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In reviewing and assessing the role of
emotions of employees in their organizational behaviour, it could be realized
that there are two aspects of emptions – the side of the positive emotions, and
the side of the negative emotions. Besides, there is another concept or theory
that could be reviewed, under the name of Emotional Intelligence. The concept
of emotional intelligence essentially reflects on the competencies and
abilities of an individual or employee to be able to understand and analyse
their deepest emotions, and hence be able to control them in presenting to the
public. Thus, individuals who are effective in making use of their emotional
intelligence, tend to benefit from performing and staying positively in their
workplace and in working in teams (Praveen & Narashiman, n.d.).

Discussing more specifically about the
negative emotions, it could be obtained that, jealousy, anger, shame, guilt,
frustrations, and dissatisfactions are some of the key negative emotions that
are commonly found prevailing in workplaces. When such emotions influence the
thought processes of employees in a workplace, and if they are unable to
control them, then the effects on the organizational behaviour can be severely
negative. The negative impacts in such cases are directly felt on the
productivity levels of the employees and hence of the organization concerned.
In simple terms, negative emotions tend to come in the way of an employee
positive goals and accomplishments, thereby affecting the organization and
co-workers in the process (Hellriegel & Slocum, 2010).

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2.2.2 Emotions and Decision Making

Emotions have a key role to play in
decision making as well. However, while in general it might be considered that,
emotions play a negative role in decision making, in one study however it has
been obtained that decision makers having intense feelings and emotions proved
to be better decision makers as well. Also, it could be obtained that the
decision making capability is stronger among those who can better analyse their
emotions, and distinguish among the emotions too. The belief that emotions are
opposite to rational thinking and decision making, could be found as a belief
based on traditional theories. Theoretical developments have resulted in the
understanding that it depends more on how an individual understands, analyses,
controls and makes use of their emotions, which can determine the positive or
negative influences of the emotions on decision making of the individuals in an
organization (Seo & Barrett, 2007).

Further, it could be realized that in case
of individual decision making in a workplace, an individual generally tends to
relate their emotions or affecting feelings with the outcomes of the decisions,
which is the reason why the decision making would depend significantly on the
emotions expressed or felt by an individual while considering the process of
decision making. However, such emotions need not necessarily be negative only,
as could be realized from the attribution theories. For instance, an individual
experiencing positive emotion such as concern for others, would result in
making decisions which would be helpful for others. Again, an individual
experiencing a negative emotion such as anger, would make decisions which might
affect others in the workplace (Maitlis & Ozcelik, 2004).

2.2.3 Effect of Anger in Organizations

Anger is an emotion which can arise in
organizational members, based on a number of factors some of which could be
complex relationships in the organization, dissatisfaction with job or working
environment, high levels of work pressure, lack of work-life, balance, along
with factors such as self-perceptions of inequity experiences, misjudgements on
other, and so on. In this regard, theoretically, an episodic model of anger has
been studied and developed by previous researchers. As per this model there are
four essential elements of the model which include – (1) an event triggering
the anger emotion in an individual; (2) an emotional reaction and experience of
the individual; (3) expression of the anger expressed in the form of a certain
behaviour; and (4) the eventual consequence or outcome, where such outcome
could be based on how the individual responses to their anger, or how other
members respond (Gibson & Callister, 2009).

Anger, being a highly negative emotion,
tends to bring in negative impacts on an organization. An angry individual most
likely expresses negative behaviours, which can not only be expressed in their internal
performances, but also in cases where the employees may have to deal with their
customers. This implies that anger has the potential to affect the customer
relationship of a company as well. Anger can damage an employee’s personal
relations with their colleagues, relationships with managers, and can affect
their positive decision making capabilities as well (Ashkanasy,
Hartel, & Zerbe, 2016).

3.0 Analysis

Significant amount of data and theoretical
concepts could be reviewed, in regard to understanding and assessing the
statement – ‘Emotions are problematic for organizations’. From all the findings
and analysis, what could be realized is that emotions are not all bad or
negative for an organization. There are essentially two sides of emotions – one
being the good and positive side, and the other being the bad or negative side.
The problematic side in relation to employee emotions is only when the emotions
experienced and expressed by them reflect the negative ones.

If the emotions are positive and intense,
they actually tend to influence the employees as well as leaders to perform
positively, and make positive decisions as well. Thus, to assess the above
mentioned statement, it can be said that emotions in general are not
problematic for organizations, but it is rather the negative emotions which are
problematic. In regard to such negative emotions too, it could well be analysed
that the same can be controlled if employees can effectively make use of their
emotional intelligence, can work on analysing their deepest emotions, and learn
to not show their hidden emotions (if they are negative) in the workplace. If
the negative emotions can be controlled, then emotions would not be at all
problematic for organizations as could be analysed from the research.

4.0 Conclusions

It can be concluded from the above
research that the statement – ‘Emotions are problematic for organizations’ –
cannot be said to be hold good or true in general. The conclusion is that the
issues or challenges of an organization are only with the negative emotions.
Positive emotions, on the other hand, actually have positive effects and
implications for employees, their performances, decisions, and hence for the
overall effectiveness of an organization. Thus, the statement that can be said
to be true is that negative emotions are problematic for organizations, which
therefore should be focused on being controlled by both the employees as well
as the organization, and the most effective use of emotional intelligence can
help best in this regard. 

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