Managing Emotions

Only available on StudyMode
  • Download(s) : 381
  • Published : October 17, 2010
Open Document
Text Preview

Page| Contents|
1| Introduction|
2| Performance |
3| Intellectual Capital|
3| Customer Service |
4| Organization Responsiveness|
5| Productivity|
5| Employee Attraction & Retention |
6| Conclusions|
7| Appendix A: Reference List|


Particularly in today's volatile business climate, the emotions of employees are running higher and more unpredictable than ever. Between personal finance worries and concerns about the possibility of unemployment, more and more organizations are wondering what they should do--if anything--to help in the process of managing employee emotions.

Until recently, monitoring and managing employee’s emotions were considered a forbidden topic in the workplace. They were nobody’s business, and they had no place in business. They were not to be discussed at organisational level; they were to be left at home and dealt at individual level. Monitoring and managing emotions by organisations has risen due to a few of the factors which are given below;

i. The increasingly explicit use of emotions to get job done. ii. The interest in emotional intelligence at work and its role in performance. iii. It is more specific feelings such as mood and emotions, rather than general feelings such as stress or satisfaction, that are now regarded as vital in understanding work behaviour.

By becoming more knowledgeable about how emotions affect the primary sources of competitive advantage, HR managers can help their organizations to recognize the critical connection between employee emotions and the bottom line. HR Managers are central in managing negative and positive emotions at work. This is not just down to the behaviour of individual managers but also the whole strategic approach to thinking through how policies and practices will affect employees emotions.

The emotions are not easy to manage; after all, it's difficult to make someone feel a particular emotion. Crude attempts to control emotions are likely to backfire as people recognise when their emotions, good or bad, are being manipulated. Simply telling employees they should be happy or feel valued is unlikely to work unless it is consistent with the wider actions of the organisation. Organizations should recognize that addressing employee emotions is not a warm, fuzzy thing to do, but a smart business strategy that directly affects the business profit. Hebb(1949) once called humans "the most emotional of animals". Organizations are gearing up to the fact that their success is directly related to their ability to work productively with employees emotions. They are realizing that how well they elicit and sustain positive emotional states in their employees plays a major role in their organization’s success or failure.

This is because emotions directly influence the six major (PICOPE) sources of competitive advantage in today’s marketplace as discussed below. Here PICOPE means Performance, Intellectual Capital, Customer Service, Organization Responsiveness, Productivity and Employee Attraction & Retention.


Emotions are important because they have profound implications for the way employees behave and perform at work. The negative emotions that can be produced when, for example, a grievance is badly handled, a poorly designed promotion procedure is implemented, or a manager who lacks social skills is appointed, can deeply affect an employee’s behaviour and performance. Likewise a well-handled dispute, an appraisal system that is seen as fair and the sincere thanks from a manager for a job well done are likely to promote positive emotions hence increasing performance of organization.

In most cases particularly at work, emotions are produced by interactions and relationships with...
tracking img