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Emotions in the workplace play a large role in how an entire organization communicates within itself and to the outside world. "Events at work have real emotional impact on participants. The consequences of emotional states in the workplace, both behaviors and attitudes, have substantial significance for individuals, groups, and society". [1] "
Within bodily emotion work, one attempts to change physical symptoms in order to create a desired emotion. [5] For example, one may attempt deep breathing in order to reduce anger. Within expressive emotion work, one attempts to change expressive gestures to change inner feelings, such as smiling when trying to feel happy. [5]
Past research has suggested that workplace affect was a state-oriented construct (like emotions and mood) that depended upon the work environment or situations encountered at work. [6] However, more recent research describes affect as a dispositional trait that is dependent upon the individual.
Flow is when a person is in an intensely focused state. Flow is achieved when there is a proper balance between the person's skill level and the challenge of the task they are engaging in. [37] Researchers are also starting to look into the connection between flow in the workplace and positive affect in the workplace. Tobert and Moneta found a ...
As people spend a considerable amount of time in the workplace, factors such as employee relationship, organizational culture and job performance can have a significant impact on work happiness. What is more, Avey and his colleagues use a concept called psychological capital to link employee satisfaction with work related outcomes, especially ...
Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced. [44] Emotion work (or emotion management) refers to various types of efforts to manage emotional states and displays. Emotion management includes all of the conscious and ...
In regard to emotional contagion, in work settings that require a certain display of emotions, one finds oneself obligated to display, and consequently feel, these emotions. If superficial acting develops into deep acting , emotional contagion is the byproduct of intentional affective impression management .
Hochschild draws on the work of sociologist Erving Goffman as well as labor scholar Harry Braverman to discuss the dramaturgical demands and emotional labor entailed by jobs in the service sector, in which workers must "perform" certain roles that entail abiding by certain feeling rules (e.g. "friendly and dependable"). She notes that women are ...