دانلود رایگان مقاله انگلیسی رابطه تجربیات احساسی گسسته برای مدیریت منابع انسانی - امرالد 2018

Abstract

Organizational behavior scholars have long recognized the importance of a variety of emotion-related phenomena in everyday work life. Indeed, after three decades, the span of research on emotions in the workplace encompasses a wide variety of affective variables such as emotional climate, emotional labor, emotion regulation, positive and negative affect, empathy, and more recently, specific emotions. Emotions operate in complex ways across multiple levels of analysis (i.e., within-person, between-person, interpersonal, group, and organizational) to exert influence on work behavior and outcomes, but their linkages to human resource management (HRM) policies and practices have not always been explicit or well understood. This chapter offers a review and integration of the bourgeoning research on discrete positive and negative emotions, offering insights about why these emotions are relevant to HRM policies and practices. We review some of the dominant theories that have emerged out of functionalist perspectives on emotions, connecting these to a strategic HRM framework. We then define and describe four discrete positive and negative emotions (fear, pride, guilt, and interest) highlighting how they relate to five HRM practices: (1) selection, (2) training/learning, (3) performance management, (4) incentives/rewards, and (5) employee voice. Following this, we discuss the emotion perception and regulation implications of these and other discrete emotions for leaders and HRM managers. We conclude with some challenges associated with understanding discrete emotions in organizations as well as some opportunities and future directions for improving our appreciation and understanding of the role of discrete emotional experiences in HRM.

Conclusion

Different types of HR systems have evolved to serve different organizational purposes. Whether organizations adopt a high-performance orientation, a service focus, control, safety or other focus, these strategic orientations drive the nature of HR practices in ability, motivation, and opportunities to contribute domains. Furthermore, these orientations exert influence on the emotional landscape of organizations and their employees. We have discussed the potential utility and drawbacks of pride, interest, fear and guilt in a range of HR functions with the aim of bringing new awareness of the roles that discrete emotions play for managers, employees, and HR systems as a whole. The topic of discrete emotions is gaining interest and traction in organizational research, and we hope this stimulates new ideas and research regarding their role in HRM contexts.