A leading Auckland psychologist says people's moods and emotions can have a major impact in the workplace - but are often not recognised nor discussed.
Dr Giles Burch, Adjunct Associate Professor at the University of Auckland Business School, says it is important human resources (HR) managers recognise the effect moods and emotions can have on employees.
If not dealt with, negative emotions can lead to a drop in productivity, performance and job satisfaction. Moods and emotions left unchecked can affect team relationships and workplace behaviours, he says. They can impact on physical and mental health and cause a rise in absenteeism.
"Additionally, depending on the emotions we are talking about, it could result in bullying - particularly with an emotion like envy which could lead to anxiety and depression in the victim and, in the worst-case scenario, suicidal ideation."
Burch wants more open discussion on a formal level set up by managements, much like time allowed for training or team building: "I don't think organisations are good at talking about these things."
Burch, a clinical and occupational psychologist, is running a series of breakfast seminars this year aimed at helping HR staff to manage the fallout from moods and emotions - their own as well as those of staff.
Understanding what a staff member is thinking and feeling can be key to understanding a particular behaviour, he says. For instance, an employee who refuses to do particular tasks can be viewed by management as being difficult but there could be hidden anxiety behind the refusal.
An employee could have a secret fear of flying and turn down jobs involving air travel. Others might not like giving presentations and find excuses not to take part or they might avoid networking events.
"That can create a negative view in managers about their staff without recognising it may be driven by something else where they need support," he says.
He advocates more open discussion between managers, HR staff and employees: "It's a matter of understanding that, if people aren't talking or contributing, it could be their mood is low. It could be, if somebody has anxiety, they don't want to do certain things because it makes them anxious - not because they are being bolshie."
Moods like anger, jealousy or shame can affect how people behave in the workplace, as can low moods, anxiety and depression.
"Anger can have a major impact. It can drag teams down," he says, adding low moods can "rub off" on other employees.
"That's not to say you'd want to tell people off for being depressed or anxious. It's about understanding; trying to be more supportive.
"At some point we will all have a negative emotion, be it envy or guilt or anger. [It might be] someone is getting paid more or has a better office or a better job title. With a lot of these negative emotions, there are negative consequences."
Some emotions are hard to spot, he says, particularly if a person is adept at hiding how they feel. Anger is easily identified but other emotions are more subtle.
Burch acknowledges showing emotion can be seen as a sign of weakness, particularly in the Kiwi culture. Yet research shows people happy to share their emotions make better leaders, he says.
It's also important HR managers are supported. Throughout their working week they handle and, to some extent, absorb employees' problems and emotions. Often HR managers have no-one to turn to if they in turn are suffering from negative emotions.
He wants to encourage companies to set up support systems for HR people or for HR staff to set up their own support groups.
Burch is also interested in the dark side of workplace humour. He and Business School senior lecturer Barbara Plester have written a joint paper: Dying for a laugh? Relationships and workplace humour.
They point out what starts as workplace humour can turn into bullying or abuse and good-humoured pranks can go horribly wrong - citing the case of two Australian DJs who rang the London hospital where the Duchess of Cambridge was being treated for morning sickness when pregnant with Prince George in 2012.
The nurse who took the call, Jacintha Saldanha, thought she was speaking to the Queen. Mortified at being taken in, she later committed suicide.
"What is perceived as humour in one person's eyes," says Burch, "might be far from funny in another's."
* The next seminar in the breakfast series will be held in October and will focus on workplace humour, emotions and moods.