Affective events theory - Wikipedia

Affective events theory (AET) is a model developed by organizational psychologists Howard M. Weiss (Georgia Institute of Technology) and Russell Cropanzano ... Affectiveeventstheory FromWikipedia,thefreeencyclopedia Jumptonavigation Jumptosearch Psychologicalmodel Affectiveeventstheorymodel Researchmodel Affectiveeventstheory(AET)isamodeldevelopedbyorganizationalpsychologistsHowardM.Weiss(GeorgiaInstituteofTechnology)andRussellCropanzano(UniversityofColorado)toexplainhowemotionsandmoodsinfluencejobperformanceandjobsatisfaction.[1]Themodelexplainsthelinkagesbetweenemployees'internalinfluences(e.g.,cognitions,emotions,mentalstates)andtheirreactionstoincidentsthatoccurintheirworkenvironmentthataffecttheirperformance,organizationalcommitment,andjobsatisfaction.Thetheoryproposesthataffectiveworkbehaviorsareexplainedbyemployeemoodandemotions,whilecognitive-basedbehaviorsarethebestpredictorsofjobsatisfaction.[2]Thetheoryproposesthatpositive-inducing(e.g.,uplifts)aswellasnegative-inducing(e.g.,hassles)emotionalincidentsatworkaredistinguishableandhaveasignificantpsychologicalimpactuponworkers'jobsatisfaction.[2][3]Thisresultsinlastinginternal(e.g.,cognition,emotions,mentalstates)andexternalaffectivereactionsexhibitedthroughjobperformance,jobsatisfaction,andorganizationalcommitment.[3] Alternatively,someresearchsuggeststhatjobsatisfactionmediatestherelationshipbetweenvariousantecedentvariablessuchasdispositions,workplaceevents,jobcharacteristics,jobopportunities,andemployeebehaviorexhibitedwhileonthejob(e.g.,organizationalcitizenshipbehaviors,counter-productiveworkbehaviors,andjobwithdrawal).[4]Tothatend,whenworkersexperienceuplifts(e.g.,completingagoal,receivinganaward)orhassles(e.g.,dealingwithadifficultclient,reactingtoanupdateddeadline),theirintentiontocontinueorquitdependsupontheemotions,moods,andthoughtsassociatedwiththesatisfactiontheyderivefromtheirjobs.[5] Otherresearchhasdemonstratedthattherelationshipbetweenjobsatisfactionandturnoverisfullymediatedbyintentiontoquit;workerswhoreportlowjobsatisfactionarelikelytoengageinplannedquitting.[6][7]However,thisrelationshipdoesnotaccountforemployeeswhoreporthighjobsatisfaction,butquitunexpectedly.Althoughextrinsicrewards,suchasbetterjoboffersoutsidetheircurrentorganization,mayinfluencetheirdecisions,employees'personalityfactorsmayalsoimpacttheirdecisionstoexitearlyfromotherwiseidealjobsunderidealworkingconditions.[5][6][7] Recipientsoftenrefertospecificeventsinexitinterviewswhenvoluntarilyleavingtheircurrentjobs.Minoreventswithsubtleemotionaleffectsalsohaveacumulativeimpactonjobsatisfaction,particularlywhentheyoccuracutelywithhighfrequency.[1][8]Forexample,perceivedstressfuleventsatworkareoftenpositivelyassociatedwithhighjobstrainonthedaythattheyoccurandnegativelyassociatedwithstrainthedayafter,resultinginanaccumulationofperceivedjob-relatedstressovertime.[8]Thisisconsistentwiththegeneralunderstandinginvocationalpsychologythatjobsatisfactionisadistal,long-termoutcomethatismediatedbyperceivedjobstress.[1][8] Contents 1Factorsaffectingemployeeexperienceatwork 2Fivefactormodelofpersonality 2.1Conscientiousness 2.2Agreeableness 2.3Neuroticism 2.4Opennesstoexperience 2.5Extraversion 3Mood 4Mitigatingnegativeaffectexperiencedfromwork-relatedevents 5Psychosomaticcomplaintandhealthconcernsduetoemotionsexperiencedatwork 6Emotionsatwork 7Feedbackandmotivation 8Seealso 9References Factorsaffectingemployeeexperienceatwork[edit] Therelationshipsbetweencomponentsassociatedwithwork(e.g.,tasks,autonomy,jobdemands,andemotionallabor)andtheirimpactonjoboutcomessupportAET.[2][3][9][10][11]Tasksthatareconsideredchallenging,rewarding,orthatprovideanopportunitytodevelopnewskillsinducepositiveaffectandincreasejobsatisfaction.[2][12]Alternatively,tasksthatareratedasroutine,boring,oroverwhelmingareassociatedwithnegativeaffect(e.g.,lowself-esteem,lowself-confidence)andconcernsoverjobevaluations.[12][13]Thismayleadworkerstoengageinplannedquittingbehaviours.[3][14] Thedegreeofautonomyworkershaveintheirjobsaffectstheirproductivity,satisfaction,andintentiontoquit.[2]Researchshowsthattheabilitytomakedecisionsandinfluencewhathappensonthejobhasthegreatestimpactonjobsatisfaction,particularlyamongyoungmaleworkers.[2][15]Jobautonomyeventrumpsincome'seffectonjobsatisfaction.[2]Alternatively,workoverloadsignificantlyreducesjobsatisfactionamongmiddle-agedwomenandmenbutdoesnotsignificantlyimpactjobsatisfactionamongyoungmaleworkers.[15]Thesedifferencesbetweentheageandgenderofworkersindicatedifferencesincareerphase,whereyoung(male)workersaremorelikelytoputupwithorexpectworkoverload,whilemiddle-agedworkerstendtobeapproachingtheirpeakandmayexpectsomeconcessions(e.g.,basedontrackrecord,merit,orcurrencytotheorganization).[15][16] Likewise,workflexibilityaffectsjobsatisfaction.[17]Infact,theflexibilitytodecidewhenworkisperformedranksnumberoneamongwomenandnumbertwoorthreeamongmenindeterminingthecharacteristicsofasatisfyingjob.[17]Similartojobautonomy,jobflexibilityismoreimportantthanincomewhenevaluatingjobsatisfaction.[18]Flexibilitytodetermineone'sworkscheduleisanimportantcontributortojobsatisfactionacrossthespectrumoflow-andhigh-incomejobs.[17][19]Workflexibilityempowersemployeesbyreducingtheincidenceofwork-familyconflictsandengagementinplannedquittingtoimproveoverallqualityoflife.[17]Positiveaffectisafringebenefitofworkflexibilitythatpaysrichdividendstobothemployeesandtheiremployers,empoweringtheformerandimprovingtheabilityofthelattertoretainworkers.[14][16][17] Pastresearchhassuggestedthatworkplaceaffectwasastate-orientedconstruct(likeemotionsandmood)thatdependedupontheworkenvironmentorsituationsencounteredatwork.[6]However,morerecentresearchdescribesaffectasadispositionaltraitthatisdependentupontheindividual.[20][21]Althoughworkplaceeventshaveasignificantimpactonemployees,theirmoodlargelydeterminestheintensityoftheirreactiontoeventsexperiencedatwork.[22]Thisemotionalresponseintensitytendstoaffectjobperformanceandsatisfaction.[22]Otheremploymentvariables,likeeffort,leaving,deviance,commitment,andcitizenship,arealsoaffectedbypositiveandnegativeperceptionsofeventsexperiencedatwork.[9][10][23][24] Generalcognitiveability(alsoknownas'g')andpersonalityalsoinfluencejobperformance.[25]EmotionandcognitionhelptoexplainOrganizationalCitizenshipBehaviours(OCB).Forexample,emotionsaboutone’sjob(i.e.,jobaffect)arestronglyassociatedwithOCBsdirectedatindividuals,whileone’sthoughtsorjobcognitionsarereportedlymorestronglyassociatedwithOCBsdirectedattheorganization.[26]Theoutcomeofhowsatisfiedanindividualemployeeiswithher/hisjobwithintheorganizationmaydependuponhows/heperceivesanincidentexperiencedatwork.[16]Jobsatisfactionalsodependsupontheemotionsandthoughtsassociatedwiththatperception,aswellasthesocialsupportprovidedbyco-workersandtheorganizationasawhole.[16][27][28][29] Fivefactormodelofpersonality[edit] Personalityresearchonthefivefactormodel(FFM)supportsAET.TheFFMisaparsimoniousmodelthatdistinguishesbetweendifferencesamongindividuals’dispositions.Thisisdoneonthebasisoffivefactors,eachofwhichcontainssixunderlyingfacets.Self-reportedmeasuresofconscientiousness,agreeableness,neuroticism,opennesstoexperience,andextraversionconsistentlypredictaffectandoutcomefromeventsexperiencedatwork.[30]Thereissomeevidencethatotherpersonalityfactorspredict,explain,anddescribehowemployeesmayreacttoaffectiveeventsexperiencedatwork.Forinstance,maladaptivetraitsderivedfromtheDiagnosticandStatisticalManualcorrelatewithwork-relatedaffect,buttheincrementalvaliditythatthesetraitsexplainisminimalbeyondtheFFM.[30] Conscientiousness[edit] Ingeneral,conscientiousnessconcernsdelayedgratification.Asapersonalitytrait,conscientiousnessinvolvesregulatingimpulsivenessbyfollowingmethodicallydeterminedplanstoachievenonimmediategoals.[30][31]Ofthefivefactors,conscientiousnessisconsideredthebestpredictoroftrainingandjobperformanceandoccupationalattainment.[25][32][33]Conscientiousnessisdemonstratedthroughemployeeindustriousness,self-initiative,self-discipline,orderliness,andtimemanagement.[31]Itpositivelypredictsintrinsic(i.e.,jobsatisfaction)andextrinsic(i.e.,compensationandbenefit)careersuccess.[34]Accomplishmentofcomplextasksiscorrelatedwithhighconscientiousnessandgeneralcognitiveability.[35]Intentiontoleaveanorganizationislessinfluencedbyextrinsicrewardthanperceivedproceduralfairness,whichishighlyimportanttoconscientiousworkers[36] Perceptionsoftheconscientiousnessofothersmayalsoinfluenceintentiontoprovideassistanceatwork.Investigationsexaminingtheimpactoftheinteractionbetweenlowperformingmembers'gandconscientiousnessonteam-levelprosocialbehaviordemonstratesthatotherteammembersarelikelytoexhibithighprosocialbehaviorwhenthepoorperformerisperceivedtohavelowgandhighconscientiousnessorhighgandhighconscientiousness.Teammembersexhibitmoderatelevelsofprosocialbehaviorwhenthepoorperformerexhibitslowgandlowconscientiousness.Whenthepoorperformerisperceivedtohavehighgandlowconscientiousness,otherteammembersexhibittheleastamountofprosocialbehavior.[37] Conscientiousnessandemotionalstabilitypredictlowemployeeturnoverandhighjobperformance,indicatingthatthesepersonalitytraitsarerobustandshouldbeassessedduringpersonnelselectioninsubsequentvalidationandutilityanalysis.[33][38]Conscientiousnessisconsideredtoaccountforpossiblemoral,ethical,andcontractualobligationsthatmayleadtoemployeeturnover.[38]Inthismentalstate,employeeshighinconscientiousnessmaydecidetodemonstratehighorganizationalcommitmentduetotransactionalfairnessinaccordancewiththenormsofreciprocity,aslongasaperceiveddebtexists.[38][39]Highlyreligiousandconscientiousworkersmaybelievethatquittinggoesagainsttheirwork-orientedbeliefs(e.g.,theProtestantworkethic),withanyvolitiontocarrythroughwithquitting,asignofpoorcharacter.[38][40][41][42] Agreeableness[edit] Individualswhoarehighinagreeablenessexhibitprosocialbehaviors,arecooperative,compassionate,andpolite,andshowsincereconcernforthewelfareandrightsofothers.[31]Researchlinksagreeablenesswithempathyandtheoryofmindtoexplaintheemotions,intentions,andmentalstatesofothers.[31]Agreeableworkersarevaluedemployees;theiragreeablenessisakeyfactorinmaintainingtheirsocialrelationships.[42]Theirtendencytostrivetowardintegration,inclusion,andsolidaritywithotherssupportsgroupcohesion.[43]Theytendtobehelpfulandconcernedforthewelfareofothers.[44]Agreeableworkersalsotendtoexperiencehighjobsatisfactioncomparedtolessagreeableworkers.[45]Workershighinagreeablenesstendtoratethemselvesashighinintrinsicmotivation,particularlywhenworkperformedonbehalfofothersoranorganizationisconsidered.[46]Heterogeneityofpersonalityisimportantinteamproductivity,particularlywhereagreeablenessisinvolved;havingcompleteagreeablenessamongallmembersofateamisnegativelyrelatedtoperformanceasittendstoleadtogroupthink.[47] Therelationshipbetweenagreeablenessandjobsatisfactionismostapparentinexchange-orientedortransactionalworkenvironments.[48]Whenworkerswhoarelowinagreeablenessaresatisfiedwiththeirworkenvironmentandthosetheyarerequiredtointeractwith,theyarelikelytoengageinprosocialorganizationalcitizenshipbehaviors.Low-agreeableworkersarelikelytodisengageinsuchbehaviorswhentheyfindtheworkenvironmentlessfavourable.Highlyagreeableworkers,ontheotherhand,arelikelytoengageinprosocialorganizationalcitizenshipbehaviorsregardlessoftheworkclimate,environment,ordispositionofotherstheyarerequiredtoworkwith,[48][49]sincetheytendtofocusmoreontheneedsofothersandtheorganizationasopposedtokeepingtrackoftransactions.Further,deviantbehaviorishigheramongworkerslowinagreeableness,particularlywhenorganizationalsupportislow.[50] AgreeablenessandConscientiousnessareoftenlinkedtoorganizationalcitizenshipbehavior,however,suchrelationshipisweak.[51]Recentresearchsuggeststhatagreeablenessactsasamoderatorthataffectsworkers'experiencedstatesofcitizenshipbehavior.Thesetwopersonalitytraitsarealsonegativelycorrelatedwithemployeeturnover.[38]Workerswhoself-reportaslowonagreeablenessarelikelytoengageinunplannedquitting,leadingtoaconditionknownasthe"HoboSyndrome"(i.e.,habitualjobquitting).[38][52] Neuroticism[edit] Individualsensitivitytopunishmentisatthecoreofneuroticism.[53]Numerousfindingsshowthatneuroticismisrelatedtothetendencytoexperiencenegativeaffectatworkandothersocialenvironments.[31]Neuroticindividualsexhibitirritability,anxiety,impulsiveness,andself-consciousnessthatseemstounderlieageneralsensitivitytothreatandpunishment.[31]TheauthorsoftheNEO-PI-Rindicatethatpooremotionregulation,lowself-esteem,andexcessiveruminationarecommonamongneuroticindividuals.[31][54] Theunderlyinganxietyimpliedbyneuroticismislinkedtoemotionalinstability,whichistypicallyimportantinpredictingemployees'intentionstoquit.[38]Lowemotionalstabilityisalsolinkedwithintentiontoquitforreasonsotherthanjobdissatisfactionorpoorjobperformance.[38]NeuroticismisthebestpredictoramongtheBigFivepersonalitytraitsofnegativejobsatisfaction.[45]Forexample,neuroticismnegativelypredictsextrinsic(i.e.,compensationandbenefit)success.[34]Thisiswhyconscientiousness(agreatpredictorofpositivejobperformanceandjobsatisfaction)andneuroticism(thebestpredictorofnegativejobsatisfaction)areregularlyusedinpersonnelselectionandpersonnelpsychology.[45]Neuroticismexplainssignificantvariationinmoodandjobsatisfactionamongworkers.[55] Opennesstoexperience[edit] Opennesstoexperienceisexhibitedthroughmentalabstractionandflexibilityinperception.[31]Non-linearthinkingisenabledthroughtheuseofimagination,intellectualcuriosity,andanappreciationforaesthetics,allofwhicharecorefacetsofthispersonalityfactor.[56]Employeesassessedashighinopennesstoexperiencegenerallyscorehighontestsofgeneralcognitiveabilityanddemonstratehighabilitiesininformationprocessing,workingmemory,abstractreasoning,andfocusedattention.[31] Workershighinopennesstoexperiencearemorelikelytoengageinunplannedquitting.[38]However,thisfindingmayhavelittletodowithaffectderivedfromeventsexperiencedatwork.Individualswhoself-reportashighinopennesstoexperiencemaybeimpulsive,buttheirdecisionstosuddenlyquitmaybeduetothevalueplacedonjobdiversity,needforchange,explorationofotherinterests,intoleranceforroutineandboredom,andanunderlyingsenseofcuriosity.[38][40]Opennesstoexperiencedoesnotappeartopredictorexplainjobsatisfaction.[45] Extraversion[edit] Extraversionisconsideredtoberesponsibleforindividualsensitivitytoreward.[31]Itisextraversion'sunderlyingfacetsofassertiveness,sociability,andtalkativenessthatarereportedtoberelatedtoapproachtendencieswithinindividualstowardeitherintrinsicorextrinsicrewards.[57][58]Likemosthumanactivity,thecurrencyoftheworldofworkinvolvesrewards.Highsensitivitytorewardseemstobesynonymouswithextraversion,makingworkerswhoexhibithighextraversionlikelytobehighlymotivatedandhighlyproductiveinindependentandcollaborativework.Thisisparticularlyheightenedwhenworkinvolvessupervisionofothers,managementofresources,orleadership.[59][60] Extravertstendtoexperiencemorepositiveaffect,perceivethemselvesmorepositively,andrecallmorepositivethannegativeworkeventscomparedtointroverts.[38][61][62]Intentiontoquitamongextravertsislessdependentuponproceduralfairnesswithintheorganization,particularlywhentheopportunityforsocialrewardsatworkisperceivedashigh.[36] Conscientiousnessandextraversionarethebestpredictorsofpositivejobsatisfaction.[45] Mood[edit] Workers'moodinfluencestheirjobperformanceandjobsatisfaction.[55]Hedonictoneexplainsmostofthevariationinhowaneventatworkaffectsaworker'sinternalstate(i.e.,mood)andhowthisstateisexpressedtoothers.[63]Eventhoughpositiveeventsarereportedthreetofivetimesmoreoften,negativeeventshaveapproximatelyfivetimestheimpactonmood.[63]Aninverserelationshipexistsbetweenhedonictoneandworkaffect,withhedonictonenegativelyrelatedtoworkperformanceandpositivelyrelatedtoworkwithdrawal.[63]Workersarelikelytobeselflessandmorealtruisticwhenpositiveeventsoccur,suchascompliments,openacknowledgementofajobwell-done,andpromotions(which,inturn,seemtoimprovejobperformance).Negativeeventsatwork,however,arelikelytocausenegativemoodinemployees,resultinginnegativeworkbehaviourssuchasworkslowdowns,workwithdrawal,andabsenteeism.[16] Moodmaybemoderatedbyorganizationalcommitmentwhich,inturn,mayaffectworkers'decisionstostayorquit.Forexample,workersmaysuppresstheirtruefeelingsandchoosetodissociatetheirmoodatworkiftheyarehighincontinuanceorganizationalcommitment(i.e.,committedduetosocialoreconomiccostsofleaving).[2][16][64]Thesamemaybetrueforworkerswhoarehighinaffectiveorganizationalcommitment,whichistypicallythecaseforworkerswhoarehighlyaffiliatedwiththeirorganizations(e.g.,workerswhohaveafamilyhistoryofworkingforthesameorganizationorwhobelievedeeplyintheorganization'svaluesorcause).[16]Similarly,workerswhoarehighinnormativeorganizationalcommitmentfeeltheyhavetoputupwithless-than-favourableworkenvironmentalconditionsbecauseofcontractualobligations.[64] Researchdemonstratesthatemployeemoodisastrongpredictorofjobsatisfaction.[65]Neuroticismandextraversionexplainalotofthevariationinindividualdifferencesinjobsatisfaction,withvariationinmoodandjobsatisfactionaccuratelypredictinganindividualworker'slevelofneuroticism.[45][65][66]Thereisalsosomeindicationthatindividualsmaybepredisposedtoperceiveeventsthatoccuratworkaseithernegativeorpositive.[62]Theeffectofpositiveeventsonjobsatisfactionisweakeramongworkerswithhighnegativemoodpredispositionthanthosewithlownegativemoodpredisposition.[62] Thispredispositiontoeitherbeoptimisticorpessimisticaboutjobsatisfactionmayframethejobevenbeforepositiveornegativeeventsoccuratwork.[citationneeded]Toruleoutthepossibilityofhiringpersonnelwhocometothejobwithanegativeoutlook,thepersonalityofpotentialemployeesshouldbeevaluatedthroughtheuseofstandardizedself-reportpersonalityinventories(e.g.,NEO-PI-R)duringthehiringprocess.[45]Highlyconscientious,agreeable,orextravertedpersonneltendtobemoresatisfiedwiththeirjobsand,byextension,tendtostaylongerinorganizations.[33][66][67]Alternatively,organizationsmaydeveloptheirownstructuredinterviewquestionswithbehaviorallyanchoredratingscales(BARS)thatprovidefurtherconvergentvalidityoncriticalpredictorsofjobperformance(e.g.,neuroticism).Suchinventories,interviews,andtestsmustbereliableandvalidinordertodemonstratetheirutilityandlegaldefensibilityinsupportoftheselectionandhiringprocess. Mitigatingnegativeaffectexperiencedfromwork-relatedevents[edit] Theintensityofnegativeaffectexperiencedatworkoftenleadstoworkwithdrawal,absenteeism,vandalism,andearlyexit.[16][68][69][70]Organizationscontinuallyseektoselect,train,andretainemployeesthroughincentives,compensation,benefits,andadvancement.Suchmechanismsinfluencetheorganizationalcommitmentdemonstratedbyemployees.[32][67]Organizationalcommitmentsuggeststhatemployeesself-identifywiththeiremployers;themoreindividualsidentifywiththeiremployingorganizations,themorelikelytheyaretosupporttheorganizationandactinitsbestinterest.[71]Ofthethreecomponentsoforganizationalcommitment(i.e.,affective,continuance,andnormative),affectiveorganizationalcommitmentiscorrelatedwithexperiencingmorepositiveaffectatwork.[16]Thisorganizationalcommitmentstylehasagreaterimpactonaffectthanindividualpersonalityfactorsandtraits.[71] Thisfindingsupportsorganizationalpsychologicalfindingsindicatingthatemployeeidentificationwiththeorganizationisbasedupontheiraffectivecommitment.[72]Infact,thereisastrongercorrelationbetweenpositiveemotionsandaffectivecommitmentthanbetweenpositiveemotionsandjobsatisfaction.[2]Thedecisiontocontinueworkingforanorganization,however,doesnotseemtobedependentuponnegativeaffect.Otherfactors,suchasdebt,pensionimplications,andfuturejobprospectsoutsideoftheorganization,mustalsobeconsidered.Negativeaffectexperiencedthrougheventsatworkmayberelatedtochangesinworkperformance,suchasworkwithdrawalandabsenteeism,aswellasjobsatisfaction,butitdoesnotseemtobethedecidingfactoronwhetherornotanemployeewillleavetheorganization.[16] Psychosomaticcomplaintandhealthconcernsduetoemotionsexperiencedatwork[edit] Researchsuggeststhatpoorphysical,mental,andemotionalhealthcanresultfromnegativeemotionsexperiencedatwork.[2]Thismaybeduetoperfectionistdispositionaltendenciesthatinteractwithdailyhasselsmanifestedthroughpsychosomaticcomplaints.[73]Workerswhoexperiencefrequentthoughtsofneedingtobeperfecttendtoreportmorepsychosomaticcomplaint.[73]Psychosomaticcomplaintmayalsooccurasaresponsetoemotionaldissonancecausedbytheneedtosuppressone'struefeelingstowardco-workersandmoresotowardpatients,students,customers,orclients.[74]Emotionallabouroremotionworkisrequiredtoachievetheeffectrequiredbytheorganization.[74]Asaconsequence,workersmay'act'asopposedto'feel'positiveornegativeemotionsatworktoremaincompliantwithanorganizationalcodeofconduct.However,adherencetosuchorganizationalnormsmaybeliethetrueinternalstateoftheindividualworker.Authenticityandemotionalharmonyinsuchsituations,mayyieldtodissonanceandnegativelyimpactonworkers'health. Theresultingemotionaldissonancemayleadtoincreasedstresssymptomsandageneraldecreaseinoverallhealth.[75][76] Jobsatisfactionisnegativelycorrelatedwiththeneedtosuppressnegativeemotionsonthejob.[77][78] Emotionsatwork[edit] Emotionsplayanimportantroleinhowco-workersrespondtopoorperformers.[37]Emotionshaveastrongerinfluencethaneitherexpectanciesorattributionsinpredictingbehavioralintentionstowardpoorperformingteammembersatwork.Inturn,thiscouldspreadtoaffecttheemotionsofotherteammemberstowardpoorperformancethroughcontagion.[37]Emotionaloutcomeshavebeenshowntobedependuponwhetherworkersarepromotion-orprotection-focusedatwork.[79]Promotion-focusedworkerstendtoexhibiteagerrisk-takingtowardopportunitiestodemonstratecompetenceinordertoaccumulategains,whereasprotection-focusedworkersareinclinedtoshowemotionsthataremorevigilanttowarddefendingagainsterosionoftheirperceivedcredibility.[79]Feelinggoodaboutone'sjobisnotasstronglyassociatedwithoveralljobsatisfactionastheneedtoworkasafunctionofone'scontinuancecommitment.[2] Feedbackandmotivation[edit] Performancefeedbackhasanimportantinfluenceonemployeeaffect.Regularperformancereviewsareawell-establishedoccurrenceinmostmedium-tolarge-scaleorganizations.[80]Thetypeofperformancefeedbackprovidedbysupervisorsandmanagerscanaffectsubsequentemployeeperformanceandjobsatisfaction.[23]Employeestendtoratealeader'seffectivenessaslowwhenleadersprovidefailurefeedbackwithnegativeaffectinfeedbacksessions.[81]Similarly,teammemberstendtoprovidelowerqualityperformanceratingsontheircollectivetaskswhennegativeaffectaccompaniesfailurefeedbackbyleaders.[81] Seealso[edit] Personalitypsychology References[edit] ^abcCropanzo,R.S.;Barry,M.&Cummings,L.L.(1996).Researchinorganizationalbehavior:Anannualseriesofanalyticalessaysandcriticalreviews.Weiss,H.M.pp. 1–74. ^abcdefghijkWegge,J;vanDick,R.;Fisher,G.K.;West,M.A.;Dawson,J.F.(September2006)."ATestofBasicAssumptionsofAffectiveEventsTheory(AET)inCallCentreWork".BritishJournalofManagement.17(3):237–254.doi:10.1111/j.1467-8551.2006.00489.x. 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