Book contents
- The Cambridge Handbook of Workplace Affect
- The Cambridge Handbook of Workplace Affect
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Foreword
- Part I Theoretical and Methodological Foundations
- Part II Workplace Affect and Individual Worker Outcomes
- Part III Workplace Affect and Interpersonal and Team-Level Processes
- Part IV Workplace Affect and Organizational, Social, and Cultural Processes
- Part V Discrete Emotions at Work
- 29 The Emotion of Interest at Work
- 30 The Antecedents and Consequences of Fear at Work
- 31 From Self-Consciousness to Success
- 32 Happiness in Its Many Forms
- 33 Envy and Jealousy
- 34 Other-Focused Emotion Triads
- 35 Schadenfreude at Work
- Part VI New Perspectives on Workplace Affect
- Index
- References
34 - Other-Focused Emotion Triads
Contempt, Anger, and Disgust (CAD) and Awe, Gratitude, and Elevation (AGE)
from Part V - Discrete Emotions at Work
Published online by Cambridge University Press: 25 June 2020
- The Cambridge Handbook of Workplace Affect
- The Cambridge Handbook of Workplace Affect
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Foreword
- Part I Theoretical and Methodological Foundations
- Part II Workplace Affect and Individual Worker Outcomes
- Part III Workplace Affect and Interpersonal and Team-Level Processes
- Part IV Workplace Affect and Organizational, Social, and Cultural Processes
- Part V Discrete Emotions at Work
- 29 The Emotion of Interest at Work
- 30 The Antecedents and Consequences of Fear at Work
- 31 From Self-Consciousness to Success
- 32 Happiness in Its Many Forms
- 33 Envy and Jealousy
- 34 Other-Focused Emotion Triads
- 35 Schadenfreude at Work
- Part VI New Perspectives on Workplace Affect
- Index
- References
Summary
Humans have an interdependent existence as a fundamentally social species. To coordinate and cooperate, or even simply to avoid retribution, each individual must take into account the reactions of others toward his or her conduct. Moreover, accommodating those reactions often requires that the individual curb the pursuit of otherwise unfettered self-interest. When such conduct occurs in an exemplary fashion (e.g. involving self-sacrifice for the sake of others’ interests), it can elicit approbation; when sufficient suppression of self-interest fails to take place (e.g. exploiting others), it can elicit negative reactions from others that backfires – perhaps in ways detrimental to attaining the personal goals pursued.
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- Information
- The Cambridge Handbook of Workplace Affect , pp. 452 - 467Publisher: Cambridge University PressPrint publication year: 2020
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