The Impact Of Attitudes On The Workplace Essay

Ashkanasy, N. M., and Daus, C. S. (2002). Feeling in the work environment: The new test for administrators. Foundation of Management Executive, 16(1), 76-86.

Working in today’s society has changed in the last few decades. The economy and technology are the main reasons for this change. The type of job and environment where one works has also changed. The fact that many people work from home via the internet has drastically changed the workforce and the environment surrounding it. With this change have come new demands, expectations, and opportunities for employers. Everyone deals with these demands differently, affecting the employee’s quality of life and job satisfaction. Though the job and office types and locations have changed over the years the need for job satisfaction has not. In today’s economy the job is not as stable as it used to be. One must be prepared for changes in the future.

Supervisors and managers can encourage their employees to do things such as exercise (Wong, 2016) to help improve their mood, especially during significantly stressful times. Kinicki and Fugate (2016) wrote that emotions are products of our thoughts, behaviors, and experiences. They also wrote about some specific things we can do to manage our thoughts and behaviors to experience more positive emotions: manage expectations, take time to plan and organize, give a gift to other people, deflect partisan conversations, assume people have good intentions, focus on the job in front of you, and end the day with gratitude (Kinicki & Fugate,

Robbins and Judge define "attitudes" as “evaluative statements or judgments concerning objects, people, or events.” Jessica’s attitudes towards her job switched from favorable to unfavorable after a change in policy. Henceforth, she was less productive in her job and expressed signs of low job satisfaction. After leaving her Mental Health Technician position for a job in Counseling, she was able to return to her normal, happy and productive self. This case study illuminates the direct correlation between job performance, job satisfaction, and attitude.

I have learned that emotions can play a key part of leadership. I have taken the self-assessment surveys and after reading into the definition, I now have valuable insight of my emotional maturity. I now have a few tools to tailor my emotion to become a more effective leader. I am also learning how to read others emotions could be a useful tool for shaping the situation and get the best outcome possible. When the majority of the soldiers practice the Army values, this builds resiliency among the ranks and

In the last decade of the 20th century, many researchers became involved in in-depth analyses of the causes and consequences of specific emotions and moods at work and several theories were proposed to explain emotions in the work place and one of these theories is the affective events theory. AET is a model developed by organisational psychologists, Weiss and Cropanzano in 1996 to explain how emotions and moods influence job performance and job satisfaction, Thompson and Phua (2012). The model explains the linkages between employees' internal influences (e.g., cognitions, emotions, mental states) and their reactions to incidents that occur in their work environment that affect their performance, organisational commitment and job satisfaction. The theory proposes that affective work behaviours are explained by employee mood and

Essentially corporations are treating human emotion as if it were something that can be corrected by regular exercise. Consequently, corporations have their managers be more friend-like to the employees to increase morale, and monitor employee emotion. Although friendly management began with good intent, it extends the corporation’s reach into the employees’ personal lives. With managers as friends the employee is not able to fully detach from emotions associated with work. The only way to avoid a manager that is a friend is to call in sick; this is also one way to resist the control of the corporation (paragraph 22). Both authors agree that emotions generated by an employees’ job blend into their personal lives over time due to the control the company has over its employees. Davies contends that the emotional control stems from overly friendly management, and Hochschild believes the control stems from regulation of certain emotions while on the job. Either view leads to the realization that corporations have exerted an inescapable control on their employees’

Ashkanasy, N. M., Zerbe, W. J., & Härtel, C. E. (2002). Managing emotions in the workplace. ME Sharpe. Retrieved March 21, 2017 from https://books.google.com.ph/books?hl=en&lr=&id=nUiRnxzD68UC&oi=fnd&pg=PR11&dq=N.+M.+Ashkanasy,+C.+E.+J.+Hartel,+and+W.+J.+Zerbe+(eds.),+Emotions+in+the+Workplace:+Research+Theory+and+Practice+(&ots=S-KCim_1_h&sig=4JpsB9u67hD6nObcHRAD_F5t2hE&redir_esc=y#v=onePage&q=N.%20M.%20Ashkanasy%2C%20C.%20E.%20J.%20Hartel%2C%20and%20W.%20J.%20Zerbe%20(eds.)%2C%20Emotions%20in%20the%20Workplace%3A%20Research%20Theory%20and%20Practice%20(&f=false

Landis, E. A., Vick, C. L., & Novo, B. N. (2015). Employee attitudes and job satisfaction. Journal of Leadership, Accountability and Ethics, 12(5), 37-42. Retrieved from http://ezproxy.liberty.edu/login?url=http://search.proquest.com.ezproxy.liberty.edu/docview/1764139256?accountid=12085

Old Navy is a corporation that exhibits all of the characteristics of a business in an industry where good tactical management is the key to long-term success and survival. There can be little doubt that the backbone of every successful business or company is its staff of employees. Employees are the vital parts of the business machine that can aid in its success or contribute to its failure. It is, for this reason that it is imperative to possess the ability to acquire and maintain effective employees. The chief method by which a business or company can accomplish this task is through employee-centered motivational programs. While being an assistant manager at Old Navy I was able to look into how the business motivated its employees,

The Value Percept Theory argues that job satisfaction depends on whether a job supplies the things an individual value most. Overall satisfactions derive form combined levels of satisfaction from various elements of an individual’s job, whether it’s: pay, promotion, supervision, coworkers, or the work itself. Job satisfaction is based on cognitive and affective components, which is evaluated by what an individual thinks about the job, and how they feel. Cognition evaluation is based on experiences, weighing different aspects of a job; as affect is a reaction of the job, which can fluctuate based on moods and emotions. Level of dissatisfaction is measured by the difference between what one has and what one wants, and the level of importance of that facet to the individual. Statistics have proven, that supplying individuals with what they value, will increase the chance of better performance, which has a high correlation with an individual’s affective commitment with the organization.

* Through the self-assessment on Leadership style and Emotional intelligence, I drew the inference that while I am good at gauging the emotions of my direct reports and peers, I often don’t intervene to better cement my professional relationship. It shall be my earnest endeavor to be more emotionally aware and apathetic.

This essay will examine the strength of the link between attitudes and behaviour and show that attitudes do not always predict behaviour as there are a number of variables that need to be put in place before the evaluation of a person behaving according to their attitudes can be assessed. These variables will be discussed in some detail. The three component model will be discussed and also attitude formation will be touched upon, before the link between behaviour and attitude can be examined a general understanding of how and why attitudes are formed needs to be addressed.

The work, which occupies a central place in our society, seeking constantly emotions. At the heart of social relations and conflicts, it generates all at once or violence solidarity, arousing feelings of injustice, anger, envy, hatred, but also of satisfaction and pleasure. As part of their daily professional activities, work mobilizes individuals in their "whole" body and soul, prompting them to rely on technical skills but also emotional, engaging their enthusiasm as their desire to do well to mobilize empathy and trust. The work can also be the scene where unintended emotions arise. When workers face difficult situations in their activities, or where the working conditions are hard, boredom, discouragement, anger and hopelessness can invite to work. We do not always measure the effort and work on oneself a considerable employee must publicly or pretend to show some emotions and, instead, to hide her tears or her disgust. The emotions of others, avoid conflict, readjust requests, and maintain a positive relationship to oneself.

Individual and expert advancement helps to expel the negative contemplations that keep us from making strides towards self-change. We frequently kick back and sit tight for a yearly execution audit to distinguish regions we have to make strides. Position ourselves to be responsible, enhance our range of abilities, and ceaselessly learn by setting individual benchmarks and checking on them routinely are some of the key elements of success. Learning prompts a superior personal satisfaction, increases certainty and self-awareness, and impacts our life emphatically. Here are a few ways with which one can take control, enhance one’s notoriety and execution at work, and achieve new ability levels