclusions
Perceived manager's effectiveness made employees feel more positive affective experiences, which contributed to their daily performance. However, uncertainty overshadows the influence of a manager's effectiveness on their workers' positive affective experiences. We discuss implications for theory and practice.
Knowledge‐oriented leadership phenomenon has captured the interest of scholars and industry leaders given its positive impact on sustainable organizational and employees outcomes. By drawing on affective event theory, this research explores the role of knowledge‐oriented leadership on knowledge‐centered culture, service innovative behavior and employees' job satisfaction and the mediating role of knowledge‐centered culture. The proposed model and hypotheses were tested using survey data gathered from 456 hotels and travel agencies employees in Jordan. The analysis was conducted using the contemporary structural equation modeling modus operandi, the partial least squares. The findings confirm that knowledge‐oriented leadership promotes knowledge‐centered culture in organizations, which in turn, promotes employees' job satisfaction and service innovative behavior. Knowledge‐centered culture concurrently mediates the path linking knowledge‐oriented leadership to job satisfaction and innovative behavior, respectively. The literature is devoid of scholarly work on the impact of knowledge‐oriented leadership and knowledge‐centered culture on employee outcomes in the tourism and hospitality industry context. This study being among the first to contribute to the literature from a developing country's perspective, prescribes empirical evidence, that knowledge‐oriented leadership promotes a knowledge‐centered culture in organizations, which subsequently leads to increased job satisfaction and service innovation. Furthermore, this study provides practical implications for organizations looking to promote a knowledge‐centered culture and enhance their employees' job satisfaction and service innovation.
This study examined the influence of counselors’ sense of calling on psychological burnout, mediated by meaning of work and living a calling, based on the work as a calling theory (WCT) and preceding studies. Furthermore, the sequential mediating effects of meaning of work and living a calling were investigated. Data were collected from 420 Korean counselors working in counseling centers located nationwide and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results revealed that a sense of calling negatively impacted psychological burnout. Second, the sense of calling did not affect psychological burnout through the mediation of meaning of work. Third, the sense of calling negatively impacted psychological burnout through the mediation of living a calling. Fourth, the sense of calling negatively affected psychological burnout through the sequential mediation of meaning of work and living a calling. Based on this study’s findings, implications can be provided to enhance counselors’ professional calling and reduce psychological burnout, thereby aiding them in resolving their psychological issues during counseling practice and providing higher-quality psychological services to clients. Suggestions for improvements and future research are also discussed.
Due to construction industry projects’ large-scale, long-period, and outdoor operation characteristics, employees’ organizational citizenship behavior (OCB) plays an essential role in cost-saving, high-efficiency, and environmentally friendly development strategies. This study discusses how to improve employees’ OCB from two levels of employees’ psychological factors and corporate social responsibility (CSR) at the organizational level. We verified this study’s hypotheses based on 336 valid questionnaires collected from 56 teams. The results indicated that (1) positive psychological capital (PsyCap) was a positive predictor of employees’ OCB; (2) PsyCap was positively related to employees’ prosocial motivation, and prosocial motivation partially mediated the relationship between PsyCap and employees’ OCB; and (3) CSR moderated the relationship between PsyCap and prosocial motivation and played a significant moderating role between prosocial motivation and OCB. These findings provide an empirical research basis for the theories of conservation of resources (COR), self-determination, and affective events. This research also has managerial implications for improving employees’ OCB in the construction industry.
In a time when organizations must cope with an increasingly volatile and spatially dispersed workforce, understanding how to facilitate newcomers’ perceptions of insider status is of both theoretical and practical importance. However, knowledge regarding how and why these desirable perceptions unfold over time during the socialization period is limited. Drawing on affective event theory and feelings-as-information theory, this research derives predictions about the influence of change in newcomers’ perceptions of abusive supervision and change in newcomer negative affect toward their supervisors on change in newcomers’ perceived insider status. Furthermore, considering perceived insider status through the lens of COR theory, its change is expected to have an impact on newcomers’ well-being. To test our predictions, we used a latent growth modeling (LGM) approach to analyze longitudinal data collected from newcomers working in a variety of organizations at four times across a year after organizational entry. Our results reveal a temporal process whereby change in perceptions of abusive supervision influence newcomers’ well-being and demonstrate that changes in newcomers’ negative affect toward the supervisor and in newcomers’ perceived insider status sequentially mediate these relationships. Overall, this research illustrates the temporal dynamics of the socialization process and highlights the key role of supervisors and newcomers’ affect on newcomers’ transition from outsiders to organizational insiders as well as the corresponding impact on their well-being.
Employees not being able to express their thoughts and opinions about work has been argued to result in detrimental organizational outcomes. Employee silence has recently become a prevalent organizational issue but studies that have explored proximal and distal outcomes of silence are scarce. Therefore, the study explored anxiety and happiness as mediating mechanisms for the relationship between silence and psychological withdrawal and the moderating effect of social network services usage for the relationship between silence and the mediators. The study conducted a two-wave self-reported questionnaire and sampled 257 full-time employees. Anxiety and happiness were found to mediate the relationship and social network services moderated the relationships between silence with the mediators. Moreover, supplementary analysis found mediated moderation for the study.
Purpose
Guided by the affective events theory (AET), the purpose of this paper was to explore the impact of interpersonal trust in peers, as an affective work event, on two affect-driven behaviors (i.e. job performance and organizational citizenship behavior toward individuals [OCBI]) via positive affect during the Covid-19 pandemic, particularly in the Asia–Pacific region.
Design/methodology/approach
This study is quantitative in approach, and longitudinal survey study in design. The authors collected data from lecturers in 2020 at the beginning, at the end and two months after the first Covid-19 lockdown in Malaysia. Then, the authors utilized the efficient partial least squares (PLSe2) estimator to investigate the relationships between the variables, while also considering gender as a control variable.
Findings
The findings show that positive affect fully mediates the relationship between interpersonal trust in peers and job performance and partially mediates the relationship between interpersonal trust in peers and OCBI. Given that gender did not demonstrate any significant relationships with interpersonal trust in peers, positive affect, job performance and OCBI, the recommended policies can be universally developed and applied, irrespective of the gender of academics.
Originality/value
This research contributes originality by integrating the widely recognized theoretical framework of AET and investigating a less explored context, specifically the Malaysian higher education sector during the challenging initial phase of the Covid-19 pandemic. Furthermore, the authors adopt a novel and robust methodological approach, utilizing the efficient partial least squares (PLSe2) estimator, to thoroughly examine and validate the longitudinal theoretical model from both explanatory and predictive perspectives.
The recent introduction of servant leadership into the research on pro-environmental behavior in organizations has stimulated interest and concern among scholars on how an environmentally specific servant leader fosters their subordinates’ green behavior. Drawing from affective event theory, this study focuses on the underlying affective mechanism linking environmentally specific servant leadership and employee voluntary green behavior. Using two-wave data from 190 employees in two organizations, we found that environmentally specific servant leadership was indirectly related to employee voluntary green behavior via positive affectivity. Moreover, workplace anxiety moderated the indirect effect, such that it was only significant and positive under low levels of workplace anxiety. Overall, our study sheds light on the role the effect plays in unpacking the influence of environmentally specific servant leadership on employee voluntary green behavior.
Safety literature has traditionally focused on identifying and managing risk factors that lead to safety outcomes (e.g., injuries, accidents, death) at work. The current study takes a new perspective on employee safety and proposes that safety‐related experience has more general work implications. Drawing on theories of stress coping and workplace anxiety, we test a mechanism on how employees’ daily experiences of safety threats are related to their work behavior via negative emotional reactions. Specifically, we focus on employees’ experiences of safety violations on the way to work and at work during the ongoing struggles with COVID‐19. Our daily diary study (Level 1 N = 778, Level 2 N = 84; office workers in South Korea) shows that experiencing safety violations during the daily commute and at work is associated with increased state health anxiety at work, which then translates into work withdrawal on that day. Furthermore, we introduce organizational safety climate as an important mitigating factor of this stress‐coping process, as such a climate can emphasize management's commitment to safety.
This study examines the mechanisms through which employees’ perceptions of corporate social responsibility (CSR) facilitate their performances of extra-role behaviors (i.e., organizational citizenship behaviors (OCBs) and creative behaviors). Because we intended to explore employees’ extra-role behaviors in workplaces, we used the survey method and collected the data from 505 employees working in IT companies in South Korea. To test our hypotheses, we conducted a path analysis and a bootstrapping method using SPSS 27.0 and the PROCESS macro. Our results show that CSR perceptions are positively related to both OCBs and creative behaviors. In addition, compassion and positive psychological capital mediate positive relationships. By demonstrating the mechanism through which employees’ CSR perceptions lead to their two forms of extra-role behaviors at work via compassion and positive psychological capital, our results provide a more comprehensive view of their effects at work. Furthermore, in addition to the instrumental benefits of CSR activities, such as their positive effects on corporate performance, our results suggest that engaging in CSR activities is vital for organizations seeking corporate sustainability.
Innovative Work Behavior (IWB) of employees is one of the essential requirements for organizations to excel in competition in today's dynamic world. Nowadays, organizations can keep the current pace through competitive advantage. But to acquire competitive advantage, employees must be creative and innovative in their work-related behaviors. Small and Medium Enterprises (SMEs) in Pakistan are suffering several challenges in this regard. Therefore, current study is designed to examine the role of negative events and negative leadership on the IWB of the employees with mediating role of Psychological Well-being (PsyWB). Further, the moderating role of Perceived Organizational Support (POS) has also been tested. The negative event used in current research is Workplace Incivility (WPI) and Despotic Leadership (DL) from the negative leadership styles examined. Results of the current study showed that the presence of WPI and DL in organizations damage the IWB of employees as they harm the PsyWB of employees. We find that PsyWB mediated the relationship among DL, WPI, and IWB. POS is helpful for employees to overcome the negative issues prevailing in the organizations. The SMEs need to construct policies to eradicate WPI and must discourage despotic personalities to make the environment favorable for employees to protect their IWB. There must be some events that can increase the positive PsyWB of employees to make them more creative and motivated. Likewise, POS must be at sufficient level so that employees feel safe and healthy in all respects.
Purpose
This study aims to reveal the association between task conflict and job satisfaction with the mediating role of incivility and the moderating role of self-esteem. In addition, the data collected from the UK and Turkey were analyzed separately, and the aim was to contribute to the literature in this field by analyzing the research model in a cultural context.
Design/methodology/approach
This research focuses on the relationship between managers and subordinates in organizations. In this study, a survey method was applied to 708 subordinates, both UK and Turkish citizens, working in nine different industries. The obtained data were first analyzed in combination; then, the data of both countries were analyzed separately, and the effect of cultural differences on the research model was investigated.>
Findings
According to the results obtained, the relationship between task conflict and job satisfaction is negative, and subordinates’ perceptions of incivility play a mediating role in this relationship. In addition, subordinates’ self-esteem level has a moderating role in the effect of task conflict on job satisfaction through incivility. However, there is no evidence of an effect of culture on this model.
Originality/value
This study contributes to the literature by presenting new evidence on the antecedents of job satisfaction. In addition, it is one of the pioneering studies that provides evidence of the impact of the perceptions and personal characteristics of disputants in a task conflict on task conflict outcomes. Furthermore, this study contributes to the limited cross-cultural studies in the conflict and job satisfaction literature.
Employee health is crucial to organizational success. However, workplace ostracism (WO) has significant negative effects on employee health. Numerous researchers have extensively examined how WO influences employees’ negative health (job stress, burnout); however, the focus on mediating effects in the relationship between WO and health has been lacking. This study examined the cognitive evaluation response to WO by employees who perceive they have been ostracized because another employee envies them. The psychological defense mechanism is expected to be activated—thus triggering job stress and burnout. We investigated envy perceived by individuals as a mediator of WO, job stress, and burnout using data from a 2-wave longitudinal survey of 403 employees of a South Korean firm. We found that employees perceived WO. Specifically, based on the sensitivity to being the target of a threatening upward comparison theory, it was confirmed that envy was a mediator in the relationship between WO and negative health outcomes. Our results are the first to show that the perception of envy can mediate the maintenance of a positive self-image in the context of WO in South Korea. The results suggest that a greater awareness of and focus on envy, and WO is required.
At the heart of emotion, mood, and any other emotionally charged event are states experienced as simply feeling good or bad, energized or enervated. These states - called core affect - influence reflexes, perception, cognition, and behavior and are influenced by many causes internal and external, but people have no direct access to these causal connections. Core affect can therefore be experienced as free-floating (mood) or can be attributed to some cause (and thereby begin an emotional episode). These basic processes spawn a broad framework that includes perception of the core-affect-altering properties of stimuli, motives, empathy, emotional meta-experience, and affect versus emotion regulation; it accounts for prototypical emotional episodes, such as fear and anger, as core affect attributed to something plus various nonemotional processes.
This review organizes a variety of phenomena related to emotional self-report. In doing so, the authors offer an accessibility model that specifies the types of factors that contribute to emotional self-reports under different reporting conditions. One important distinction is between emotion, which is episodic, experiential, and contextual, and beliefs about emotion, which are semantic, conceptual, and decontextualized. This distinction is important in understanding the discrepancies that often occur when people are asked to report on feelings they are currently experiencing versus those that they are not currently experiencing. The accessibility model provides an organizing framework for understanding self-reports of emotion and suggests some new directions for research.
Although the experience of work is saturated with emotion, research has generally neglected the impact of everyday emotions on organizational life. Further, organizational scholars and practitioners frequently appear to assume that emotionality is the antithesis of rationality and, thus, frequently hold a pejorative view of emotion. This has led to four institutionalized mechanisms for regulating the experience and expression of emotion in the workplace: (1) neutralizing, (2) buffering, (3) prescribing, and (4) normalizing emotion. In contrast to this perspective, we argue that emotionality and rationality are interpenetrated, emotions are an integral and inseparable part of organizational life, and emotions are often functional for the organization. This argument is illustrated by applications to motivation, leadership, and group dynamics.
Using a multi-method approach, this paper presents both a qualitative and quantitative examination of workplace conflict, the emotional reactions to bullying and counterproductive behaviors. Three studies were undertaken for the present research. Data for Study 1 emerged from semi-structured interviews conducted with 50 group leaders and members from six workgroups in two large organizations. Interviews were transcribed and analyzed using systematic interpretative techniques. Findings from Study 1 showed that conflict induced a variety of emotional and behavioral responses. Data from Study 2 were collected from 660 employees from 7 public sector organizations using a structured open-ended survey. Results from Study 2 revealed that the majority of respondents perceived their managers as bullies. Study 3 surveyed 510 staff in 122 workgroups from five organizations. Regression analysis revealed that differing conflict events were associated with bullying, emotional reactions and counterproductive behaviors. In particular, prolonged conflict increased incidents of bullying. Higher levels of bullying were predictive of workplace counterproductive behaviors such as purposely wasting company material and supplies, purposely doing one's work incorrectly and purposely damaging a valuable piece of property belonging to the employer.
Positive mood at work (as an affective state) was hypothesized to be significantly and positively associated with the performance of both extrarole and role-prescribed prosocial organizational behaviors. Moreover, positive mood was hypothesized to have effects on prosocial behavior above and beyond the effects of fairness cognitions. Conversely, positive mood as a trait (i.e., positive affectivity) was expected to be unrelated to either form of prosocial behavior. Finally, the form of role-prescribed prosocial behavior investigated, customer-service behavior or helpful behavior directed at customers, was hypothesized to be positively associated with sales performance. These hypotheses were tested with a sample of 221 salespeople. All of the hypotheses were supported. Implications of these results and directions for future research are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
While viewing absence as a mechanism of mood control, I explored the impact of mood at work on absenteeism, taking into account situational influences. Among a sample of 210 salespeople, I found that positive mood at work was significantly and negatively associated with absenteeism. Adjustment to the work situation as indexed by tenure also was influential for absence behavior. In addition, the personality traits, positive affectivity, and negative affectivity had significant effects on the extent to which workers experienced positive moods and negative moods, respectively. The implications of these results and directions for future research are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Building from an attraction-selection-attrition framework by B. Schneider (see record
1988-09366-001) and the socialization literature, this study views personality, affect, and behavior as group-level phenomena. Among a sample of 26 work groups, it was found that individual affect was consistent within groups, suggesting that the affective tone of a group is a meaningful construct. Characteristic levels of the personality traits positive affectivity and negative affectivity within groups were positively associated with the positive and negative affective tones of the groups, respectively. In addition, the affective tone of a group was related to group behaviors. More specifically, the negative affective tone of a group was found to be negatively related to the extent to which the group engaged in prosocial behavior. Absenteeism by group members was negatively correlated with the positive affective tone. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Although ecological momentary assessment and experience sampling methods have been in use in other areas of the social and medical sciences for many years, organizational researchers have not taken advantage of these techniques. To rectify this situation, the authors examine the benefits and difficulties of ecological momentary assessment and offer suggestions for how it can be used effectively in organizations. In addition, the authors discuss the analysis of these data from a multilevel framework and place particular emphasis on procedures that examine the temporal nature of momentary data.
Research on organizational justice typically focuses on attitudinal, cognitive, or behavioral outcomes. Emotional reactions to justice have been suggested but not studied. The emotional appraisal literature provides a framework within which to analyze emotional reactions to just and unjust events. Undergraduates (67 females and 55 males) were randomly assigned to conditions crossing either a positive or negative outcome and a procedure which was either fair, biased in the participant's favor, or biased in favor of another, after which their emotional responses were assessed by self report. Results support predictions about discrete emotional reactions. As predicted by emotional-appraisal theories, reports of happiness were influenced only by outcome, whereas reports of guilt, anger, and to a lesser extent pride, were influenced by specific combinations of outcome and procedure. Results are discussed within an emotional appraisal framework. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
In spite of accepted definitions of job satisfaction as "affect" very little is known about the causes and consequences of true affective experiences in work settings. Working from the basic literature on moods and emotions, we introduce a theory of affective experience at work which emphasizes the role of work events as proximal causes of affective reactions. We discuss the structure of affective experiences, their situational and dispositional causes and their effects on performance and job satisfaction.
Decades of research have shown that the correlation between job satisfaction and job performance is modest in magnitude, yet lay people are thought to believe strongly that satisfied or ‘happy’ employees are more productive at work. This paper first documents the strength and pervasiveness of belief in several versions of the happy–productive worker hypothesis (Study 1), then proposes and explores potential substantive explanations for these beliefs (Study 2). It is possible that lay people base their beliefs on genuinely stronger relationships that occur at a different level of analysis than usually studied by researchers, and/or that exist between satisfaction-like and performance-like variables other than the constructs typically investigated by scholars. Study 2 provides data relevant to several of these possibilities. The most compelling findings were at the within-person level of analysis. The average within-person correlation between momentary task satisfaction and concurrent perceived task performance was 0.57. Individuals feel more satisfied than usual when they believe they are performing better than usual for them. If lay persons mistakenly generalize from their own within-person experiences of satisfaction–performance covariation to the between-persons level, this relationship may be the basis for the strong lay belief that satisfied workers perform better. Copyright © 2003 John Wiley & Sons, Ltd.
This study investigated proposed paths of the affective events theory (AET; H. M. Weiss & R. Cropanzano, 1996), with part-time employees completing surveys at 2 points in time and completing an event-contingent diary over 2 weeks. In support of AET, negative affectivity (Time 1) related to negative emotional reactions at work. Negative emotional reactions were associated with intention to leave the job (Time 2). This relationship was especially strong for the sadness emotions (disappointed, depressed, unhappy). Positive affectivity (Time 1) directly related to job satisfaction (Time 2), but only weakly predicted positive emotional reactions at work (aggregated over 2 weeks). Qualitative data provided information about work affective events and affect-driven behaviors. Interpersonal mistreatment from customers were the most frequent cause of anger and resulted in faking expressions about 50% of the time. Recognition from supervisors for work performance was the main cause of pride.
Based partly on Weiss and Cropanzano's (H. M. Weiss & R. Cropanzano, 1996) Affective Events Theory, hypotheses were stated about likely antecedents and consequences of positive and negative real-time affective reactions at work. Somewhat different antecedents and consequences were predicted for positive as opposed to negative affective reactions. Affective reactions were operationalized as the average of up to 50 reports of momentary positive and negative feelings collected at work over a 2-week period. Structural equation analyses suggest that the data are consistent with the theoretical model proposed. As expected, job characteristics and positive dispositional affectivity predict positive affective reactions, role conflict and negative affectivity predict negative affective reactions, positive affective reactions predict affective commitment and helping behavior, and intention to leave is predicted by attitudes rather than by affective reactions. The results are consistent with Affective Events Theory as well as with 2-domain models that propose different causes and consequences of positive versus negative affect.
This study investigated the within-individual relationship between mood and job satisfaction, and examined the role of personality characteristics in moderating this relationship. The design of the study involved an experience sampling methodology (ESM); 27 employees completed mood and job satisfaction surveys at four different times during the day for a period of four weeks, resulting in a total of 1907 observations. Results showed that within-individual variance comprised 36% of the total variance in job satisfaction, and mood explained 29% of the within-individual variance in job satisfaction. Second, mood and job satisfaction were related both within and across individuals. Third, two personality traits—Neuroticism and Extraversion—were associated with average levels of mood. Fourth, within-individual variability in mood was significantly related to within-individual variability in job satisfaction, and variability in both mood and job satisfaction was predicted by Neuroticism. Finally, personality impacted the degree of association between mood and job satisfaction within individuals.
This study explores the relative importance of trait-based personality constructs and a state-based job-specific affect construct for predicting job attitudes and withdrawal behaviors of incumbent customer service call center representatives (N = 150). Results based on three traditional indices of importance (i.e., squared correlation coefficients, squared standardized regression coefficients, and the product measure) yielded conclusions that were often inconsistent or ambiguous. In contrast, results based on two newer statistics (i.e., dominance and epsilon) were readily interpretable and virtually identical to one another. Overall, emotional stability and job-specific affect emerged as important predictors of various withdrawal criteria, relative to other personality variables
The greater power of bad events over good ones is found in everyday events, major life events (e.g., trauma), close relationship outcomes, social network patterns, interpersonal interactions, and learning processes. Bad emotions, bad parents, and bad feedback have more impact than good ones, and bad information is processed more thoroughly than good. The self is more motivated to avoid bad self-definitions than to pursue good ones. Bad impressions and bad stereotypes are quicker to form and more resistant to disconfirmation than good ones. Various explanations such as diagnosticity and salience help explain some findings, but the greater power of bad events is still found when such variables are controlled. Hardly any exceptions (indicating greater power of good) can be found. Taken together, these findings suggest that bad is stronger than good, as a general principle across a broad range of psychological phenomena.
INTRODUCTION, The study of affect in work settings, and particularly the study of the performance implications of affective states, has a long but especially disappointing history. We say disappointing for a number of reasons. First, even the smallest amount of reflection will convince anyone that organizations are settings of emotional intensity. If emotions are generated by appraisals of the reaching or impeding of important personal goals or values, then where is this more likely to play out than in work settings? Each day at work, our needs, desires, and identities are challenged and affirmed. So, one would think that the study of emotions at work would be a core topic of organizational research. It is not. Second, performance has been the criterion of interest for organizational researchers. So, one would think that the relationship between emotional states and work performance would receive great attention. It has not. Third, research on the performance implications of true affective states took place at the beginning of work psychology. Hersey (1932) examined daily moods states (he didn't call them that, but he used what today would be considered a mood checklist) among blue-collar workers. He tracked those mood states with daily performance measures. He showed that on negative mood days performance deteriorated quite a bit, but on positive mood days there was little enhancement of performance.
Job satisfaction is often described as an affective response to one's job, but usually measured largely as a cognitive evaluation ofjob features. This paper explores several hypothesized relationships between real time affect while working (50 observations ofmood and emotions over two weeks) and measures ofjob satisfaction. As expected, affect measures predict satisfaction but are not identical to satisfaction. Affect is more strongly related to a faces measure ofsatisfaction than to more verbal measures of satisfaction. Positive and negative emotions both make unique contributions to satisfaction, and contribute to the prediction of overall satisfaction above and beyond facet satisfactions. Frequency ofnet positive emotion is a stronger predictor of satisfaction than is intensity ofpositive emotion. Implications for further research and improving job satisfaction are discussed.
Twenty so-called clear markers of positive and negative mood (Watson & Tellegen, 1985) were applied in the current study to measure affect at work. Confirmatory factor analyses of a bipolar Two-Factor (i.e., positive and negative affect) Model and a competing multifactor model were conducted with three samples: managerial and professional workers in an insurance firm, retail sales personnel, and a heterogeneous group of students who were employed. The first-order Two-Factor Model (i.e., descriptively bipolar positive and negative affect factors) hypothesized to underlie the 20 affect items did not provide a strong fit to the data in the three samples. A first-order Four-Factor Model with descriptively unipolar factors labeled as Positive Arousal (Enthusiasm), Negative Activation (Nervousness), Low Arousal (Fatigue), and Low Activation (Relaxation) provided a better fit across the samples. These results support the measurement of positive and negative mood as descriptively unipolar factors. The measurement implications of these results as well as conceptual linkages between the four mood factors and the two major cortical regulatory systems, left-lateralized dopaminergic activation and right-lateralized noradrenergic arousal, are discussed.
A theory was proposed to reconcile paradoxical findings on the invariance of personality and the variability of behavior across situations. For this purpose, individuals were assumed to differ in (a) the accessibility of cognitive-affective mediating units (such as encodings, expectancies and beliefs, affects, and goals) and (b) the organization of relationships through which these units interact with each other and with psychological features of situations. The theory accounts for individual differences in predictable patterns of variability across situations (e.g., if A then she X, but if B then she Y), as well as for overall average levels of behavior, as essential expressions or behavioral signatures of the same underlying personality system. Situations, personality dispositions, dynamics, and structure were reconceptualized from this perspective.
To investigate the role of affect and cognitions in predicting organizational citizenship behavior (OCB) and workplace deviance behavior (WDB), data were collected from 149 registered nurses and their coworkers. Job affect was associated more strongly than were job cognitions with OCB directed at individuals, whereas job cognitions correlated more strongly than did job affect with OCB directed at the organization. With respect to WDB, job cognitions played a more important role in prediction when job affect was represented by 2 general mood variables (positive and negative affect). When discrete emotions were used to represent job affect, however, job affect played as important a role as job cognition variables, strongly suggesting the importance of considering discrete emotions in job affect research.
This review organizes a variety of phenomena related to emotional self-report. In doing so, the authors offer an accessibility model that specifies the types of factors that contribute to emotional self-reports under different reporting conditions. One important distinction is between emotion, which is episodic, experiential, and contextual, and beliefs about emotion, which are semantic, conceptual, and decontextualized. This distinction is important in understanding the discrepancies that often occur when people are asked to report on feelings they are currently experiencing versus those that they are not currently experiencing. The accessibility model provides an organizing framework for understanding self-reports of emotion and suggests some new directions for research.
The study used a time-sampling method to test aspects of A. Grandey's (2000) emotion regulation model of emotional labor. Eighteen customer service employees from a call center recorded data on pocket computers every 2 hr at work for 2 weeks. Participants completed ratings of emotion regulation, events, expressed and felt emotions, well-being, and performance on 537 occasions and completed questionnaires containing individual and organizational measures. Multilevel analyses supported many aspects of the model but indicated that it has to be implemented precisely in terms of regulating emotion for organizational goals. Results also showed that deep and surface acting had different consequences for employees. Overall, the study found that emotion regulation is a viable platform for understanding emotional labor.
This study focuses on daily work events as proximal stimuli for discrete emotional reactions and suggests that availability of energy resources required for coping with goal-disruptive events, or for capitalizing on new opportunities offered by goal-enhancing events, influences intensity of emotional reactions. Using experience-sampling methodology with a sample of hospital residents, it is shown that negative emotion and fatigue following disruptive events are intensified when only limited energy resources are available due to current workload. However, positive emotions, promoted by goal-enhancing events, are mitigated due to inability to capitalize on new opportunities or challenges. Aftereffects of work events reveal that the energizing effect of goal-enhancing events mitigates end-of-day fatigue and negative emotion on high-workload days, although the effect of disruptive events is diminished by the end of such days, apparently because of lesser conspicuity against a background of high workload. Theoretical and practical implications are discussed.
The present study investigated processes by which job stress and satisfaction unfold over time by examining the relations between daily stressful events, mood, and these variables. Using a Web-based daily survey of stressor events, perceived strain, mood, and job satisfaction completed by 14 university workers, 1,060 occasions of data were collected. Transfer function analysis, a multivariate version of time series analysis, was used to examine the data for relationships among the measured variables after factoring out the contaminating influences of serial dependency. Results revealed a contrast effect in which a stressful event associated positively with higher strain on the same day and associated negatively with strain on the following day. Perceived strain increased over the course of a semester for a majority of participants, suggesting that effects of stress build over time. Finally, the data were consistent with the notion that job satisfaction is a distal outcome that is mediated by perceived strain.
The authors investigated 2 broad issues: (a) across- and within-individual relationships between mood and job satisfaction and (b) spillover in moods experienced at work and at home. Using an experience-sampling methodology, they collected multisource data from a sample of 74 working individuals. Multilevel results revealed that job satisfaction affected positive mood after work and that the spillover of job satisfaction onto positive and negative mood was stronger for employees high in trait-positive and trait-negative affectivity, respectively. Results also revealed that the effect of mood at work on job satisfaction weakened as the time interval between the measurements increased. Finally, positive (negative) moods at work affected positive (negative) moods experienced later at home.
In this article, the authors present a model linking immediate affective experiences to within-person performance. First, the authors define a time structure for performance (the performance episode) that is commensurate with the dynamic nature of affect. Next, the authors examine the core cognitive and regulatory processes that determine performance for 1 person during any particular episode. Third, the authors describe how various emotions and moods influence the intermediary performance processes, thereby affecting performance. In the final section of the article, the authors discuss limitations, future research directions, and practical implications for their episodic process model of affect and performance.
Job satisfaction is often described as an affective response to one's job, but is usually measured largely as a cognitive evaluation of job features. This paper explores several hypothesized relationships between real time affect while working and standard measures of job satisfaction. Experience sampling methodology was used to obtain up to 50 reports of immediate mood and emotions from 121 employed persons over a two week period. As expected, real time affect is related to overall satisfaction but is not identical to satisfaction. Moment to moment affect is more strongly related to a faces measure of satisfaction than to more verbal measures of satisfaction. Positive and negative emotions both make unique contributions to predicting overall satisfaction, and affect accounts for variance in overall satisfaction above and beyond facet satisfactions. Frequency of net positive emotion is a stronger predictor of overall satisfaction than is intensity of positive emotion. It is concluded that affect while working is a missing piece of overall job attitude, as well as a phenomenon worthy of investigation in its own right. Implications for further research and for improving the conceptualization and measurement of job satisfaction are discussed. Copyright © 2000 John Wiley & Sons, Ltd.
The positive emotions have proved to be a source of embarrassment to psychologists. Discussions of fear, anxiety, depression, anger, grief, etc., are plentiful in the psychological literature. But when it comes to emotions such as joy, mirth, love, mystical experiences, and the like, psychologists are often at a loss for words. Thus, in a content analysis of psychological textbooks, Carlson (1967) found that approximately twice as much space was devoted to negative as to positive emotions. Although Carlson’s analysis is now somewhat out of date, I doubt that a survey of current textbooks would reveal a major change in emphasis (except perhaps for a recent upsurge of interest in issues related to sexual behavior, including romantic love).
While viewing absence as a mechanism of mood control, I explored the impact of mood at work on absenteeism, taking into account situational influences. Among a sample of 210 salespeople, I found that positive mood at work was significantly and negatively associated with absenteeism. Adjustment to the work situation as indexed by tenure also was influential for absence behavior. In addition, the personality traits, positive affectivity, and negative affectivity had significant effects on the extent to which workers experienced positive moods and negative moods, respectively. The implications of these results and directions for future research are discussed.
In this paper I argue that standard treatments of job satisfaction have inappropriately defined satisfaction as affect and in so doing have obscured the differences among three separate, if related, constructs. These key constructs are overall evaluative judgments about jobs, affective experiences at work, and beliefs about jobs. I show that clearly separating these constructs is consistent with current, basic research and theory on attitudes as well as with current research and theory on “subjective well-being” (SWB). I also argue that the separation of the constructs can produce better criterion predictions than job satisfaction has by itself, suggests new areas of research that cannot be envisioned when satisfaction and affect are treated as equivalent constructs, and requires the development of new measurement systems.
Pleasures of the mind are different from pleasures of the body. There are two types of pleasures of the body: tonic pleasures and relief pleasures. Pleasures of the body are given by the contact senses and by the distance senses (seeing and hearing). The distance senses provide a special category of pleasure. Pleasures of the mind are not emotions; they are collections of emotions distributed over time. Some distributions of emotions over time are particularly pleasurable, such as episodes in which the peak emotion is strong and the final emotion is positive. The idea that all pleasurable stimuli share some general characteristic should be supplanted by the idea that humans have evolved domain-specific responses of attraction to stimuli. The emotions that characterize pleasures of the mind arise when expectations are violated, causing autonomic nervous system arousal and thereby triggering a search for an interpretation. Thus pleasures of the mind occur when an individual has a definite set of expectations (usually tacit) and the wherewithal to interpret the violation (usually by placing it in a narrative framework). Pleasures of the mind differ in the objects of the emotions they comprise. There is probably a
give an overview of some of the major aspects of affective states, and their relations with other psychological processes / provide conceptual clarification of the distinctions between the various kinds of affective states [moods, emotion episodes, and emotions]
causes and functions of affective phenomena / the structure of affect space / consequents of affective states (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The overall aim of this study was to investigate laypeople's accounts of the causes, features, and consequences of workplace anger episodes and to examine similarities and differences amongst superiors', co-workers' and subordinates' anger experiences. One hundred and seventy-five respondents participated in structured interviews about a work-related anger episode with a superior, co-worker, or subordinate. Various features of the anger episodes differed according to the status of the respondent, with superiors angered by morally reprehensible behaviors and job incompetence, co-workers angered by morally reprehensible behaviors and public humiliation, and subordinates angered by unjust treatment. Subordinates were less likely than superiors to confront the anger target and more likely to consider the incident unresolved. Humiliating offences elicited more intense hate than non-humiliating offences; hate was also negatively associated with situational power and with a perceived successful resolution of the anger-eliciting event. Theoretical implications of the results are discussed in relation to the role of power in the experience and expression of anger in the workplace. Copyright © 2000 John Wiley & Sons, Ltd.
The psychological contract has been viewed as an explanatory framework for understanding the employment relationship, and is regarded by some researchers as central in understanding employee attitudes and behavior. Despite the importance ascribed to the psychological contract, it remains theoretically underdeveloped and has received limited empirical attention. This study takes a new approach to researching the psychological contract, through the use of daily diaries, and addresses a number of fundamental questions regarding its nature. Results show that both broken and exceeded promises occur regularly and in relation to virtually any aspect of work, that the importance of the promise contributes significantly to emotional reactions following broken and exceeded promises, and that the psychological contract is an important concept for understanding everyday fluctuations in emotion and daily mood. Copyright © 2002 John Wiley & Sons, Ltd.
This study tested an AET-based model that integrates cognitions (justice perceptions) and emotions (change anxiety) to explain the effects of change program characteristics on employees' acceptance of downsizing and other work attitudes. Seventy-one employees from an organization that was undergoing downsizing participated in the study. Path analyses and a Q index of .992 offered preliminary support for the proposed model by showing that procedural justice and change anxiety explained the effects of change management procedures on acceptance of downsizing, while interactional justice and change anxiety explained the effects of the quality of change communications on trust in the change managers. Although distributive justice did not have the predicted direct effect on employee morale, it helped explain the effects of procedures on acceptance of change and morale by helping reduce anxiety about the change. Together, these findings support the utility of an AET-based framework in helping understand employee responses to downsizing.
We tested how promotion expectation and perceived self-similarity of a more successful comparison other predicted envy, and how envy, in turn, influenced social evaluations and job performance among candidates who were rejected for promotion. Promotion rejectees perceived the promotee from their work unit as being less likable than he or she was before being promoted. Promotion envy was highest among rejectees who had perceived the promotee as being more similar to themselves and who had previously had high promotion expectations. Envy influenced promotee likability both directly and indirectly through perceived reward injustice. Among rejectees who perceived high self-similarity with the promotee from their unit, promotion expectation had indirect effects on social evaluations and performance through envy. Envy appears to be a significant part of the process through which people attempt to maintain their self-images in the face of threat. We discuss both the positive and the negative consequences of social comparisons and their implications for justice research and theory, as well as practical implications for mitigating adverse reactions to ego-threatening events.
The present study explored the relationship between self-affirmation theory and survivors' reactions to an unfair organizational downsizing. All participants in the present study witnessed the layoff of a confederate. Three conditions were created. In two of the conditions the layoff was handled unfairly; in one of these conditions participants engaged in a self-reaffirming activity (reaffirmation condition), whereas in the other one they did not (unfair condition). In the third condition the layoff was handled fairly (fair condition). Negative emotion was greater in the unfair condition than in the other two, particularly on measures of more “self-conscious” negative emotions. Moreover, the tendency for participants to show more negative emotion in the unfair condition than in the reaffirmation condition, particularly on measures of more self-conscious negative emotions, was more pronounced among participants relatively high in private self-consciousness. Private self-consciousness also was inversely related to commitment to the experiment in the unfair condition, but not in the other two conditions. Implications for self-affirmation theory and the management of organizational downsizings are discussed.
In this paper I argue that standard treatments of job satisfaction have inappropriately defined satisfaction as affect and in so doing have obscured the differences among three separate, if related, constructs. These key constructs are overall evaluative judgments about jobs, affective experiences at work, and beliefs about jobs. I show that clearly separating these constructs is consistent with current, basic research and theory on attitudes as well as with current research and theory on “subjective well-being” (SWB). I also argue that the separation of the constructs can produce better criterion predictions than job satisfaction has by itself, suggests new areas of research that cannot be envisioned when satisfaction and affect are treated as equivalent constructs, and requires the development of new measurement systems.
Developments in personality-social psychology, in social cognition, and in cognitive neuroscience have led to an emerging conception of personality dynamics and dispositions that builds on diverse contributions from the past three decades. Recent findings demonstrating a previously neglected but basic type of personality stability allow a reconceptualization of classic issues in personality and social psychology. It reconstrues the nature and role of situations and links contextually sensitive processing dynamics to stable dispositions. It thus facilitates the reconciliation within a unitary framework of dispositional (trait) and processing (social cognitive-affective-dynamic) approaches that have long been separated. Given their history, however, the realization of this promise remains to be seen.
At the heart of emotion, mood, and any other emotionally charged event are states experienced as simply feeling good or bad, energized or enervated. These states--called core affect--influence reflexes, perception, cognition, and behavior and are influenced by many causes internal and external, but people have no direct access to these causal connections. Core affect can therefore be experienced as free-floating (mood) or can be attributed to some cause (and thereby begin an emotional episode). These basic processes spawn a broad framework that includes perception of the core-affect-altering properties of stimuli, motives, empathy, emotional meta-experience, and affect versus emotion regulation; it accounts for prototypical emotional episodes, such as fear and anger, as core affect attributed to something plus various nonemotional processes.
This study investigated the joint influences of episodic levels of pleasant mood at work and beliefs about one's job on judgments of job satisfaction, as well as examining the prediction of the patterns of affective states over time. Twenty-four managerial workers completed a diary during work hours which required them to report their mood state at four different times during the workday. The diaries were completed for 16 workdays. At a separate time they completed a measure of overall satisfaction, a Valence—Instrumentality—Expectancy (VIE) measure of beliefs about the job and two dispositional variables, dispositional happiness and affect intensity. Results showed that average levels of pleasant mood over the 16 days and VIE beliefs about the job made significant and independent contributions to the prediction of overall job satisfaction and did so over and above the contribution of dispositional happiness. Results also indicated that individual differences in affective intensity predicted the variability of pleasant mood over time as well as mean levels of mood activation. Finally, spectral analyses applied to the series of mood observations showed that the variability over time in the series of mood observations showed two definite cycles, one corresponding to a daily cycle and one corresponding to a two-period oscillation in mood. Results are discussed in terms of the joint influences of affective experiences and job beliefs on job attitudes and the importance of studying affect over time independent of job satisfaction.
Measuring affect at work: Confirmatory analyses of competing mood structures with conceptual linkages to cortical regulatory systems
- M.J. Burke, A.P. Brief, J.M. George, L. Roberson, J. Webster
Emotion as a mediator of work attitudes and behavioral intentions. Paper presented at the 17 th annual conference of the Society for Industrial and Organizational Psychology
- O ' Shea
- M Ashkanasy
- N M Gallois
O'Shea, M., Ashkanasy, N. M., & Gallois, C. 2002. Emotion as a mediator of work attitudes and
behavioral intentions. Paper presented at the 17 th annual conference of the
Society for Industrial and Organizational Psychology, Toronto, Ontario, Canada.