One’s emotions and moods tend to affect another in the place of work. ‘Emotions jump from person to person like a virus’, and ‘ Feelings drive performance’ so goes the clichés. Mood swings can have a general influence on the organization’s performance, and therefore the need to set standards regarding this issue comes in. Employees’ moods, overall disposition, can have a substantial impact on job performance, emotions, decisions, creativity, teamwork, negotiation, and leadership (Kampf, Hernández, & González‐Romá, 2021).
In the emotion world, there are three types of feelings: one is discrete- these are the short-lived ones such as disgust, anger, joy, or fear; moods which are pretty long-lasting and are not subject to a particular cause, an example of this can be the feeling of cheerfulness or sadness. The third type of feeling is dispositional, also referred to as personal traits; this category determines one’s perception of life (Ashkanasy & Dorris, 2017). The dispositional category explains why some people are always cheerful towards life even if they got nothing to celebrate, yet another kind is always down or negative towards almost everything.
Research suggests that positive individuals have mindset process things more competently and more efficiently. If one is in a bad mood, then a good quantity of energy focuses on processing that situation’s circumstance. Meanwhile, a good mood opens more space for absorbing information while handling it effectively (Ashkanasy & Dorris, 2017). A company can create equilibrium to a person’s sense of well being emotionally by promoting good rapport in employee-management interaction. Another technique that is proven to bear good results is lifting sense of job satisfaction for workforce; this way, workers’ level of stress is reduced, influencing motivation and disposition.
Moreover, it is essential to provide an incentive, not necessarily monetary or anything related. Still, the mere provision of organizational benefits such as gyms, meditation classes, or company retreats can significantly influence emotion, thus adding positive results to the company in the long run. An active body has scientifically been proven to develop more level of dopamine, which boosts good mood and sensation. Managers, therefore, need to be discerning and strategic in ensuring mental balance in the workplace.
Organizations with emotionally intelligent executives have a competitive advantage. When left unchecked, employee emotions can have severe repercussions on the company’s success. Building a culture of trust and exercising emotional intelligence skills can enable workers to express more positive emotions (Follmer, K. B., & Follmer, D. J. 2021). Some skills are used to manage emotion in the workplace. This strategy includes employing the mechanism of coping with one’s emotions. Positively coping with emotion enables one to deal with stress positively, whereas a negative coping strategy involves ignoring the problems and emotions, hoping that they work themselves out (Hwang, Shi, & Wang, 2021). The latter could hurt health. Another strategy that one can use to manage individual mood and emotion is to recognize, understand and manage approach, especially when dealing with emotions at the workplace. As for organizational managers, it is crucial to deal with employee emotion to create a solid emotional culture in the workplace.
Conclusion
To err is to human; therefore, leaders at the organization should try to minimize the reprimanding habit over trivial mistakes and quit ‘bossing’ around culture for the company’s benefit. The company manager should train themselves to allow for some mistakes as scolding or punishing can only create more hostility and humiliation, spoiling the mood and killing the morale of performing. Employers need to build a culture of trust by letting employees witness honesty and compassion from their side; bosses should be present to instill confidence in the employees and their performance. Moreover, employers need to establish the habit of listening more, training themselves on the virtue of empathy; this skill can help the boss stand out as a trusted resource that can be relied upon.
References
Ashkanasy, N. M., & Dorris, A. D. (2017). Emotions in the workplace. Annual Review of Organizational Psychology and Organizational Behavior, 4, 67-90. https://doi.org/10.1146/annurev-orgpsych-032516-113231
Hwang, Y., Shi, X.(C). and Wang, X. (2021), “Hospitality employees’ emotions in the workplace: a systematic review of recent literature,” International Journal of Contemporary Hospitality Management, Vol. 33 No. 10, pp. 3752-3796. https://doi.org/10.1108/IJCHM-12-2020-1426
Follmer, K. B., & Follmer, D. J. (2021). Longitudinal relations between workplace mistreatment and engagement–The role of suicidal ideation among employees with mood disorders. Organizational Behavior and Human Decision Processes, 162, 206-217. https://doi.org/10.1016/j.obhdp.2020.12.002
Kampf, P. H., Hernández, A., & González‐Romá, V. (2021). Antecedents and consequences of workplace mood variability over time: A weekly study over three months. Journal of Occupational and Organizational Psychology, 94(1), 160-186. https://doi.org/10.1111/joop.12329
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