Table of Contents

Research Companion to Emotion in Organizations

Research Companion to Emotion in Organizations

New Horizons in Management series

Edited by Neal M. Ashkanasy and Cary L. Cooper

This Companion brings together many leading scholars to address a wide range of topics in 38 chapters, across five levels of organizational analysis – including within-person, between-person (individual differences), relationships, groups, and the organization as a whole. Chapters tackle structure and measurement of emotion, antecedents and consequences of positive and negative emotions, including effects on work satisfaction and performance. The expression, recognition, and regulation of emotion and the propagation of mood and emotion in groups are also dealt with. The Companion explores contemporary issues including leadership, organizational climate and culture, as well as organizational change.

Chapter 7: Emotions in and Around Performance: The Thrill of Victory, the Agony of Defeat

Cynthia D. Fisher

Subjects: business and management, organisational behaviour


Cynthia D. Fisher Introduction A great deal of research attention has been given to the consequences of affect, and there are volumes of social psychology research on the effects of induced mood on memory, cognition, and behavior (see Forgas, 1999; Martin & Clore, 2001). The induced mood paradigm has strongly influenced the thinking of organizational scholars, producing an almost exclusive focus on the effects of induced or incidental affect on motivation and performance at work (Forgas & George, 2001). The assumption is made that affect from unspecified sources intrudes from outside the immediate work activity to hijack attention or change perceptions and cognitive functioning. For instance, Beal et al. (2005) present a detailed model of how affect can damage performance by distracting attention from the task and requiring the expenditure of scarce regulatory resources. Seo et al. (2004) suggest that core affect influences motivational direction, intensity, and persistence via impacts on goals, expectancies, and utility. In contrast, there has been almost no attention given to the real-time work setting causes of moods and emotions while working. Brief and Weiss’s (2002) review of affect in organizations does discuss sources of affect at work, but all seem fairly distal to the immediate person–task–performance transaction (e.g., off-the-job events, circadian cycles, work group mood, justice). Surprisingly, the nature of the current task and performance on the current task are not mentioned as causes of affect. The purpose of this chapter...

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