Who has not been in a work environment where they breathed fear or anxiety, or stress, or stress? Who has not experienced intense emotions in organizations of excitement, joy and optimism? All are emotional situations, from the aggressive scream, panic of the challenge and the pride of the situations of responsibility and decision-making. In all cases, companies are continually experiencing emotions and the regulation and adjustment of these emotions is central to understanding both the organizational climate and productivity.
All the emotional impact that exists in organizations called Enterprise Power, yes, indeed, as if it were a resource of the organization. Although probably the most intangible of all. Very few scientific studies have dared point except for some investigations starting to talk about organizational emotional energy. And there are two types of organizational emotions, (1) which are used to mobilize energy level professionals go to work "well done" to "excellent" and (2) the result obtained management of professional talent. This second type of energy the result of weather, labor relations, talent management and behavior management, is what we call the ROI (Return on Investment) Emotional. Energy resulting from the daily routine in the company and as a feedback loop to the organization. If the energy resulting from the experience is positive, motivational energy feed results in excellent work and competent professionals. If, however, the emotional ROI is negative, the professional alienation from the organization (lose alignment with the objectives and strategies), lose motivation (does not work great) and has less (lost synergies with other colleagues within and inter-departmental).
Therefore, the emotional ROI is the result of an emotional return on investment organizational talent management. This requires a critical level of mature leadership in the development of emotional intelligence, but because the organization is full of conflicts and emotions not faced or solved.
Both employers and managers are the key exponents to generate the emotional ROI. Therefore, it must finally accept and address the issue of emotions in business but from a language of both psychological and economic. Low levels of ROI generated emotional climates unsuitable, low productivity, loss of commitment, innovation and low loss of competitiveness. And unfortunately for many executives, the ROI emotional not purchased, but is constructed, such as trust. Those organizations that achieve positive threshold levels get emotional ROI will differentiate from the competition both in results and processes.
The scientific literature is beginning in recent years to investigate this phenomenon, achieving greater awareness in the business world. However, much remains to be done in emotion research organizational .
When the company heard high-pitched " emotions at home ... here come to work" do not hesitate the manager is the first to put the emotions into play. We can not be oblivious to this reality that both hurts our competitiveness and however well managed, can enhance organizational performance.
