THE INFLUENCE OF EMOTION ON EMPLOYEES\u27 BEHAVIOUR

Emocije nas ne spremljajo samo v našem zasebnem vsakdanjiku, ampak so prisotne tudi na delovnem mestu. Ugotovitev, da so tudi emocije pomemben del organizacijskega vedenja, je osvetlila pozornost managerjev na pomen socialnega kapitala, torej zaposlenih, njihovega zadovoljstva in medsebojnih odnosov. Na tem mestu je bilo smiselno razmisliti o povezavi med emocijami in vedenjem zaposlenih, saj nove raziskave potrjujejo, da investiranje v socialni kapital prinaša kratkoročne in dolgoročne koristi za poslovanje organizacij. Tako smo se usmerili na povezavo osebnih vrednot in emocij zaposlenih z organizacijskim vedenjem ter preučili njihove medsebojne vplive. V teoretičnem delu magistrskega dela smo najprej predstavili organizacijsko vedenje in značilnosti delovanja zaposlenih, pomen, funkcije in značilnosti emocij ter pomen osebnih vrednot. Osredotočili smo se samo na značilnosti vedenja, emocije in osebnih vrednot, ki so bile relevantne za potrebe raziskave. Prikazali smo velik pomen osebnih vrednot in emocij v sklopu organizacijskega vedenja, saj novi časi izpostavljajo potrebo po določenih socialnih kompetencah zaposlenih in ustreznem znanju s področja medčloveških odnosov. Sprejemanje in obravnavanje emocij na delovnem mestu vodi do upoštevanja zaposlenih kot celovitih osebnosti, kar pomeni tudi njihovo zadovoljstvo na delu. Zadovoljni zaposleni pa učinkoviteje opravljajo delo in naloge v organizaciji. Z raziskovalnimi vprašanji smo dodatno podkrepili povezavo med osebnimi vrednotami in emocijami ter povezavo med emocijami in organizacijskim vedenjem. Ugotovili smo, da so emocije in osebne vrednote tesno povezane, saj brez vrednot emocij ne doživljamo. To smo potrdili s procesom valorizacije, ki predstavlja nastanek emocij zaradi vzdraženja ali zbujanja katere od pomembnih vrednot. Vrednostni sistem posameznika je ravno tista osnova, na podlagi katere določimo pomen in pomembnost situacije v fazi vrednotenja. Emocije se tako pojavijo kot povezava ali odziv na določeno vedenje in predstavljajo osrednjo komponento posameznikovega vedenja. Zaradi tega so emocije dobile pozornost tudi v organizacijskem vedenju. Emocije lahko vplivajo na posameznikovo vedenje s tem, da neposredno sprožijo določeno vedenje in z vplivom na vedenje preko posrednih mehanizmov, kot so kognitivni procesi in motivacija. V zaključku magistrskega dela smo na osnovi teoretičnih in empiričnih spoznanj predstavili vpliv emocij na organizacijsko vedenje. Ker so osebne vrednote in emocije tesno povezane, smo vpliv emocij na vedenje lahko raziskali s posrednimi vplivi. Vplive smo raziskali s pomočjo empirične raziskave, s katero smo prikazali in potrdili povezavo med osebnimi vrednotami in organizacijskim vedenjem. Osredotočili smo se na področja organizacijskega vedenja, ki se dotikajo načina organiziranosti dela, sodelovanja med managementom in zaposlenimi ter inovativnosti v organizaciji. Tako smo posredno predstavili vplive izbranih emocij na določena področja organizacijskega vedenjaEmotions are not with us only in our private life, but also at our workplace. Determining that they too are an important part of the organizational behaviour, helped managers to realise the importance of the social capital, i.e. their employees and their happiness and interpersonal relationships. This was also a good starting point to think about the relations between emotions and the behaviour of employees, as new research suggests that investments in the social capital have short-term as well as long-term benefits for the performance of organizations. Therefore, we focused on the relations between personal values and emotions of employees and organizational behaviour as well as studied how they affect one another. The theoretical part of this paper introduces the organizational behaviour and the characteristics of the functioning of employees, the meaning, functions and characteristic of emotions, as well as the importance of personal values. We focused strictly on the characteristics of behaviour, emotions and personal values, relevant to the research. We showed that personal values and emotions have great importance for organizational behaviour, as modern times point out the need for certain social competences of employees and appropriate knowledge of interpersonal relationships. The acceptance and handling of emotions at the workplace leads to treating employees as complete personalities, incorporating also their satisfaction at the workplace. In addition, happy employees carry out their tasks in the organization faster. Our research questions further supported the connection between personal values and emotions as well as that between emotions and organizational behaviour. We determined that emotions and personal values are tightly connected, as we would not experience emotions without values. This was confirmed by the process of valorisation, which introduces the formation of emotions due to stimulation of or inducing one of the important values. The value system of an individual is the basis to determine the meaning and importance of a situation in the evaluation phase. Thus, emotions occur as a connection or a response to certain behaviour and represent a central component of an individual’s behaviour. This led to emotions being studied in the context of organizational behaviour. Emotions can affect an individual’s behaviour by directly triggering certain behaviour as well as through indirect mechanisms, such as cognitive processes and motivation. The final part of this paper shows the effects of emotions on organizational behaviour on the basis of theoretical and empirical findings. Because personal values and emotions are tightly connected, we were able to research the effects of emotions on behaviour by indirect effects. The effects were researched by empirical research, with which we showed and confirmed the relation between personal values and organizational behaviour. We focused on the areas of organizational behaviour connected with the ways of organizing work, cooperation between management staff and employees, as well as innovation inside the organization. By doing that, we indirectly showed the effects of selected emotions on certain areas of organizational behaviour