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Positive Relational Outcomes Of Emotion At Workplace

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). One of the positive relational outcomes of emotion at workplace is that emotion can lead to social support as part of workplace relationships. This kind of social support may include emotional support (letting others know they are cared for), informational support (providing information and advice in particular area), and instrumental support (providing physical or material assistance) from different sources. For instance, co-workers and supervisors may provide different kinds of social support due to their abilities and positions. Co-workers can provide informational support and emotional support by giving suggestions and encouraging each other. At the same time supervisors can provide informational support and instrumental support as they …show more content…

One of the negative relational outcomes of emotion at workplace relationship is the potential tensions due to the nature or relationships. The work environment makes it harder to share information between public and private, and it also complicated the relationship and the nature of communication between two people under such context. At the same time, emotion at workplace can challenge relational networks and emotional buzzing because the social networks in organizations are very dense and closely connected to each other. The final message may become totally different from the original one if each member within the organization embroiders the truth.
People may also experience conflicting allegiances at workplace, in the way people choosing some groups of members to communicate more frequently than the other, which can lead to the feeling of jealousy or betrayal. What’s more, potential tensions at workplace will lead to strong feeling about what is right and fair about work, as we call it emotional rights and obligations. People feel easily violated when the issue comes to equality at work …show more content…

There are three core workplace stressors that might lead to burnout: workload, role conflict, and role ambiguity. Workload stress includes “too much” work or having work that is too difficult. Like we’ve mentioned in the positive relational outcomes of emotion at workplace, one of the positive outcomes is that emotion can lead to social support such as instrumental support. When supervisors reduce the workload and difficulty for organizational members, they are less likely to experience burnout. Role conflict, and role ambiguity are both stressors that focus on role taking. While social support and workplace friendships may also help with one’s role taking process, he or she might be forced to meet the potential tensions or different kinds of work abuse at the workplace, which brings the dark sides of workplace

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Research article examining at least one of the key words were selected for review and discussion in this chapter. Almost the entire study variables will be discussed in this chapter through reviewing relevant literature. Burnout Burnout is defined as a psychological syndrome which characterized by three concepts: emotional exhaustion, depersonalization, and diminished personal accomplishment. Emotional exhaustion refers to lack of energy and feeling that one’s emotion is used up to increase psychological demands. Depersonalization refers to treat other as objects rather than people through uncaring attitudes and behaviors.

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Employees can suffer from emotion labor. Emotional labor is work done to manage one's own emotions for purposes of a job requirement. According to Ciulla, “the exhaustion that paints the face of workers at the end of the day may not be physical, but emotional, because work demands more the self (8)”. Nowadays, organizations and work are overworking and overmanaging their employees’. People have put their emotions aside in order to get paid.

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Burnout is a syndrome which affects all individuals from both the personal as well as professional level regardless of occupation. Over the years the understanding of burnout has been constantly modified, and for the most part it has been considered as a phenomenon which affects members of many professions not only those of the human service professions, due to burnout is described as a crisis between the relationship of an individual with his or her work in general (Chirkowska-Smolak & Kleka, 2011). Academicians routinely spend many strenuous hours doing countless tasks which involves reading articles, writing for a journal, publishing, lecturing, and solving

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Supervisors hold a responsibility to not only supervise employees but also empower employees and motivate them to achieve higher levels. Some people may confuse a supervisor as someone who tells you what to do all the time and then tries to take disciplinary action when the needs are not met. We learned early in the chapter that this is not all a supervisor consists of. Supervising includes training, coaching, and mentoring as well (Seiter, 2016, p. 175). Assisting, encouraging, and sometimes disciplining are other examples of exactly what it is supervisors, especially a good one should aim to do.

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In addition, employees who experience more positive emotions at work make greater contributions to organizational effectiveness and, when people are in a good mood, they are more sociable, less aggressive, and better able to recall positive information (Pinder, 1998). Also, those employees who are more positive possess higher confidence, optimism, self-efficacy, likability, and sociability, which in turn, making them more satisfied with their job and increases workplace achievement (Lyubormirsky, King, & Diner, 2005). Happy employees bring their happiness from the office to their home and they also transfer their happiness from their home to the office (Lyubormirsky et. al,

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Psychological safety in a working environment is vital as employees cannot fear being belittled from authority figures when they disagree or provide a different viewpoint then them (113). That being said, feelings of comfort are expressed when conveying thoughts or

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Indeed, there are positive defense that have frequent experiences of positive emotion at work and it may lead to enjoyable emotion at the workplace (Li et al., 2014) and through this the corporation commitment to the

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3.1 Theoretical Framework Theoretical frameworks will be used to broaden the conceptual understanding when discussing the results from the study. The theoretical frameworks used in this study are social network theory as well as stress and coping theory. Social network theory refers to the way people, groups or organizations interact with others inside their network. Munger (1991) mentions that social support network is a set of interconnected relationships amongst a group of individuals, in which they make exchanges that are desired and beneficial to one another (Munger,

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Studies show that there are really two kinds of supervision. Both are often practical. One puts a supervisor in a role of a counsellor or mentor which enables a supervisor provide helpful feedback, develop a good relationship with workers and working with them respectively to enhance their understanding of their job and such kind of supervision is crucial and important in care settings such as care homes where the aged who are vulnerable are assisted and their needs are met. Such kind of supervision is important for non-direct workers since it boost staff morale and also encourages staff to work co-operatively in order to achieve aims and goals. The other kind of supervision puts a supervisor in a role of an administrator ensuring those in

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This can be understood as an organisation recognising employee’s socio-emotional needs, efforts, commitment, loyalty as well as demonstrating concern for employee’s well-being (Jain, Giga & Cooper, 2013). Jain et al. (2013) put forward that social support within organisations lower employee’s stress and increases job satisfaction. Thus, resulting in support acting as a moderator between the different stressors experienced within work environments and buffering the organizational stress being experienced (Jain et al., 2013). These types of support acts as an emotional and financial support to counterbalance and reduce physical, psychological and behavioural reactions to stress (Jain et al., 2013).

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Emotions and moods is an integral part of our daily living as individuals and plays an important role in the majority of our working life. But how can this actually affect our job satisfaction and performance? There are various theories and applications on how emotions and moods can affect the general performance of an individual in his or her respective job. One theory that explains such effect is known as the Affective events theory, this theory explains that emotions are responses to events in the work environment no matter what it may be as long as it triggers a positive or negative reactions that vary in intensity depending on the emotional capacity of an individual. All in all the Affective Events Theory is emphasizing that environment

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2010). In the workplace, employee should be treated fair and right. Pay, evaluations and workload should be distributed evenly. Employees should be recognised and rewarded by the organisation based on their contributions where it shall be gratified by the other employees. Employee usually engages engages in conflict merely as a response for unfair behaviour from the organisation.

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Colbert, Bono, and Purvanova (2016) demonstrated that positive work relationships serve a more complex set of functions than previously recognized. In addition to the traditional functions of task assistance, work relationships promote personal growth, career advancement, emotional support, a source of friendship, and an opportunity to give to others. Relationships promote perceptions of meaningful work, has potential to increase job satisfaction, create positive emotions at work, and support life satisfaction: they support employees flourishing in ways that benefit both organizations and individuals. According Reich and Hershcovis (2014) interpersonal relationships in the workplace are an inescapable reality for all those working in an organization.

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This will help the customers get a very best experience. An unhappy employee can become the reason to ruin the brand experience for the customers. Studies have also shown that people surrounded by happy people are more likely to be happy as well. So Good moods are contagious but same holds true for bad moods as well. So it is very important to create a positive and happy work environment for the employees so that they can give their hundred percent at work.

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