Organizational Behavior in Malaysian Direct Selling Companies
Essay: Organisational behaviour
This article seeks to examine organisational behaviour that results from emotional contagion experienced by members of direct selling companies in Malaysia. “Employees often share feelings of happiness, sadness and anger with their colleagues” Doherty (1997). These emotions are often contagious and important traits of human existence and they often serve to motivate approach withdrawal behaviour. Barsade (2002) explains that when there is positive emotional contagion experience among members of a group, it improves cooperation, lowers conflict and increases perceived task performance. Great achievement is also exciting experience and it creates joyous emotion. This however has the potential to directly or indirectly influence other members in the group.
The purpose of this article is to identify the factors that contribute towards the occurrence of emotional contagion and to explore the various outcomes of emotional contagion on individuals, groups and organisational performance. It mainly focuses on studying emotional contagion in an organisational setting which has competitive groups. It is apparent that the adoption of achiever’s recognition to influence others to join the business and work hard is proven a successful organisational strategy and if the influencing of others emotions and feelings can be studied and adopted into organisational settings, then if would beneficial to both the organisation itself and also its member.
The finding of this study seeks to add insights and add value into understanding emotional contagion in organisational contexts and among groups. However the study of this context is non-western.
“Emotional contagion is the tendency to experience or express another person’s emotions” Hatfield et al. (1992, 1993, 1994). They have argued that emotional contagion is primitive and it’s “process is too automatic, fast and fleeting, and too ubiquitous to be accounted for cognitive, associative and
This article seeks to examine organisational behaviour that results from emotional contagion experienced by members of direct selling companies in Malaysia. “Employees often share feelings of happiness, sadness and anger with their colleagues” Doherty (1997). These emotions are often contagious and important traits of human existence and they often serve to motivate approach withdrawal behaviour. Barsade (2002) explains that when there is positive emotional contagion experience among members of a group, it improves cooperation, lowers conflict and increases perceived task performance. Great achievement is also exciting experience and it creates joyous emotion. This however has the potential to directly or indirectly influence other members in the group.
The purpose of this article is to identify the factors that contribute towards the occurrence of emotional contagion and to explore the various outcomes of emotional contagion on individuals, groups and organisational performance. It mainly focuses on studying emotional contagion in an organisational setting which has competitive groups. It is apparent that the adoption of achiever’s recognition to influence others to join the business and work hard is proven a successful organisational strategy and if the influencing of others emotions and feelings can be studied and adopted into organisational settings, then if would beneficial to both the organisation itself and also its member.
The finding of this study seeks to add insights and add value into understanding emotional contagion in organisational contexts and among groups. However the study of this context is non-western.
“Emotional contagion is the tendency to experience or express another person’s emotions” Hatfield et al. (1992, 1993, 1994). They have argued that emotional contagion is primitive and it’s “process is too automatic, fast and fleeting, and too ubiquitous to be accounted for cognitive, associative and