Job Satisfaction And Emotion In Workplace Essay

Question:

Discuss about the Job Satisfaction and Emotion in Workplace.

Answer:

Discussion on the Purpose of the Article

This article “Workplace Emotions: The Role of Supervision and Leadership” by Bono et al. (2007), addressed the role of business managers and leaders on emotional experience of their employees. Topic addressed by authors was, ways of association of the supervisors and way of transformation of employees emotions in different situations (with coworkers and colleagues). Moreover, emotional links between organizational leadership and their followers has also been discussed in the report. In addition to this, effect of the leadership that buffers its employees from the regulation of negative emotions is also contained in it.

Even though it is believed that, supervisors are responsible for its employees bad moods and their mood swings at work place, but according to the authors of chosen article, primarily there are two reasons for this. The purpose of the chosen article review is to check whether there is any effect of leaders and supervisors on emotions and stress of employees at workplace. Chosen article also tried to determine the effect of employee’s emotional regulation and stress on their job satisfaction (Bono et al. 2007). Since performances of employees are evaluated by supervisors therefore it can be considered as a cause that increases the level of anxiety of employees at workplace. On the other hand it is observed that need for autonomy at workplace by individual employees is also a reason for their stress. Due to different constraints of leadership this need is not fulfilled. The authors reviewed Gross, Richards & John (2006) and derived the following hypotheses.

1. For each and every individual, emotional regulation is negatively associated with job satisfaction.

2. Moreover, regulation of emotion is positively associated with experienced stress at work place.

Again by reviewing the John and Gross (2004), Fitness (2000), authors assessed two theories. This two theories are self determination theory and goal self concordance model. These theories states, when an employee regulates their feeling, then it are possible that they have feeling of depersonalization and separation from themselves. Authors also suggested that, managers in transformational leadership can provide much more social support to their employees.

Identification and Brief Description on the Research Methods

In order to support their theories, authors collected data from the workers of a health care facility. Data is collected using experience sampling method and paper survey method. In this method two types of data were collected, one is survey data and other is experience sampling data. Paper Survey was done to collect two types of data in a two week time period. One is survey data and another is experience sampling data (Miner, Glomb and Hulin 2005). In this process 79% of employees affirmed to attend an information session related to this topic. The employees were given a PDA in which they have to respond twice in a day in the week days for ten days. Each time they have to respond according to their level of stress and job satisfaction at work place. The leadership behaviours of supervisors are measured by using a 20 item multifactor leadership questionnaire.

The results of this survey mainly addressed points like job satisfaction, work status and interactions, affective emotional experience and stress. Moreover, it is argued by Glas? and Einarsen (2006) that, the leadership has an ongoing influence on enthusiasm and optimism of employees. At the end authors discussed different limitation. Such as, they do not have a proper sample size in order to divide them in subgroups for detailed research. Moreover the authors assumed the work environment as standard. Therefore the results of the survey may vary if the environment is supportive or abusive (Fitness 2000).

Key theme addressed by authors in the chosen journal

Author in the chosen article tried to check whether the emotional regulation co varies with the level of stress of employees (Gross, Richards and John 2006). Authors presented a table based on the result of the survey. After analyzing results of the survey, authors found that, leadership, managers and supervisors has a powerful role controlling the emotions of employees of an organization (Brief and Weiss 2002). In the journal authors examined the link between employees affective experience, direct effect transformational leadership behaviour on employees. Moreover, the association between emotional regulation and stress at workplace are also argued in the journal.

The authors had addressed in the article are such as emotional regulation of individual has link with the job satisfaction in negative way (Sy, C?t? and Saavedra 2005). The second issue that the author tried to put in front of readers is if the supervisor is engaged with the transformational leadership behavior weakly then the relationship between the job satisfaction and the emotional regulation is weaker.

Discussion on the Practical implication of the journal

Transformational leadership challenge devotees with an alluring vision and attach that vision to a methodology for its accomplishment. The practical implications of this journal article can be stated as, if all the conditions like positive influence of leaders, supervisors on employees, standard and positive work environment at the work place then employees of an organization can work efficiently and without stress (Brief and Weiss 2002). This will help any organization to achieve its desired efficiency in its business processes. They draw in and spur adherents to relate to the association's objectives and qualities. John and Gross (2004), presented the definition of the transformational leadership as a particular style of leadership in which the leader work along with the employees for recognizing the required change as well as creating vision for guiding the change. The main drawback of the article that the author failed to analyze the information accurately as the information gathering was done from only one organization (Glas? and Einarsen 2006).

The article has strongly presented the information of the emotional regulation and transformational leadership (Bono et al. 2007). The selection of the participants was bad as the chosen participants were from only one organization. The selection of data to be gathered was good. Both the data survey and experience sampling assisted the author to identify the required stress and job satisfaction data along with memory stress and affective experience. The article successfully described the role of the managers in establishing the employee mood.

References

Bono, J.E., Foldes, H.J., Vinson, G. and Muros, J.P., 2007. Workplace emotions: the role of supervision and leadership. Journal of Applied Psychology, 92(5), p.1357.

Brief, A.P. and Weiss, H.M., 2002. Organizational behavior: Affect in the workplace. Annual review of psychology, 53(1), pp.279-307.

Fitness, J., 2000. Anger in the workplace: An emotion script approach to anger episodes between workers and their superiors, co-workers and subordinates. Journal of organizational behavior, 21(2), pp.147-162.

Glas?, L. and Einarsen, S., 2006. Experienced affects in leader–subordinate relationships. Scandinavian Journal of Management, 22(1), pp.49-73.

Gross, J.J., Richards, J.M. and John, O.P., 2006. Emotion regulation in everyday life. Emotion regulation in couples and families: Pathways to dysfunction and health, 2006, pp.13-35.

John, O.P. and Gross, J.J., 2004. Healthy and unhealthy emotion regulation: Personality processes, individual differences, and life span development.Journal of personality, 72(6), pp.1301-1334.

Miner, A., Glomb, T. and Hulin, C., 2005. Experience sampling mood and its correlates at work. Journal of Occupational and Organizational Psychology,78(2), pp.171-193.

Sy, T., C?t?, S. and Saavedra, R., 2005. The contagious leader: impact of the leader's mood on the mood of group members, group affective tone, and group processes. Journal of applied psychology, 90(2), p.295.

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