Emotional Intelligencedrewrw

8/11/2019 Emotional Intelligencedrewrw

1/67

Table of contents:

SR. NO. PAGE NO. .

1.0 INTRODUCTION 4

1.1 Emotional Intellience 4

1.! "ob Satisfaction 1!

1.# EI an$ Pe%fo%mance 14

1.4 Use of EI in &R A''lication 14

1.( Ob)ecti*e+ Nee$+ Sco'e an$ Resea%c, met,o$olo- 1(

1. Resea%c, /et,o$olo- 1(

!.0 IERT2 INTRODUCTION 13

#.0 ITERATURE REIE5 13

4.0 E/OTIONA INTEIGENCE AND "O SATIS6ACTIO !

(.0 SU//AR2 4

(.1 6in$ins (

(.! imitations

(.# Recommen$ations 7

.0 IOGRAP&2 8


2/67

1. Int%o$9ction to t,e S9b)ect

In the present scenario, cut throat competition, stretched goals, cultural differences

among the diverse workforce and imbalanced work life have lead to increasing level of

stress in employees, also increase the job dissatisfaction. This satisfaction adversely

affects the performance of the employees and becomes an undesirable and paramount the

organization problem. Hence the scientific researchers shown that the emotional

intelligent person is more adaptive to the environment and more productive for the

organization. Therefore, tools stress due to the job dissatisfaction can prove to be

important for making the employees more efficient and effective. esearch also reveal

that emotional !uotient contributes "#$ in the success of the person as compared to the%#$ contribution of the intelligence !uotient &I'( only.

Therefore, )' is undoubtedly a very important dimension of a person*s personality.

esearchers also suggest that )motional Intelligence oriented interventions can be

successful tools for making employees more job satisfied and stress less.

+y developing our )motional Intelligence we can become more productive and

successful at what we do, and help others to be more productive and successful too. The

process and outcomes of )motional Intelligence development also contains many

elements known to reduce stress for individuals and organizations, by decreasing

conflicts, improving relationships and understanding and increasing stability, continuity

and harmony which leads to the job satisfaction.


3/67

1.1 E/OTIONA INTEIGENCE

To understand the concept of emotional intelligence,it would be useful to have an idea of

what emotions are . the word emotion comes from the latin word motere which means to

move this donates that all emotions induce desire to act the -ford )nglish dictionarydefines emotions as , any agitation or disturbance of mind ,feelings, passion.

)motional intelligence is the capacity for recognizing our own feelings and those of

others, motivating ourselves, and managing emotions well, in ourselves and in our

relationships/.from definition we can identify that emotional intelligence has two major

components0

PERSONA CO/PETENCE

SOCIA CO/PETENCE

ersonal competence includes awareness of the self, i.e understanding one own emotions,

feelings etc and management of the self, i.e the ability to deal with changing situations.

2ocial competence means social awareness and management of relationships. 2ocial

awareness is the ability to understand the feelings of others while management of

relationships is the ability to work effectively with other persons.

3ccording to &Higgs and 4ulewicz ,1555(, )I is to achieve one6s goals through the ability

to manage one6s own feelings and emotions, to be sensitive to, and influence and to

balance one6s motives and drives with conscientious and ethical behavior. )I is

conceptualized as an intrapersonal construct in these definitions. 3ccording to other

academics, )I is related to understanding and managing ones own and others6 feelings

and emotions &7ooper and 2awaf, 155"8 9oleman, 155"(.

&2alovey and :ayer 155#(defined )I as a form of social intelligence that involves the

ability to monitor one6s own and others6 feelings and emotions, to discriminate among

them, and to use this information to guide one6s thinking and action. They conceptualized

)I as conceptually related mental abilities that can be divided into four branches
http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb14%23idb14http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb6%23idb6http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb12%23idb12http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb19%23idb19http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb14%23idb14http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb6%23idb6http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb12%23idb12http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb19%23idb19


4/67

1. The ability to recognize emotion;erception of emotion.

%. The ability to use emotions to assist the thought process

. The ability to :anaging emotions &:ayer and 2alovey, 155?(.

The first branch involves the ability to understand emotions from the facial e-pression

and postures of a person . It involves the perception of a emotions e-pressed through non

verbal channels of communication .The second branch involves the ability to use

emotions to assist the thought process. =nderstanding emotions is the ability to

understand emotional information, to understand how emotions combine and progress

through relationship transitions, and to appreciate such emotional meanings. In addition

to these, managing emotions is the ability to be open to feelings, and to modulate them in

oneself and others so as to promote personal understanding and growth. It is also stated

that )I comes out if a person uses his or her competencies at the right time and place.

Thus, )I can be considered as emotional competencies that a person uses in self@

management and in relationships with others. These competencies supply effective

communication among individuals and control of emotions &+oyatzis et al., %###(.

The concept of emotional intelligence received worldwide attention in 155A with the

publication of the book )motional Intelligence .Bhy It 7an :atter :ore Than I' by

9oleman .9oleman defined emotional intelligence as0 a different way of being smart .

It include knowing your feelings and using them to make good decision8 managing your

feelings well8 motivating yourself with zeal.

3ccording to &9oleman, 155"(, the emotional competencies are both linked to emotional

intelligence and they are based on emotional intelligence. )I indicates a person6s

potential/ to learn basic practical skills. )motional competencies indicate the degree of

application of the potential while working. These competencies are learned and they lead

to higher performance at offices;working areas. High )I does not guarantee the

development of emotional competencies, it only shows that there is a potential to improve

emotional competencies. Therefore, a certain level of emotional intelligence is necessary
http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb16%23idb16http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb4%23idb4http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb4%23idb4http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb4%23idb4http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb4%23idb4http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb12%23idb12http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb16%23idb16http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb4%23idb4http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb12%23idb12


5/67

to learn the emotional competencies &9owing, %##1(. Cor instance, the ability to

recognize e-actly what another person is feeling enables one to develop a specific

competency such as influence. 2imilarly, people, who are able to regulate their emotions,

will find it easier to develop a competency such as initiative or achievement drive

&7herniss, %###(.

9oleman attests that the best remedy for battling our emotional shortcomings is

preventive medicine. In other words, we need to place as much importance on teaching

our children the essential skills of )motional Intelligence as we do on more traditional

measures like I' and 93.

"Emotional Intelligence is a master aptitude, a capacity that profoundly affects all otherabilities, either facilitating or interfering with them."--Daniel Goleman

The term encompasses the following five characteristics and abilities0

Selfa;a%eness@@knowing your emotions, recognizing feelings as they occur, and

discriminating between them

/oo$ manaement@@handling feelings so they6re relevant to the current situation

and you react appropriately

Selfmoti*ation@@Dgathering upD your feelings and directing yourself towards a

goal, despite self@doubt, inertia, and impulsiveness

Em'at,-@@recognizing feelings in others and tuning into their verbal and

nonverbal cues

/anain %elations,i's@@handling interpersonal interaction, conflict resolution,

and negotiations
http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb13%23idb13http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb5%23idb5http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb13%23idb13http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0030310403.html#idb5%23idb5


6/67

9oleman*s definition of emotional intelligence proposes four broad domains of )' which

consist of 15 competencies0

Self-Awareness

Emotional self-awareness: Reading one's own emotions and recognizing their

impact

3ccurate self@assessment8 knowing one6s strengths and limits


7/67

2elf@confidence8 a sound sense of one6s self@worth and capabilities

Self/anaement

Emotional self-control: Keeping disruptive emotions and impulses under

control

Transparency0 4isplaying honesty and integrity8 trustworthiness

3daptability0 Cle-ibility in adapting to changing situations or overcoming

obstacles

3chievement0 The drive to improve performance to meet inner standards of

e-cellence

Initiative0 eadiness to act and seize opportunities

ptimism0 2eeing the upside in events

Social A;a%eness

Empathy: Sensing others' emotions, understanding their perspective, and

taking active interest in their concerns

rganizational awareness0 eading the currents, decision networks, and politics at

the organizational level

2ervice0 ecognizing and meeting follower, client, or customer needs

Relations,i' /anaement

nspirational leadership: !uiding and motivating with a compelling vision

Influence0 Bielding a range of tactics for persuasion

4eveloping others0 +olstering others6 abilities through feedback and guidance

7hange catalyst0 Initiating, managing, and leading in a new direction

7onflict management0 esolving disagreements

+uilding bonds0 7ultivating and maintaining a web of relationships

Teamwork and collaboration0 7ooperation and team building


8/67


9/67

oor career prospects

)mployees who are not suited for the job

Fery high or low levels of stress

Eack of job security

7onstant fear of change in the organisation

Gegative emotions that are not recognized can become to-ic in an

organisation. If unchecked ,these emotion can lead the organization into serious trouble,

affecting the normal work@flow of the organization . following are some of the e-istence

of negative emotions at the workplace.

Eow productivity

3bsenteeism

High employee turnover

Eack of motivation

Increase in conflicts

Eoss of team spirit

Eoss of faith in organisation

eduction in production !uality

Increase in customer complaints

POSITIE E/OTIONS IN 5OR=PACE


10/67

ositive emotions in the workplace are those which helps in achievements of

organisatoinal goals. They can lead to high morale, improved performance, and better

job satisfaction. eople who have positive emotions can think better and do their workmore effectively. Healthy employees are the asset of organisation as there will be

reduced absenteeism due to sickness and as a result ,reduced on spending on medical

benefits

E/OTIONA INTEIGENCE IN INDIAN ORGANISATIONS

:any Indian organisation have realized the importance of emotional intelligence and

have come out with innovative ways to motivate employees who are high on emotional

!uotient and low on monetary cost to the organisation .These reward and recognition*

programs which include cash incentives ,gift certificates, and stock plans ,and paid

holiday packages@all of which are aimed at motivating the employees emotionally.

Emotional Intellience as a facto% fo% manae%ial '%omotions in Tata G%o9'

The Tata group which has about 1#,### managers all together , has developed a method

to continuously evaluate its managers with a high level of objectivity. They have

developed a matri- which tracks the emotional intelligence which they call energy* of

their managers against intuition which they call e-perience* . The distinctive leaders as

per this matri- have multi@location and multi@functional e-perience*. they should also

have a high level of physical , emotional , and intellectual energy.


11/67

The analysis provided by the matri- helps the group to keep track of the potential leaders

in the group and utilize their abilities for the betterment of the group . the matri- is fairly

easy to follow and provides a rational basis for tracking key managers and in

idennnnnnntifying high performers or proven leaders.

>O%eal>s e?'e%iment ;it, Emotionall- Intellient Sales'e%sons

7osmetic major E*real gives importance to emotional intelligence as one of the criteria

for selecting applicants for sales jobs. The company realized that the sales staff chosen

on the basis of emotional intelligence was more productive than those who were not

selected on this basis . the sales staff chosen on the basis of emotional intelligence

achieved higher sales figures than those who were not selected based on emotional

intelligence as one of the selection criteria . it was also observed that the sales staff that

was choosen on the basis of emotional intelligence stayed longer at the job than others.

EI an$ 'e%fo%mance

3 study of Indian situation confirmed the positive interrelationship between jobsatisfaction , job performance and job motivation.

ecent studies showed that )I based competencies are better predictors of performance

than I' by itself &7herniss, %###8 Ceist and +arron, 1558 2narey and Faillant, 15"A(.

2uccess depends on not only )I, but also )I based on competencies & 9oleman, %##1a(.

)motional competencies indicate the level of individuals6 work performance. That is to

say, even though they have similar I' levels, individuals may have different work

performance because of their )I. &2evinc, %##18 )mmerling and 9oleman, %##


12/67

revenue targets by a margin of 1A to %# percent. 3mong life insurance company 7)s,

the very best in terms of corporate growth and profit were those who drew upon a wide

range of emotional competencies &9oleman, %###(. &+oyatzis6s ,1555(research showed

that e-perienced partners at a large consulting firm contributed significantly more profit

to the firm from their accounts if they had demonstrated a significant number of the

emotional competencies.

1.> Use of EI in &R a''lications

The importance of emotional competencies and their relation to performance lead

organizations to develop and maintain emotional intelligence in their present employees

&)mmerling and 9oleman, %##


13/67

1.5 Objective, Need, Scope And Research Methodolog

1.(.1 Resea%c, Desin

esearch 4esign is a series of advanced decisions that taken together comprise a master

plan or model for the conduct of an investigation. 2o research design provides aframework of plan for study, which guides the collection, measurement, analysis, and

interpretation of the data. The research carried out here is descriptive in nature.

4escriptive research provides data about the population or universe being studied. It can

describe A B*s, 1H i.e. what, when, why, who, where, and how.

1.(.! Sam'le Desin an$ Si@e

The population of study is corporate office EI+)TK 2H)2 Etd. 3nd the sample size

of 1## employees working in 7orporate office, EI+)TK Etd. This study is based on

convenience sampling for which areas of are limited to EI+)TK 2H)2 Etd,Larnal.

1.(.# /et,o$ of Data Collection


14/67

The fourth step of research methodology is data collection. It can be done through

primary or secondary techni!ues. In this study both the techni!ues are used to collect the

data.

To collect primary data a survey will be conducted on )mployee 2atisfaction

through a !uestionnaire, which will be filled by the employees of 7orporate

ffice. Farious !uestions will be asked to gain ma-imum information from the

respondents.

Cor secondary data I have referred journals, magazines and Internet.

1.(.4 Scalin Tec,ni9e

2caling techni!ues is used in this survey, for understanding the co@relation between

emotional intelligence and job satisfaction and the answers of the respondents are

elucidated by asking them to indicate their level of agreement on a given five point likert

scale with values ranging from 1/ &strongly disagree( to A/ &strongly agree(.

1.(.( &-'ot,eses fo%mation

In order to fulfill my first objective, following hypotheses is formed.

H#@ There is no correlation between job satisfaction and emotional intelligence.

Ha@ There is a correlation between job satisfaction and emotional intelligence.

1.(. Data Anal-sis an$ Inte%'%etation

Beighted average will be calculated for all the values on the Eikert scale and

7)E3TIG will be applied to check the relation between )motional intelligence and

Job satisfaction.


15/67

The data is processed and analyzed by tabulation interpretation so that the findings can be

communicated and can be easily understood. The findings are presented in the best

possible way. Tables and graphs will be used for illustration of principal findings of the

research.

O*e%*ie; of t,e in$9st%-4evelopment of the footwear industry in India

The footwear industry in India has been dominated by the unorganized sector. The market

size of the domestic footwear industry is around s1%#bn@1A#bn. 3ccording to Eiberty6s

estimates the organized sector occupies only %A$ of the entire domestic footwear market.

+enefits available to the unorganized sector have given them an opportunity to produce

shoes at a much lower cost. +esides the dominance of the unorganized sector, the

footwear industry in India is driven only by necessity. The average consumption of shoes

is low at #. pair per person as compared to the average consumption of shoes world over

which is A@ pairs per person. Cootwear consumption in India is not yet driven by

fashion. The majority demand of shoes comes from need based shoes like hawai

chappals, " school shoes and plastic footwear. ne of the primary reasons for footwear

not developing into an important fashion accessory is due to the lack of availability of

good footwear brands due to the large presence of the unorganized market. +esides low

consumption of shoes, the Indian footwear market is also characterized by low average

realizations which are presently close to s1A# per shoe. Cootwear, as an industry has not

been given the necessary opportunity to thrive. Ta- structure on footwear is higher as


16/67

compared to ta- on apparels. The e-cise on footwear is 1$ while that on apparels in nil.

F3T on footwear is also higher at 1%$ as compared to >$ on apparels Bith growth in

organized retail as well as increasing consumer spend we e-pect strong growth in the

footwear sector. 3ccording to The :arketing Bhitebook, %##A, 1


17/67

thousands every day in more than %A countries including fashion@driven, !uality@obsessed

nations like Crance, Italy, and 9ermany

Re*ie; of lite%at9%e

Goleman B1883 research demonstrates that )motional Intelligence has proven to be

twice as important as any other competency in any job role. The tougher and more

challenging the role the more )motional Intelligence becomes the important factor in

success. 2ales people, high in emotional intelligence, have proven to outperform others

by up to


18/67

Geo%e+ "./. B!000reported that in Borking Bith )motional Intelligence, "#@5#$ of

the competencies that differentiate top performers are in the domain of emotional

intelligence. Bhile I' and other factors are important, it6s clear that emotional

intelligence is essential to optimal performance. Eeaders e-cellence begins and ends with

their inner resources0 )-ecutives who fail to develop self@awareness risk falling into an

emotionally deadening routine that threatens their true selves. Indeed a reluctance to

e-plore your inner landscape not only weakens your own motivation but can also corrode

your ability to inspire others.

"o,n 5ile- Sons+ t$. B!000investigates in his study the relationship between the

gender composition of an employee6s work group and the employee6s job satisfaction,

using a random sample over 1## =.2. workers. 3fter controlling possible confoundingvariables, analysis shows that the level of an employee6s job satisfaction is related to the

gender composition of the employee6s work group, and that the relationship of these

variables does not differ between male and female employees. +oth men and women

working in gender@balanced groups have higher levels of job satisfaction than those who

work in homogeneous groups. )mployees working in groups containing mostly men have

the lowest levels of job satisfaction, with those working in groups containing mostly

women falling in the middle. These results are consistent with predictions based on +lau6s

theory of social structure, that satisfaction would be highest for employees in more

heterogeneous groups

/cClellan$ B!000reviewed


19/67

investment. In organizations where leadership is most visible, the affect &emotional

behavior( of the leaders plays a major role. It could be seen clearly in the way some

teams Dwalk on tip toesD when the boss is Dhaving a bad day.D erhaps that6s why their

study showed the most effective leaders in the =2 Gavy use)' behaviors @@ they are

warmer, more outgoing, emotionally e-pressive, dramatic, and sociable. 3 study

conducted by him of


20/67

intelligence is at the core of relationships, and a sales ma-im is that/ relationships are

everything.D Just how much do relationship factors affect sales and the customer*s view

of your organizationN 3nd what internal skills do your people need to create customer

delightN :etEife selected salespeople on the basis of optimism @@ one of the emotional

intelligence competencies @@ they outsold other :etEife salespeople by


21/67

/att,e;s+ G.+


22/67

recent research that focused on emotion in the workplace, emotion intelligence, and the

emotional aspects of transformational leadership. They discussed the challenges that

global leaders face when dealing with emotions and emotional display in unfamiliar

cultures. Cinally, suggested the ways that increasing cultural intelligence might help

global leaders meet these challenges.

"9$it, Timson B!004 observes that it is one emotion that is purely up to the individual

to define and identify for herself. Cor workplace leaders, this knowledge can be very

useful in maintaining high levels of employee satisfaction within your company. 9iving

employees challenging &but not unrealistically so( and new opportunities and projects can

help keep them interested in doing their job, which can in turn keep productivity levels

high. This is also good to keep in mind when there is a job opening in your company8

hiring from within will not only save on training costs, it will also provide employees in

new positions with new challenges to keep them stimulated. Timson also notes that

another source of satisfaction is in knowing that you have done something well, so

leaders should also take care to offer genuine positive feedback. 7ompliments are

e-cellent motivators, if they are heartfelt, and they are free to give, so make sure your

employees know when they are doing a good job. High levels of employee satisfaction

are correlated to high levels of productivity and low levels of absenteeism, so companies

can save money by contracting a consulting firm to measure for employee satisfaction

and to identify areas that can be improved to increase employee satisfaction

/eein Alan B!00(that job satisfaction is one of those terms that might mean different

things to different people. Cor some there is no satisfaction in any kind of work. Cor

others, all their personal dignity comes from their job. Job satisfaction can be measured in

terms of money, status, benefits, pension schemes and holiday bonuses. 3 good employer

will, of course, acre about all of these issues. roductivity is however, their main

responsibility. 3t times, this sets up a conflict between a workers job satisfaction and

employers needs. This then is when unions appear most necessary. Their stated goal is to

assure workers rights and create a decent working environment. Thus, job satisfaction

does have an impact on union membership.


23/67

Sem%a A-$en B!00(e-plained the effect of emotional intelligence and its dimensions on

job satisfaction and organizational commitment of nurses had been investigated in this

study. This paper e-amined the relations among emotional intelligence, job satisfaction

and organizational commitment of nurses and the mediating effect of job satisfaction

between emotional intelligence and organizational commitment. It was found that job

satisfaction is a mediator between emotional intelligence and organizational commitment.

The other findings of the study was that self@emotional appraisal have direct effects on

organizational commitment whereas job satisfaction is a mediator between regulation of

emotion/ and organizational commitment.

Coo'e% Ca%- B!007 warned that even a modest drop in job satisfaction could and can

lead to emotional burnout of Dconsiderable clinical importance.D 4epression and an-iety

were now the most common reasons for people starting to claim long@term sickness

benefits, overtaking reported illnesses such as back pain. He said8D)mployers should

seriously look at tackling the conse!uences of job dissatisfaction and related health

problems with innovative policies. This would be a wise investment given the potential

substantial economic and psychological costs of unhappy or dissatisfied workers.

Borkers who are satisfied by and in their jobs are more likely to be healthier as well as

happier. Gew working practices and technological advances are rapidly changing the way

we work. :any jobs are becoming more automated and infle-ible. rganizations are

reducing their permanent workforce and converting to 6outsourcing6, which is increasing

feelings of job insecurity. These trends have contributed to a 6workaholic6 culture

throughout the =L and )urope@a climate that is impacting negatively in the levels of

enjoyment and satisfaction that employees gain from their work.D Eine workers at every

level are feeling these effects and most are unaware that something constructive can be

done. :anagement@ from senior to junior@ has a real part to play in developing )' within

the workplace, which is benefit, filled. +usinesses, which are progressive and forward

thinking, should consider )' awareness through education to benefit its most vital

resource@its employees. )motional Intelligence has been shown to develop people and

working practice which in its turn, improves that all important efficiency and bottom

line*.


24/67

Da*i$ B!007 This investigation among 1A" freshmen e-amined the association between

emotional intelligence &emotional@relevant abilities( and stress &feeling of inability to

control life events(, considering personality &self@perception of the meta@emotion traits of

clarity, intensity and attention( as a moderating variable. esults suggest that emotional

intelligence is potentially helpful in reducing stress for some individuals,, but

unnecessary or irrelevant for others. Be highlight results among the highly stressed

intense but confused participants in particular because they have average emotional

intelligence, but do not appear to use it, presumably because they lack confidence in their

emotional ability.

!"A#$%R-&

>. ):TIG3E IGT)EEI9)G7)

F. 4.1 Sala%-

4.1.1 Table

St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-

Disa%ee

18 #8 8 !7


25/67

2trongly 3gree

15$

3gree


26/67

6i9%e 4.!.1

Inte%'%etation: This shows that most of the employees are satisfied with the benefits that

are provided by EI+)TK as $ disagree and only ?$ strongly disagree that they are not

satisfied with the benefits that are provided to them by the company.

F 4.# 6%e9enc- an$ amo9nt of bon9ses

4.#.1 Table


Disa%ee

18 # 3 #0 7

2trongly 3gree

1"$

3gree


27/67

2trongly 3gree

15$

3gree


28/67

2trongly 3gree

1?$

3gree

$

2trongly 4isagree

A$

6i9%e 4.4.1

Inte%'%etation: $

disagree that there is no connection between pay and performance and A$ strongly

disagree to the statement.

F 4.( Sec9%it- an$ a$minist%ation of -o9% 'ension 'lans

4.(.1 Table

St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee

18 47 1# 17 4


29/67

2trongly 3gree

15$

3gree

>?$

Indifferent

1$

6i9%e 4.(.1

Inte%'%etation: :a-imum number of the respondents feel that there is security and

administration of their pension plans as >?$ of the respondents agree to the statement

and 15$ strongly agree and very less respondents disagree to the statement as only 1?$

disagree and >$ strongly disagree.

F 4. 5o%loa$

4..1 Table

St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-Disa%ee

!0 48 !0 8 !


30/67

2trongly 3gree

%#$

3gree

>5$

Indifferent%#$

4isagree

5$

2trongly 4isagree

%$

6i9%e 4..1

Inte%'%etation: The result shows that there is a lot of workload as >5$ of the

respondents agree and %#$ strongly agree that there is a e-cessive work load in

EI+)TK, %#$ of the respondents showed an indifferent attitude and very less disagree

i.e. only 5$ and %$ strongly disagree that their no workload in the company.

F 4.7 6le?ibilit- of ;o%in ,o9%s

4.7.1 Table


13 13 !1 #8 4


31/67

2trongly 3gree

1"$

3gree

1"$

Indifferent

%1$

4isagree

$

6i9%e 4.7.1

Inte%'%etation: This shows that most of the people are dissatisfied by the fle-ibility of

hours provided by EI+)TK as


32/67

2trongly 3gree

15$

3gree

>$

4isagree

1%$

2trongly 4isagree

%$

6i9%e 4.3.1

Inte%'%etation0 :ost of the respondents are satisfied by the physical working conditions

as >


33/67

2trongly 3gree

$

6i9%e 4.8.1

Inte%'%etation0 The result showed that most of the employees are dissatisfied with the

career advancement opportunities that are provided at EI+)TK as >$ strongly disagree whereas only


34/67

2trongly 3gree

$3gree15$

Indifferent

%"$

4isagree


35/67

2trongly 3gree

A$ 3gree

%#$

Indifferent

15$4isagree

>1$

2trongly 4isagree

1A$

6i9%e 4.11.1

Inte%'%etation0 The result shows that the employees don*t have any access to the ability

to take the decisions that affect them as most of them have shown a negative attitude

towards the statement as >1$ disagree and 1A$ strongly disagree whereas only A$

strongly agree and %#$ agree that they are able to influence the decisions that affect

them.

F 4.1! O''o%t9nit- to ;o% on inte%estin '%o)ects

4.1!.1 Table


17 #0 #7 10


36/67

2trongly 3gree

$ 3gree

1?$

Indifferent


37/67

2trongly 3gree

A$

2trongly 4isagree

1%$

6i9%e 4.1#.1

Inte%'%etation0 This shows that employees at EI+)TK are highly dissatisfied with the

training and seminars that are sponsored by the company and that employees have no

access to such seminars as most of the respondents disagree with the statement i.e. >A$

disagree and 1%$ strongly disagree where as only 1A$ agree and s 'olicies

4.14.1 Table


Disa%ee

1( #0 !0 #( 0


38/67

2trongly 3gree

1A$

3gree


39/67

2trongly 3gree

1#$

3gree


40/67

2trongly 3gree

1#$

3gree


41/67

Figure 4.17.1

Inte%'%etation0 this shows that employees are satisfied with their relation with their

supervisor to greater e-tent as >5$ of the respondents agree and 1A$ strongly agree with

the statement, 1A$ of the respondents shows an indifferent attitude and %1$ disagree that

they are not satisfied with their relation with the peers.

4.13 2o9% o*e%all satisfaction ;it, -o9% )ob

4.13.1 Table


1( ## 10 #7 (

2trongly 3gree

1A$

3gree

>5$

Indifferent

1A$

4isagree

%1$

2trongly 4isagree

#$


42/67

2trongly 3gree

1A$

3gree


43/67

2trongly 3gree

.%#.1 Table



44/67

1 #! 13 1 13

4isagree

1$

Indifferent

1"$

3gree


45/67

2trongly 3gree

1"$

3gree

%%$

Indifferent

%"$

4isagree

1"$

2trongly 4isagree

1>$

6i9%e 4.!1.1

Inte%'%etation: The result shows that 1"$ of people strongly agree that they are able to

motivate themselves to face the setbacks, %%$ agree with the statement, %"$ people

shows an indifferent attitude whereas 1"$ disagree and 1>$ strongly disagree that they

are unable to motivate themselves to face the setbacks.

F 4.!! I am calm 9n$e% '%ess9%e.

4.!!.1 Table


!1 18 3 !7 !(


46/67

2trongly 3gree%1$

3gree

15$

Indifferent

"$

4isagree

%?$

2trongly 4isagree

%A$

6i9%e 4.!!.1

Inte%'%etation: This shows that %1$ strongly agree and 15$ agree that they are able to

remain calm under pressure, which is very good for their work life where as %?$,

disagree and %A$ strongly disagree to manage the workload or pressure with calmness.

This shows that large population is unable to manage the workload or pressure whereas

"$ shows an indifferent attitude towards the statement.

F 4.!# I am effecti*e at listenin to ot,e% 'eo'le '%oblem

4.!#.1 Table



47/67

#4 !3 8 17 1!

2trongly 3gree

$

3gree%"$

Indifferent

5$

4isagree

1?$

2trongly 4isagree

1%$

6i9%e 4.!#.1

Inte%'%etation:This shows that $ of the respondents strongly agree that they are

effective at listening to other people problem and %"$ of the respondents agree, 5$

shows an indifferent attitude whereas 1?$ disagree and 1%$ strongly disagree that they

are not at all effective at listening to other*s problems. That means ma-imum respondents

at EI+)TK Etd. are effective at listening to their co@worker*s problems.

4.!4 I can et t,e 'eo'le calm $o;n in $iffic9lt sit9ation.

4.!4.1 Table


1 #( !0 18 10


48/67

2trongly 3gree

1$

3gree


49/67

2trongly 3gree

%%$

3gree

%?$Indifferent

1?$

4isagree

1A$

2trongly 4isagree

15$

6i9%e 4.!(.1

Inte%'%etation: This shows that %%$ of the respondents strongly agree that they are

easily able to shake@off their negative feelings, %?$ agree with the statement whereas

1A$ disagree and 15$ strongly disagree that they are unable to shake@off their negative

feelings. This shows that large numbers of respondents are able to easily shake@off theirnegative feelings.

F 4.! I am sensiti*e to t,e emotional nee$s of t,e ot,e%>s.

4.!.1 Table


Disa%ee

#8 47 14 0 0


50/67

2trongly 3gree?$

Indifferent

1>$

4isagree

#$

2trongly

4isagree

#$

6i9%e 4.!.1

Inte%'%etation: This statement reveals that ?$ agree to the statement and

1>$ shows an indifferent attitude towards this statement. This shows that ma-imum

people at EI+)TK Etd. are able to understand the needs of their colleagues, which is

good for the organization.

F 4.!7 Peo'le *ie; me as an effecti*e coac, fo% ot,e%s emotions.

>.%?.1 Table


Disa%ee

!4 #7 11 1( 1#


51/67

2trongly 3gree

%>$

3gree


52/67

2trongly 3gree

%5$

3gree

A1$

Indifferent

1#$

4isagree

1#$

2trongly

4isagree#$

6i9%e 4.!3.1

Inte%'%etation:This shows that %5$ of the respondents strongly agree, A1$ agree that

they are creative with the challenges of the life and always find new ways to face the

challenges of the life, which is again a good trait. 1#$ of the respondent*s don*t agree

with this statement as they found themselves not as much creative with life*s challenges.

F 4.!8 I %es'on$ a''%o'%iatel- to ot,e% 'eo'le>s moo$s+ moti*ation an$ $esi%es.

>.%5.1 Table


Disa%ee

18 !8 !( 17 10


53/67

2trongly 3gree

15$

3gree

%5$Indifferent

%A$

4isagree

1?$

2trongly 4isagree

1#$

6i9%e 4.!8.1

Inte%'%etation: This shows that most of the respondents respond appropriately to other

people*s mood as 15$ of the respondents strongly agree to the statement and %5$ agree

hence large number of the respondents are able to respond to the mood and desires of

other*s and motivate them appropriately where %A$ of the respondents shows an

indifferent attitude and 1#$ strongly disagree with the statement.

4.#0 I cannot sto' t,inin abo9t m- '%oblems.

4.#0.1 Table


Disa%ee

!( (8 7 #


54/67

2trongly 3gree%A$

3gree

A5$

Indifferent$

4isagree

?$

2trongly

4isagree


55/67

2trongly 3gree1>$

3gree

%>$

Indifferent

1>$

4isagree

%"$

2trongly 4isagree%#$

6i9%e 4.#1.1

Inte%'%etation:This statement shows that 1>$ of the respondents strongly agree that

they are capable of soothing themselves after upsetting moments, %>$ agree to the

statement, 1>$ of the respondents shows an indifferent attitude, %"$ disagree and %#$

strongly disagree that they are not unable to sooth themselves after upsetting moments.

4.#! I ;o%%- abo9t t,ins t,at ot,e% 'eo'le $ont e*en t,in abo9t.

4.#!.1 Table


Disa%ee

7 !0 !3 !8 1


56/67

2trongly 3gree?$

3gree

%#$

Indifferent

%"$

4isagree

%5$

2trongly 4isagree1$

6i9%e 4.#!.1

Inte%'%etation: This shows that very few respondents worry about things that other

people don*t even think about as only ?$ of the respondents strongly agree to the

statement and %#$ agree whereas %"$ of the respondents show an indifferent attitude.

:ost of the respondents disagree with the statement that they don*t worry about the

things that people don*t even think about and 1$ strongly disagree with the statement.

4.## I nee$ someones '9s, in o%$e% to et oin.

4.##.1 Table


1# #! 14 ! 1(


57/67

2trongly 3gree1


58/67

2trongly 3gree

%1$

3gree

$

4isagree

%A$

2trongly 4isagree

1>$

6i9%e 4.#4.1

Inte%'%etation: This shows that most of the respondents feel that their life is full of dead

ends as %1$ of the respondents strongly agree to the statement and $ shows an indifferent attitude and %A$ disagree, 1>$ strongly disagree to the

statement i.e. they don*t feel sometimes that life is full of dead ends.

4.#( I am not satisfie$ ;it, m- ;o% 9nless someone else '%aises it.

4.#(.1 Table


Disa%ee

!7 48 # 17 4


59/67

2trongly 3gree

%?$

3gree

>5$

Indifferent

$

6i9%e 4.#(.1

Inte%'%etation: This shows that most of the respondents are not satisfied unless someone

else praises it as %?$ of the respondents strongly agree to the statement and >5$ agreeand only $ strongly disagree that they are satisfied with

their work even if someone else don*t praise it.

4.# Peo'le ;,o a%e a;a%e of t,ei% neati*e feelins a%e bette% 'ilots of life.

>.


60/67

2trongly 3gree

%5$

3gree

#$

Indifferent

11$

4isagree

#$

2trongly

4isagree

#$

6i9%e 4.#.1

Inte%'%etation: This shows that ma-imum people agree that those having awareness of

their feelings are better pilots of their life that means such people are able to run their life

in a better way as #$ agree with the statement and no respondent disagree with the

statement and only 11$ shows an indifferent attitude.

STATISTICA TOO: CORREATION

&2POT&ESIS:

H#@ There is no correlation between job satisfaction and emotional intelligence.

Ha@ There is a correlation between job satisfaction and emotional intelligence.

7orrelation value of )motional intelligence and job satisfaction is ."A1

5e no;+

O#."A1

Coefficient of $ete%io%ationH B%! H B.3(1!


61/67

H 7!

?%$ variability in job satisfaction is employed by emotional intelligence.

Gow we check the probable error,

P.E H 1%!

N

H 10.7!

100

H 0.!3

10

H 0.0!3

Be know that,

r P.)QQQQQQQQQ..Go correlation

rR .)QQQQQQQQQ...Beak correlation

rR.)QQQQQQQQQ.2trong correlation. i.e. [#."AR#.1"]

Hence there is strong correlation.

% P.E

% H 0.3(1+ P.E H 0.0!3

0.3!!JJJJJJ0.373

(. S9mma%-

I have conducted this research by taking two variables, )motional Intelligence and Job

2atisfaction. The topic of my research is 2tudy of )motional Intelligence and it impact

on Job 2atisfaction/. This study is conducted on the employees of EI+)TK 2H)2

Etd.Larnal. The sample size of the study is 1##. It seems logical that emotionally

intelligent person is more job satisfied as compare to others and emotional !uotient can


62/67

be assumed as the major determinant of job satisfaction. Crom my study I have found the

correlation between the )motional Intelligence and Job 2atisfaction. The scope of the

study as there are number of footweart industries in India is limited up to certain

parameters, i.e. it is conducted on the employees working in EI+)TK 2H)2

Etd.Larnal. The research that is carried out is descriptive in nature and convenience

sampling is taken. The statistical tool, which is used for the study, is correlation, through

my research I have found that strong correlation e-ists between )motional Intelligence

and Job 2atisfaction. )ven it is found that employees in EI+)TK are more dissatisfied

by the e-trinsic benefits provided by the company rather than the intrinsic benefits and

the end suggestions are given to enhance the satisfaction level of employees.

Hence as there is a positive correlation between )motional Intelligence and Job

2atisfaction, at the time of selection and hiring of the employees, company should

conduct a test to check the )motional Intelligence of the employees and must provide

training and seminars to enhance the emotional !uotient.

6in$ins

There is a strong correlation between )motional Intelligence and Job 2atisfaction.

The value of correlation comes to be #."A.

)mployees are satisfied to greater e-tent with the intrinsic benefits provided by

the company like salary, benefits, amount and fre!uency of bonuses.


63/67

)mployees are dissatisfied to greater e-tent with the e-trinsic benefits provided

by the company like no participative management, less fle-ibility of working

hours, less carrier advancement opportunities which are very essential for growth

of the employees.

The major reason for dissatisfaction is no job security in EI+)TK as they are

changing their norms very !uickly they reduced the retiring age of an employee

from # to A" and have given only one month*s notice to an employee to leave the

organization which is wrong. They are opening new department*s and retrenching

old employees with 1 month even one day notice like they opened have opened

new department i.e. water jet looms for which they have closed various

department and have retrenched around 1%## employees with 1 week notice.

)mployees are highly dissatisfied as EI+)TK is not providing any opportunity

to work on interesting projects and employees are facing a lot of problem of job

monotony, which is affecting both their efficiency and effectiveness.

:ost of the employees are unhappy with their job and job profile.

)mployees are dissatisfied with the training and development programs organized

by the company.

'i(itations

3s the research is based on a sample, therefore findings may not reveal the factual

information about the research problem, though an utmost care was taken to select the

truly representative sample. 7arrying this survey was a great learning e-perience for me

but I faced some problems, which are listed below0

There is small sample size of the study due to organizational constraints.

:any of the respondents will not give response that makes the data collection

vague to certain e-tent.


64/67

nly a small part of Cootwear industry and small sample size is taken from

EI+TK Etd. To study the emotional intelligence which is not sufficient to predict

the e-act impact of its on job satisfaction.

9enerally the respondents were busy in their work and were not interested in

responding rightly.

espondents were reluctant to disclose complete and correct information about

themselves and the organization.

4ue to lack of awareness it is difficult to get proper data from the employees.

The last but the most important point that survey was carried through

'uestionnaire and the 'uestions were based on perception.

)mployees must be given new and interesting projects to work on and more of job

rotation and job enrichment must be done to decrease job monotony and increase

satisfaction.

(.# Recommen$ations

3s there is positive correlation between the )motional Intelligence and Job

2atisfaction. 2o at the time of selection and hiring of the employees, they must

conduct a test to check the )motional Intelligence of the employees.

There should be proper training given to the employees on enhancing the

emotional !uotient and developing their )motional Intelligence traits orcharacteristics.

Bhen asked for suggestion, most of the employees perceived and portrayed

incentives plan to be a strong reason or motivator to be satisfied in the

organization.


65/67

There should be participative management in the organization as most of the

employees feel that their views and ideas should be valued and considered.

Training should be given for skills inventory enhancement.

Bork hours should be provided.

)mployees must be provided with more job security and all the terms and

conditions regarding retirement must be defined clearly and if company wants to

do any change, it must be done through proper amendment and employee must be

informed about any amendment at least 1 or si- months before, not 1 week or 1

month.

7ompany must focus more on team building interventions to promote superior

subordinate relationship.

Concl9sion

2o it could be concluded that there is a strong correlation between )motional Intelligence

and Job 2atisfaction and there should be proper training given to the employees for

enhancing the emotional !uotient and developing their )motional Intelligence traits or

characteristics. )motional competence is the single most important personal !uality that

each of us must develop and access to e-perience a breakthrough. erhaps many of the

companies e-periencing powerful results from )' have done so with a modest

investment of time and money. The 3merican )-press Cinancial 3dvisors project started


66/67

with 1% hours of training. The 2heraton turn@around included less than %> hours of )'

training. The 3ir Corce project cost around M1#,### in assessments. In other words,

improving organizational )' is within reach S and the return far e-ceeds the investment.

3s there is positive correlation between the )motional Intelligence and Job 2atisfaction

so at the time of selection and hiring of the employees, they must conduct a test to check

2eth )motional Intelligence of the employees which will help in reducing the

dissatisfaction among the employees and will help in enhancing their satisfaction with the

job and their overall satisfaction with the company.

. IIOGRAP&2

"o9%nals

9oleman, 4. &155"(, $or%ing with Emotional Intelligence, +antam +ooks, Gew

Kork, GK, .

Hay9roup &%###(+ DTransformational leadership as management of emotion0 a

conceptual reviewD, in 3shkanasy, G., Hartel, 7.).J., erbe, B.J. &)ds(,Emotions

in the $or%place& Research, 'heory, and ractice, 'uorum +ooks, Bestport, 7T,

pp.%%1@


67/67

:c7lelland &%###(,'he Emotional )uotient In*entory (E)-I#& 'echnical +anual,

:ulti@Health 2ystems, Toronto, .

+oal, L.+., Hooijberg, . &%###(, D2trategic leadership research0 moving onD, 'he

eadership )uarterly early Re*iew of eadership, Fol. 11 Go.>, pp.A1A@A#.

+enjamin 2chneider &%##1(, DThe )I debate0 emotionally challengedD, eople

+anagement, Fol. ? Go.", pp.>#.

5ebsites

http0;;www.australianbusinesstraining.com.au;emotionali!.html

http0;;www.emotionalintelligence.co.uk;inde-.htm

http0;;www.lynnleadership.com;highUpotentials.htm

http0;;www.ihhp.com;businessUcase.htm

http0;;www.e!performance.com;pdf;IUcaseU2heraton.pdf

http0;;www.articleclick.com;3rticle;)motional@Intelligence@Training@@7ase@

2tudy@@@:edrad;1#

Emotional Intelligencedrewrw

Documents

Transcript of Emotional Intelligencedrewrw