Emotions are argued to be more fleeting than moods. Attitudes and values tend to be more stable than emotions and moods, with values the most stable of all. Also, attitudes can influence moods and emotions in much the same way.
Each category of emotion generally includes some subcategories. For example, anger may contain disgust and envy. Fear may contain alarm and anxiety. Joy may contain cheerfulness and contentment. Love may contain affection, longing, and lust. Sadness may contain disappointment, neglect, and shame.
Self-conscious emotions come from internal sources and social emotions come from external sources. Shame. Guilt, embarrassment and pride are the internal emotions.
Current moods can be affected by many different events. There are relatively stable tendencies to experience positive or negative feelings.
Being “on” all the time with your emotions whether or not they reflect your true feelings is also called emotional dissonance. Dissonance is where the term emotional labor comes from.
Deep acting and surface acting are two terms reflecting ways of dealing with emotional dissonance.
Emotional intelligence argues that if you are good at knowing and managing your own emotions and are good at reading others’ emotions, you may perform better in your own job. EI can also compensate for those with lower IQs.
EI includes your ability to understand your own emotions and to express these naturally. It also includes your ability to use emotions by directing them toward constructive activities and improved performance.
Leaders who express themselves emotionally are often seen as charismatic and transformational. Emotional dissonance is likely in customer service as well as emotional contagion. Women report having to suppress more negative feelings and emphasize more positive feelings than men in similar positions.
Norms for expressions vary across cultures. In collectivist cultures (emphasizing group relationships) emotional displays are seen as being concerned with the person expressing the emotion, while people in individualistic cultures tend not to think that another’s emotional expression is directed at them.
It is important to remember that an attitude is a hypothetical construct. Attitudes are inferred from the things people say formally or informally.
Beliefs may or may not be accurate. “Job responsibility is important” is a corresponding aspect of the cognitive component, which reflects an underlying value.
The affective component is the actual attitude itself, such as “I don’t like my job.” An intended behavior is the result of an attitude.
Two factors that influence which of the above choices tend to be made are the degree of control a person thinks he or she has over the situation and the magnitude of the rewards involved.
Job satisfaction can be assessed: By managerial observation and interpretation. Through use of job satisfaction questionnaires.
The Job Descriptive Index (JDI) is a questionnaire that addresses aspects of satisfaction with which good managers should be concerned for the people reporting to them.
Research indicates that no simple and direct link exists between individual job satisfaction at one point in time and work performance at a later point.
Performance will lead to satisfaction only if rewards are perceived as equitable. If an individual feels that his performance is unfairly rewarded, the performance-causes-satisfaction argument will not hold.
Giving a low performer only small rewards initially may lead to dissatisfaction, the expectation is that the individual will make efforts to improve performance in order to obtain greater rewards in the future.
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