Employee Positive Emotion and Favorable Outcomes at the Workplace

Barry M. Staw, Robert I. Sutton and Lisa H. Pelled
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Barry M. Staw: Haas School of Business, University of California at Berkeley, Berkeley, CA 94720
Robert I. Sutton: Department of Industrial Engineering and Engineering Management, Stanford University, Stanford, CA 94305
Lisa H. Pelled: Department of Industrial Engineering and Engineering Management, Stanford University, Stanford, CA 94305

Organization Science, 1994, vol. 5, issue 1, 51-71

Abstract: This paper draws on writings in psychology, sociology and organizational behavior to develop a conceptual framework that specifies how positive emotion helps employees obtain favorable outcomes at work. We propose that feeling and expressing positive emotions on the job have favorable consequences on: (1) employees independent of their relationships with others (e.g., greater persistence), (2) reactions of others to employees (e.g., “halo,” or overgeneralization to other desirable traits), and (3) reactions of employees to others (e.g., helping others). These three sets of intervening processes are proposed, in turn, to lead to work achievement, job enrichment and a higher quality social context. A partial test of this framework is made in an 18-month study of 272 employees. Results indicate that positive emotion on the job at time 1 is associated with evidence of work achievement (more favorable supervisor evaluations and higher pay) and a supportive social context (more support from supervisors and coworkers) at time 2. But positive emotion at time 1 is not significantly associated with job enrichment at time 2.

Keywords: positive emotion; employee success (search for similar items in EconPapers)
Date: 1994
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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:5:y:1994:i:1:p:51-71

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