Research Companion to Emotion in Organizations
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Research Companion to Emotion in Organizations

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.
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Chapter 9: Affective Influences on Employee Satisfaction and Performance

David T. Wagner and Remus Ilies


9 Affective influences on employee satisfaction and performance David T. Wagner and Remus Ilies Introduction For much of the 20th century, scientific psychology has been dominated by the behaviorist approach formulated and promoted by influential writers such as J.B. Watson, E.L. Thorndike, and B.F. Skinner. Within the behaviorist tradition, unobservable psychological terms such as those describing emotions, moods and feelings were considered unworthy of scientific scrutiny. In the cognitivist paradigm that extended and then replaced behaviorism, again, feelings and emotions were de-emphasized because they were thought to disrupt rationality. In the organizational domain, scholars have formulated cognitive models aimed at explaining job performance, motivation and attitudes. In this general context, emotions and feelings were viewed either as outcomes of a cognitive evaluation process (Muchinsky, 2000), or as undesirable phenomena that should be prevented by institutionalizing norms of rationality (Ashforth & Humphrey, 1995). Starting in the 1980s, however, scientific psychology has experienced an ‘affective explosion’, with thousands of writings and reports that examined both short-term fluctuation in affective states and stable individual differences in emotionality (Watson, 2000). There was also a parallel trend in organizational research, manifested in an increased interest in the experience and consequences of affect and emotions at work (e.g., George, 1990; Weiss & Cropanzano, 1996; Fox & Spector, 2002). Echoing Watson’s ‘affective explosion’ observation, Weiss (2001), for example, notes that ‘there has been an explosion of research on the topic over the past decade’, referring to affect in...

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