Abstract Thisintegrated article review consists of three peer reviewed articles thatdiscussed emotions and mood in the workplace. Aspects of organizational behavior include emotions and moods.
The outcome of emotions and mood is theeffect they cause within the workplace. Moodand emotion can impact and individual, a team or colleagues or even an entireorganization. The following review willdiscuss why I chose these articles, reasons for my research, if I agree ordisagree with the author’s hypothesis, assumptions and my conclusion. Organizational Behavior: Emotions in the WorkplaceThe three articles I selected focused primarily on emotionsand mood within an organization. Theyeach varied in their own way and I chose them because I wanted to see thedifferent viewpoints from each article and gain a better understanding of thetopics they focused on. One journalarticle focused directly on mood and ethical decision making. The next focused on emotions, mood and theeffect they have on behaviors within an organization. The last journal article focused on emotionsbeing the heart of workplace behavior.
While all three are similar in terms of emotions and moods; they still variedenough to learn something unique from each journal article.I choseto review journal articles based on emotions and mood because I consider myselfto be an extremely empathetic person to the core. I strive to understand more about myselfevery day, how my emotions and mood potentially affect me within the workplaceand to educate myself from a point of view that was not my own. I am beginning my journey down the managerialpath with my career and I felt this would not only expand my knowledge forclass but within my professional life as well. I wanted to take the time to learn something new and take it with me inthe future going forward. I also sawthis as an opportunity to learn, share knowledge and grow from what I learn andtake away with this assignment.
As we explore these articles, it is important to first understandthe difference between an emotion and mood. Emotions are an extreme feeling; whereas moods are a moderate feelingthat are triggered by a stimulus response (Robbins & Judge, 2018, p. 47). One term that was commonthroughout each article was cognitive emotion. Cognitive emotion is based on the two-factor theory proposed by Schacterand Singer (Micallef-Trigona, 2014). Micallef-Trigona (2014) states that, “stimulusleads to the arousal that is labeled using the cognitive that leads to theemotion.” An example of cognitive theorycould be a smell.
We have a rule in theoffice that no one is allowed to heat up seafood in the office because itlingers all day long. The smell triggersaggravation in individuals because it is not a pleasant smell. In turn, the smell can cause individuals tobecome irritated and irritation can increase one’s heart rate.In Noval & Stahl’s (2015)article they explore moral emotions. Theirarticle states that “moral emotions can be categorized as guilt, empathy, and embarrassment”(Noval & Stahl, 2015, p. 590). These types of emotions play a critical rolewhen it comes to making ethical decisions.
Noval & Stahl also discuss how mood effects our decision-making butwithin an organizational environment our decisions can be abstruse. Nica (2014) states that, “the foundations foremotions and associated reactions can alter with emotional strength’ (p.123). Nica’s article also discussesnonverbal signals that trigger certain emotions by individuals (Nica, 2014,p.124). In the last journal article Ireviewed by Mirela and Lulia (2013), they discussed how emotions and behaviorwere at the core of an organization (p. 1595). The articles focuses primarily on emotional triggers in an organization environment(Mirela & Lulia, 2013, p.
1595).In Noval and Stahl’s (2015)article, their hypothesis states, “we demonstrate that positive and negativemood may have asymmetrical and paradoxical effects on decision making” (p.589). Asymmetrical simply means not equal andparadoxical is equivalent to inconsistency. One area that caught my attention the most from this journal articlediscussed public analysis from exceedingly open occurrences of managerial mistakes.
These mistakes are thought to be triggered bya conscious and subconscious process with ethical decision making. These mistakes are also thought to betriggered by moral emotions such as guilt. The findings in the article state that mood is the primary source whenit comes to decision making (p.
590).In Nica’s (2014)article, the hypothesis states, “employees consider emotions as valuableinformation when handling situations. The organizational setting confines or stimulates emotions” (p.124). Emotional intelligence is another key factordiscussed in this article.
“Emotionalintelligence is the ability to identify and manage your own emotions and theemotions of others,” (“Emotional Intelligence | PsychologyToday,” n.d.).
Emotionalintelligence is composed of three main aspects that include emotionalawareness, being able to connect emotions and use them to complete tasks. Nica states that emotions can preventcognitive processing which basically means to prevent one from processing tasksefficiently due to an emotion. Anexample would be continual positive motivation. This triggers a confident emotion within an individual and promotessuccessful decision making (Nica, 2014, p.
125).In Mirela and Lulia’s (2013) article, the hypothesis states,”emotions are triggered by certain things, people, events, situations,processes, results, etc. and biological factors and individual intelligence” (p.1595). The article also states that emotions areinfluenced by learning and emotions create our tendencies to act based onpurpose and results we’ve learned (Mirela & Lulia, 2013, p. 1596).
According toMirela and Lulia, there are also at least four primary emotions. These include satisfaction-happiness,aversion-fear, assertion-anger, and disappointment-sadness (Mirela & Lulia,2013, p. 1598).One assumptions made by Noval and Stahl (2015), is that “moralintensity derives from a rational framework of ethical decision making so peoplecan objectively assess a moral intensity that exists.” Moral intensity is a range that people viewsomething as ethical or not (“Chapter Five: Ethics and SocialResponsibility | Lev Lafayette,” n.
d.). Moral intensity is influenced by consequences.
Depending on the degree of the consequence ishow we determine if something is deemed good or bad (“Chapter Five: Ethicsand Social Responsibility | Lev Lafayette,” n.d.). This comes into play in the workplace bymanagement and their ethical decision making (Noval & Stahl, 2015, p. 593). According toNoval and Stahl (2015), decision making within an organization can be affectedby ones mood (p. 593). If a person is ina good mood they view a strategic decision as an opportunity verses if theywere to be in a bad mood and consider the decision a risk (Noval & Stahl,2015, p.
593).Nica’s (2014) article also discussesconsequences from emotional responses and states that stress can reduce theability to amplify emotional memories (p. 126). “Cognitive, personality and social mechanisms impact emotional controland manifestation that influence organizational behavior” (Nica, 2014,p. 126). One thingI found interesting from this article is that individuals within anorganization who excel at separating and promoting emotional trends oftenadvance more than those who do not (Nica, 2014, p. 126).
Mirela and Lulia’s (2013) article discussesconsequences as well. The articlesstates that managers increase their self-awareness cause and effect ofemotions. This includes understandingemotions such as guilt, anger, pride or joy.
By being able to identify these types of emotions they should be able toshow others how to express them in words successfully (Mirela &Lulia, 2013, p. 1602).In conclusion, we have learned the difference between moods and emotions alongwith the effects they have within an organization. Each article touches on similar items thatincluded roles mood have on one with the workplace, cognitive emotion and howemotion effects decision making within an organization as well.
Mirela and Lulia’s (2013)article discusses three concepts to aid in an emotionally effective culturethat include understanding emotion, knowing what is ideal and promotingemotional intelligence within the workplace (p. 1602). Nica’s (2014) article concludes thatleadership within an organization need to understand, be able to identify andhave control over emotions within their workplace to be successful (p. 127). Lastly, Noval & Stahl (2015)conclude that mood plays an important role within the work place and leadershipdecision making (p. 599).
Organizationsshould practice and promote ethical behavior by motivating and inspiring theiremployees as well (Noval & Stahl, 2015,p. 599) ReferencesChapter Five: Ethicsand Social Responsibility | Lev Lafayette. (n.d.).
Retrieved fromhttp://www.levlafayette.com/node/97 EmotionalIntelligence | Psychology Today.
(n.d.). Retrieved fromhttps://www.psychologytoday.com/basics/emotional-intelligence Micallef-Trigona, B.(2014, October 22).
Comparing The 5 Theories of Emotion | Brain Blogger.Retrieved fromhttp://brainblogger.com/2014/10/22/comparing-the-5-theories-of-emotion/ Mirela, P.,& Lulia, S. I. (2013).
Emotions in the OrganizationalEnvironment, 1595-1605. Nica, E. (2014).Emotional Behavior in Organizations, 2(3), 123-128. Noval, L. J.,& Stahl, G.
K. (2015). Accounting for Proscriptive andPrescriptive Morality in the Workplace: The Double-Edged Sword Effect of Moodon Managerial Ethical Decision Making.
Journal of Business Ethics, 142(3),589-602. doi:10.1007/s10551-015-2767-1 Robbins, S.
P.,& Judge, T. (2018). Emotions and Moods. In Essentials ofOrganizational Behavior.