Affect in an organization deals with the different terms that describes the moods, emotions and dispositional traits in an organization. Affect defines a wide range of feelings that are experienced by an individual, including the different states of feeling such as in moment or short-term experiences. Feelings can be categorized into two parts- emotion and mood. Emotions are evoked by certain cause mainly due to physiological reaction. Emotion can also be evoked by action sequence as well which are generally short lived. Mood however does not depend on the specific cause. The article focuses on how the emotion, mood of the employees and dispositional affect influence the decision-making, creativity and job performance in an organization (Barsade and Gibson 2007). The topic of the article, the new development needs in the article, and details of any research conducted and the new findings and the overall effectiveness of the article “Why affect matter in an organization”, are elaborated in the following paragraphs.
Affect is an umbrella term covering a wide range of feelings that are experienced by individual including the different states of feeling such as in moment, short-term experiences or feeling traits that are more solid tendencies of feeling and acting in certain ways. Feeling traits can be categorized into emotions and moods. Emotions are triggered by a certain cause, which include the physiological relations and action sequences. Emotions are more intense and are considerably short-lived. Moods however, are very different from emotion, taking the form of pleasant and unpleasant feeling, which is not related to a specific cause. Feeling trait has only one category, which is dispositional affect. Dispositional affect deals with a person’s tendency to involve in experiencing the positive and negative moods emotions (Baron, Hmieleski and Henry 2012).
A research is done on emotional intelligence and its affect in an organization. Emotional intelligence can be defined as the ability to judge one’s own feelings and emotion as well as the feeling and emotion of the other person (Ryback 2012). This information can guide one’s action in the workplace. This research proves that the emotion is treated as a valuable data in evaluation of a particular situation. Emotional intelligence helps in recognizing and considering the emotional fact of a person before dealing with the person (Druskat, Mount and Sala 2013). Artificial intelligence helps in understanding one’s emotions that facilitate the thinking procedure. Artificial Intelligence helps in managing one’s own emotions and the emotions of the other person. Artificial intelligence helps in thinking intelligently (Nilsson 2014). The intelligence model is based on four factors. They are perceiving emotions, using emotions, understanding emotions and managing the emotions. Perceiving the emotions refers to the extent at which people are skilled enough for attending and expressing their own emotions and perceiving others’ emotion as well. Using emotions effectively facilitates cognition. Understanding emotions helps in understanding the complicated situations and the change of emotions from one to another. Managing emotions helps in regulating one’s emotion to achieve the goal (Zeidner, Matthews and Roberts 2012).
Another research was done on emotional regulation and emotional labor. Emotional regulation deals with display of the emotions, which is very different from the actual emotion felt by a person. This type of emotional display often helps in increasing the level of performance, for example, a sales executive putting up an enthusiastic expression while dealing with customer to encourage a good purchasing behavior (Hülsheger et al. 2013). Emotional labor however refers to showing actions without feeling them. Emotional labor may results in certain negative affects as the employee or the person is forced to show a different emotion without actually feeling it (Guy, Newman and Mastracci 2014). This leads increase in anxiety, depression and burnout of the employee’s behavior. However, certain report of the research also proves that the emotional labor does not cause strain in cases where workers are faking their emotions in a good faith (Chu, Baker and Murrmann 2012).
Research on emotional contagion and collective affect was also carried out. Emotional contagion is a method of sharing the emotion for becoming social or creating collective emotion (Elfenbein 2014). It is the standard that helps in transferring the emotion from one person to other group members, which generally occurs unconsciously. This process of sharing depends on a number of factors such as the perception of the sender or receiver towards the emotion.
The research report says that the emotions of the workers reflect in their overall performance. The happier the employees, the better are their performance. Happiness for an employee refers to the job satisfaction. The Meta analysis of the research findings indicated that if an individual experiences positive emotions and mood, it would help him in achieving good work performance, which includes higher outcome and income as well as supervisory evaluations. The research also examined the dispositional affect of the employees (Rego et al. 2014). Dispositional affect was found to provide positive effects in effective decision-making and interpersonal performance. While evaluating the mood of a person was found to be effective tool for understanding the outcome of the performance of the employees. The positive mood of a leader helps in influencing the group positively.
Research findings say that a positive mood leads to a more efficient decision making than a negative mood. However, another set of results implies that a negative affect can also result in positive decision-making (Pettigrew 2014).
Repot says that a positive affect are more likely to influence the creativity of a person positively. Positive affect help in considerably complex and flexible thinking, which allows a broader choice of elements for increasing the creativity. A positive mood helps in increasing the creativity of an organization (Bledow, Rosing and Frese 2013).
Research reports prove that a positive affect helps in reduced absence of the employees and helps in increasing the turnover. However, report also finds that the employees with higher positive affect are prone in leaving their jobs if they are dissatisfied in contrast to the employees who have considerably low positive affect (Barsade and Gibson 2007).
Pro-social behavior refers to that behavior which deals with helping other individual or group in an organization. Researches prove that employees with a positive mood generally involves in pro social activities in an organization.
A positive affect helps in increasing the creativity and performance level of the employees in an organization. A positive mood of the leader is more likely to affect the organization in a positive way. This in turn helps in effective management of the works in the organization (Lerner, Valdesolo and Kassam 2015). Moreover, affect helps in resolving a conflict occurring in an organization. Conflict is a common part of organizational behavior that may arise due to the differences in opinion among the groups or individual. A positive mood helps in resolving a conflict more easily. Moreover, people with positive mood are more likely to keep themselves away from any conflict. Positive mood helps in undertaking innovative strategies in problem solving.
The role of affect in managing and leadership is considerably large. The emotional state of manager or leader considerably affects the leadership process. Leaders are generally required to regulate their own emotion that reflects in the decision making process (Kassam 2015). They are required to manage the emotion of their employees and team members as well. A positive effect contributes to an effective leadership.
The discussed article has elaborated a certain range of ways explains that the affect is critical in explaining the outcomes concerning the mangers in an organization. It outlined the effects on performance, conflict resolution, pro social behavior and leadership. However, the influence of the negative Affect in an organization is complex. Negative affect can create a negative impact in the organizational culture. Negative emotions however also help drawing one’s attention towards certain situation of injustice and unfairness (Barsade and Gibson 2007).
Although the methods used in studying the affect was well-structured, new approaches towards studying of affect is also anticipated. The impact of text-based technology on emotions is needed to be evaluated a well. The research defined the conscious mood and emotions, whose source can be traced and controlled. However, the emotions that exist in an unconscious level also have an impact over one’s mood, and behavior. Hence, research on this affective process is needed.
Conclusion
Therefore, from the above discussion, it can be concluded that affective emotion and mood matters a lot in organizational behavior. Affect is a term that encompasses various emotions, feelings and moods. These affective emotions has a profound effect on a person’s performance, creativity, decision -making, pro-social behavior and turnover. Therefore, Affect is very important in an organizational point of view. Various researches have been performed on Affect in an organization. Affect is very important management practice as well. Hence, the article chosen and discussed is very effective in organizational practices.
References
Baron, R.A., Hmieleski, K.M. and Henry, R.A., 2012. Entrepreneurs’ dispositional positive affect: The potential benefits–and potential costs–of being “up”. Journal of Business Venturing, 27(3), pp.310-324.
Barsade, S.G. and Gibson, D.E., 2007. Why does affect matter in organizations?. The Academy of Management Perspectives, 21(1), pp.36-59.
Bledow, R., Rosing, K. and Frese, M., 2013. A dynamic perspective on affect and creativity. Academy of Management Journal, 56(2), pp.432-450.
Chu, K.H., Baker, M.A. and Murrmann, S.K., 2012. When we are onstage, we smile: The effects of emotional labor on employee work outcomes. International Journal of Hospitality Management, 31(3), pp.906-915.
Druskat, V.U., Mount, G. and Sala, F., 2013. Linking emotional intelligence and performance at work: Current research evidence with individuals and groups. Psychology Press.
Elfenbein, H.A., 2014. The many faces of emotional contagion: An affective process theory of affective linkage. Organizational Psychology Review, 4(4), pp.326-362.
Guy, M.E., Newman, M.A. and Mastracci, S.H., 2014. Emotional labor: Putting the service in public service. Routledge.
Hülsheger, U.R., Alberts, H.J., Feinholdt, A. and Lang, J.W., 2013. Benefits of mindfulness at work: The role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction. Journal of Applied Psychology, 98(2), p.310.
Kassam, K.S., 2015. Emotion and decision making. Annu. Rev. Psychol, 66, pp.33-1.
Lerner, J.S., Li, Y., Valdesolo, P. and Kassam, K.S., 2015. Emotion and decision making. Annual Review of Psychology, 66.
Nilsson, N.J., 2014. Principles of artificial intelligence. Morgan Kaufmann.
Pettigrew, A.M., 2014. The politics of organizational decision-making. Routledge.
Rego, A., Sousa, F., Marques, C. and e Cunha, M.P., 2014. Hope and positive affect mediating the authentic leadership and creativity relationship. Journal of Business Research, 67(2), pp.200-210.
Ryback, D., 2012. Putting emotional intelligence to work. Routledge.
Zeidner, M., Matthews, G. and Roberts, R.D., 2012. What we know about emotional intelligence: How it affects learning, work, relationships, and our mental health. MIT press.
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