Edited by Neal M. Ashkanasy and Cary L. Cooper
Chapter 7: Emotions in and Around Performance: The Thrill of Victory, the Agony of Defeat
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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