Managing Emotions in the Workplace
The modern workplace is often thought of as cold and rational, as no place for the experience and expression of emotions. Yet it is no more emotionless than any other aspect of life. Individuals bring their affective states and emotional "buttons" to work, leaders try to engender feelings of passion and enthusiasm for the organization and its mission, and consultants seek to increase job satisfaction, commitment, and trust. This book advances the understanding of the causes and effects of emotions at work and extends existing theories to consider implications for the management of emotions. The international cast of authors examines the practical issues raised when organizations are studied as places where emotions are aroused, suppressed, used, and avoided. This book also joins the debate on how organizations and individuals ought to manage emotions in the workplace. Managing Emotions in the Workplace is designed for use in graduate level courses in Organizational Behavior, Human Resource Management, or Organizational Development - any course in which the role of emotions in the workplace is a central concern. Scholars and consultants will also find this book to be an essential resource on the latest theory and practice in this emerging field.
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- Paperback | 352 pages
- 152 x 229 x 22.1mm | 522g
- 30 Sep 2002
- Taylor & Francis Ltd
- London, United Kingdom
- figures, tables, references, index
Table of contents
List of Figures and Tables; Foreword, Anat Rafaeli; Preface, Neal M. Ashkanasy, Wilfred J. Zerbe, and Charmine E. J. Hartel; 1. Introduction: Managing Emotions in a Changing Workplace, Neal M. Ashkanasy, Wilfred J. Zerbe and Charmine E. J. Hartel; 2. An Integrated Affective and Cognitive Model to Explain Employees' Responses to Large-Scale Change, Janice M. Patterson and Charmine E.J. Hartel; 3. Analysing Emotions for a Better Understanding of Organizational Change: Fear, Joy, and Anger During a Merger, Tina Kiefer; 4. Myths About Emotions During Change, Charmine E. J. Hartel and Wilfred J. Zerbe; 5. The Role of Emotion and Emotion Management in Destructive and Productive Conflict in Culturally Heterogeneous Workgroups, Oluremi B. Ayoko and Charmine E. J. Hartel; 6. A Model of Emotional and Motivational Components of Interpersonal Interactions in Organizations, Robert G. Jones and Andrea Rittman; 7. How Are Moods Instigated at Work? The Influence of Relational Status on Mood, Stephane Cote and D. S. Moskowitz; 8. Interactions at Work, Charmine E. J. Hartel and Neal M. Ashkanasy; 9. Determinants of Intuitive Decision-Making in Management: The Moderating Role of Affect, Marta Sinclair, Neal M. Ashkanasy, Prithviraj Chattopadhyay, and Maree Boyle; 10. Emotional Intelligence: The Conceptual Issue, Aaron Ben-Ze'ev; 11. Grinning, Frowning, and Emotionless: Agent Perceptions of Power and Their Effect on Felt and Displayed Emotions in Influence Attempts, Donald E. Gibson and Scott J. Schroeder; 12. Managing Emotions in Decision-Making, Neal M. Ashkanasy and Charmine E. J. Hartel; 13. Obscured Variability: The Distinction between Emotion Work and Emotional Labor, Jamie L. Callahan and Eric E. McCollum; 14. Emotional Works and Emotional Contagion, Lyndall Strazdins; 15. A Conceptual Examination of the Causal Sequences of Emotional Labor, Emotional Dissonance and Emotional Exhaustion: The Argument for the Role of Contextual and Provider Characteristics, Charmine E. J. Hartel, Alice C. F. Hsu, and Maree Boyle; 16. Emotional Labor and the Design of Work, Wilfred J. Zerbe, Charmine E. J. Hartel, and Neal M. Ashkanasy; 17. What Are the Management Tools That Come Out of This? Neal M. Ashkanasy, Charmine E. J. Hartel, and Wilfred J. Zerbe