Modernization of Ntuc Income Case Study
C H A P T E R
4
Workplace Emotions and Attitudes
Learning Objectives
AFTER READING THIS CHAPTER , YOU SHOULD BE ABLE TO :
I Define emotions and identify the two dimensions around which
emotions are organized.
I Diagram the model of emotions, attitudes, and behaviour. I Identify the conditions that require and problems with emotional
labour.
I Outline the four components of emotional intelligence. I Summarize the effects of job dissatisfaction in terms of the
exit-voice-loyalty-neglect model.
I Compare the effects of affective and continuance commitment
on employee behaviour.
I Describe five strategies to increase organizational commitment. I Contrast transactional and relational psychological contracts. I Discuss the trend towards employability.
I
f history is any guide, SaskTel won’t be laying off any employees for a long time. The Regina-based telecommunications company hasn’t laid off anyone since it was founded in 1908. “[Layoffs] aren’t going to happen as long as we can help it,” says Byron Pointer, SaskTel’s vice-president of human resources and industrial relations. By avoiding layoffs, SaskTel is building a more loyal work force. “I have lots of friends who looked for greener grass and moved to Alberta, Toronto or Ottawa,” explains John Hill, a SaskTel electrical engineer who plans and designs information technology systems. “Most have bounced from company to company. Loyalty just doesn’t exist. Here [at SaskTel] you’ve got loyalty.” Along with job security, employees proudly identify with SaskTel because the company applies humanitarian values (fairness, courtesy, moral integrity), keeps staff informed of company developments, and is a model of corporate social responsibility. For instance, SaskTel works with First Nations communities to improve employment opportunities for First Nations youth, provides donations to over 1,500 community organizations, and demonstrates stewardship of the environment. “If you told your mother
4
Workplace Emotions and Attitudes
Learning Objectives
AFTER READING THIS CHAPTER , YOU SHOULD BE ABLE TO :
I Define emotions and identify the two dimensions around which
emotions are organized.
I Diagram the model of emotions, attitudes, and behaviour. I Identify the conditions that require and problems with emotional
labour.
I Outline the four components of emotional intelligence. I Summarize the effects of job dissatisfaction in terms of the
exit-voice-loyalty-neglect model.
I Compare the effects of affective and continuance commitment
on employee behaviour.
I Describe five strategies to increase organizational commitment. I Contrast transactional and relational psychological contracts. I Discuss the trend towards employability.
I
f history is any guide, SaskTel won’t be laying off any employees for a long time. The Regina-based telecommunications company hasn’t laid off anyone since it was founded in 1908. “[Layoffs] aren’t going to happen as long as we can help it,” says Byron Pointer, SaskTel’s vice-president of human resources and industrial relations. By avoiding layoffs, SaskTel is building a more loyal work force. “I have lots of friends who looked for greener grass and moved to Alberta, Toronto or Ottawa,” explains John Hill, a SaskTel electrical engineer who plans and designs information technology systems. “Most have bounced from company to company. Loyalty just doesn’t exist. Here [at SaskTel] you’ve got loyalty.” Along with job security, employees proudly identify with SaskTel because the company applies humanitarian values (fairness, courtesy, moral integrity), keeps staff informed of company developments, and is a model of corporate social responsibility. For instance, SaskTel works with First Nations communities to improve employment opportunities for First Nations youth, provides donations to over 1,500 community organizations, and demonstrates stewardship of the environment. “If you told your mother