emotional intelligence among hr professionals
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To know about the level of Emotional intelligence among HR ProffessionalsTRANSCRIPT
A STUDY ON EMOTIONAL INTELLIGENCE AMONG HR
PROFESSIONALS
ADissertation
Submitted to the
UNIVERSITY OF MADRAS
In partial fulfillment of the requirement for the degree of
M.A
IN
SOCIAL WORK
2008-2010
BY
R.MOHAMED MAMOON KASHIM
Reg No. K820110
DEPARTMENT OF SOCIAL WORK
MAR GREGORIOS COLLEGE
CHENNAI – 600 037.
CERTIFICATE
This is to certify that the dissertation entitled “A Study On Emotional Intelligence
Among HR Professionals” is an independent work carried out by
R.Mohamed.Mamoon Kashim, a full time Student of Master of Social Work, Mar
Gregorios College, Mogappair West, Chennai -37 during the period of her study in the
Academic year 2008 – 2010 in the field of Human Resources and Management.
This dissertation is entirely an independent work on the part of the candidate under my
guidance and supervision.
Fr. John Peter Ms.R.Udhaya Selvi
Head, Department of Social Work Research Guide
iDECLARATION
I, R.Mohamed Mamoon Kashim, final year of M.A. Social Work Student of Mar
Gregorios College, Mogappair West, Chennai- 600 037, would like to declare that the
project titled “A study on Emotional Intelligence Among HR Professionals” is my
original work towards the partial fulfillment of Masters of Arts in Social Work degree.
Place: Chennai R.Mohamed Mamoon Kahim
Date: 05-03-2010
IiACKNOWLEDGEMENT
I thank the almighty for his abundant blessings and good health for me to complete this
project.
I would like to extend my sincere thanks to Rev.Fr. Johnson Parackel, secretary, for his
continuous support and encouragement for completion of this project.
I am thankful to the Principal of our college Dr.Amirtham for fostering an excellent
academic climate which enabled me to succeed in the project completion.
I would like to thank Rev Fr. John Peter M.A., M.phil, Head of the Department, for his
constant guidance and encouragement. I would like to extend my heart felt gratitude to
my guide Ms.R.Udhaya Selvi, MA(Social Work)., (M.Phil), for his guidance, motivation
and support through every stage of my research
I am thankful to all the faculties of the Department of Social work for their
encouragement.
I thank all the respondents for their kind cooperation extended during the data collection.
Last bus not least my sincere thanks the librarians of, Connemera Library, and Madras
School of Social work for their assistance in helping me to collect the secondary data.
Place: Chennai R.Mohamed Mamoon Kashim
Date: 05-03-2010
iiiABSTRACT
The researcher did the study titled “A Study of Emotional Intelligence among
HR Professional “in Chennai. To determine the Emotional Intelligence level of HR Pro-
fessionals.
The researcher chose Descriptive design for his study. The Researcher took 50 as
his sample among the universe of 175 in the industry. The samples were selected through
simple Random sampling method.
The Researcher find that says that majority of people has medium level of
emotional intelligences this indicates that majority of the HR Respondents were the
productive period of their life and have to improve their Emotional Intelligence.
With the help of the questionnaire the researcher draw the findings and based on
findings the researcher gave suggestions like HR Professional has participated various
Emotional Intelligences Programme, online test and The organization could take effort to
train the HR respondent and impart knowledge regarding the importance and
effectiveness of Emotional Intelligence.
iv
TABLE OF CONTENT
S. No. PARTICULARS PAGE No.
1 Certificate i
2 Declaration ii
3 Acknowledgement iii
4 Abstract iv
5 Table of Content v
6 List of Table vi
7 List of Diagram vii
8 Chapter I Introduction 1
9 Chapter II Review of Literature 8
10 Chapter III Data Analysis and Interpretation 35
11 Chapter IV Findings 60
12 Chapter V Suggestions and Conclusion. 66
13 Bibliography
14 Annexure (Questionnaire)
v
LIST OF TABLES
TABLE NO. TITLE PAGE NO.
1. Age of the Respondents 35
2. Gender of the Respondents 36
3. Designation of the Respondents 37
4. Years of Experiences 38
5. Education Qualification 39
6. Martial status of the Respondents 40
7. Income of the Respondents 41
8. Awareness of the Emotional Intelligences 42
9. Component Shaping Emotional Intelligences 45
10. Role of Emotional Intelligence in Crises Situation
49
11. Emotional Intelligences in Decision Making Process
52
12. Emotional Intelligence as a Self Motivation Factor
53
vi
LIST OF DIAGRAM
DIAGRAM NO. TITLE PAGE NO.
1. Emotional Intelligence helps in Unhealthy Emotion
43
2. Emotional Intelligence helps in increasing Empathy level
44
3. Emotional Intelligences in Job Performances 46
4. Role of Emotional Intelligence in Work Environment
47
5. Intelligence Quotients and Emotional Intelligence 48
6. Cadre Needing Emotional Intelligence 50
7. Benefits of Training Program 51
8. Emotional Intelligence aiding in Communication 53
9. Emotional Intelligence aiding in Team Work 55
10. Emotional Intelligence aiding in Leadership 57
11. Emotional Intelligence aiding in Problem Solving 58
12. Emotional Intelligence Test 59
Vii
DEDICATION
TO MY
Loving PARENTS
AND
BELOVED FRIENDS
CHAPTER - I
INTRODUCTION & METHODOLOGY
CHAPTER - II
REVIEW OF LITERATURE
CHAPTER - III
ANALYSIS & INTERPRETATION
CHAPTER - IV
MAIN FINDING’S
CHAPTER - V
SUGGESTIONS & CONCLUSION
BIBLIOGRAPHY
QUESTIONAIRE
A STUDY ON EMOTIONAL INTELLIGENCE AMONG HR
PROFESSIONAL
Emotional Intelligence is increasingly relevant to organizational development and
developing people, because the EQ principles provide a new way to understand and
assess people's behaviors, management styles, attitudes, interpersonal skills, and
potential. Emotional Intelligence is an important consideration in human resources
planning, job profiling, recruitment interviewing and selection, management
development, customer relations and customer service, and more. Emotional Intelligence
links strongly with concepts of love and spirituality: bringing compassion and humanity
to work, and also to 'Multiple Intelligence' theory which illustrates and measures the
range of capabilities people possess, and the fact that everybody has a value.
The EQ concept argues that IQ, or conventional intelligence, is too narrow; that
There arc wider areas of emotional intelligence that dictate and enable how successful we
arc. Success requires more than IQ (Intelligence Quotient), which has tended to be the
traditional measure of intelligence, ignoring essential behavioral and character elements.
People who arc academically brilliant and yet arc socially and inter-personally inept. And
we know that despite possessing a high IQ rating, success docs not automatically follow.
STATEMENT OF PROBLEM
In today’s business scenario it is very essential how one manages oneself and
people around. To a great extent both managing oneself and people around largely
depends upon how when one manages emotions. Thus, in emotional intelligence the
individual should motivate their emotion especially stress to balance and stable in facing
with various type of situation. There are two minds one the rational mind and other is
emotional mind. The general belief is that individual act logically if they use their
rational mind and on the other hand they act done using emotional mind is the rather
impulsive and irrational. Through the emotion mind seems to be impulsive it is powerful.
Indian industries has varies sector with different dimensions such as, speed,
quality and service. Indian industries to depend on ‘Software – based’ solution for
intergradations their business activities with global markets knowledge management and
the emotional competencies of the workers are the major challenges today.
In one’s professional life there is a need for a constant interaction of state mind.
Today employees do not merely survive on how well he does the job but also how well
he manages the people around. The consequence of not manage emotional careful and
pressure of life can make individual should face with hard stress and pressure as long as
world become small, human life have change that improve toward life full with
sophisticated and human now not move more or just sitting at home every time because
of momentum of affiliation succession. So, it will force individual to move and go
anywhere just limited place. At the same time, world feel become challenge. So that,
stress can arises to individual life. Individual should manage their life regulated nicely.
Every human in our life have their own special intelligence or special skill. To solve the
stress problem, individual should manage themselves by using emotional intelligence.
From this, individual tend to decrease their stress level and increase their unique
intellectual, Emotional Intelligence.
NEED AND IMPORTANCE OF STUDY
Emotional Intelligence strengthens our current understanding of both
emotions and intelligence. It enriches our sense of the functionality of human emotion
and the breadth of human intelligence. EI also directs attention to the role of emotion at
home, in schools, and at the workplace and how the effects of emotion may ripple
through groups and society. It helps to explore our own emotions and its impact on
performance – self-awareness.
Emotional intelligence (EI) that reflects how an individual’s potential for
mastering the skills of Self-Awareness, Self-Management, Social Awareness, and
Relationship Management translates into on-the-job success.
More organization is embarking on a journey to make them more
emotionally intelligence as they believe that an organization collection emotional
intelligence has impact on the bottom line or income revenue. One British Psychologist in
Singapore would say “emotional intelligence falls under the umbrella of skills and
behaviors, which are needed for good managers. Companies are bottom-line driven. Yes,
but it is people who reach those financial targets. These practices are similar with the
emotional competencies that typify top-performing individuals. “Emotional Intelligence
is a significant factor in terms of performance. It is about the well being of individuals.
OBJECTIVES OF THE STUDY
General Objective
To study the Emotional Intelligence level among HR Professionals.
Specific Objective
To assess the awareness level of emotional intelligence.
To examine the impact of emotional intelligences in work place.
To ascertain its importance in certain key performance area.
To find the required EI level for the respondent to lead life successful personal &
professional life.
RESEARCH METHODLOGY
FIELD OF STUDY
The researcher did the study among the HR Professionals in Chennai.
PILOT STUDY
The researcher made a pilot study with some of HR professionals before starting
the research in order to know the feasibility of conducting research study on emotional
intelligence among HR professionals.
RESEARCH DESIGN
The researcher adopted Descriptive - Research Design for this study as he
described the emotional intelligence level of HR Professionals and the study brings out
the various characteristics Emotional intelligence.
SAMPLING METHOD
The sampling method adopted by the researcher was Convenient Sampling.
SOURCE OF DATA COLLECTION
Primary Data was collected from the respondent.
The researcher is used a questionnaire to collect the primary data related to the
study.
Secondary Data
The secondary sources of data collection were information obtained from
books, research dissertation, magazines, journals and websites.
TOOL FOR DATA COLLECTION
The researcher used questionnaire to collect data for the study. The
questionnaire was made by the researcher under the guidance of research guide.
PREPARATION OF TOOL
The questionnaire was prepared in English The researcher used Emotional
Intelligence Rating Scale to determine the level of HR Professionals in Chennai.
PRE-TEST
To test the relevance of the questionnaire after getting approved from
the project guide the Researcher conducted the pre tested on five respondents in the field
of study. After the pre –test HR Professionals gave some valuable tips to the researcher
and ask the researcher to modify the questionnaire in short form, which looks like a
lengthy format. The researcher came with the final draft of the questionnaire after making
necessary changes
ACTUAL COLLECTION OF DATA
The actual data was collected from 25th Feburay 2010 to 15th March 2010 from
the target population.
LIMITATIONS OF THE STUDY
The study is limited within Chennai. Elaborated study could not be conducted
due time constraints. Naturally the maximum respondents are in the age group of 20- 30
so other are less in number. The researcher restricted the sample size to 50 only. Thus a
results arrived at the end may not be the same for the entire universe. There are chances
of the respondents not furnishing true information, which may affect the validation of the
study.
DEFINITION OF TERMS
Conceptual Definition
Emotions
“A feeling and it distinctive thoughts, psychological and biological states and range of
Propensities to act”.
- Daniel Goleman, 1996.
Intelligence
“Intelligence is the ability to learn about, learn from, understand, and interact with one’s
environment. “
- Carol Bainbridge
Emotional Intelligence
“ The mental ability we are born with which given as out emotional sensitivity
and our potential for emotion learning management skills which can help us maximize
our long term health, happiness and survival ”.
- Salovery & Mayor 1990.
“Emotional intelligence is the ability to motivate oneself and persist in the face of
frustration, to control Impulse and delay gratification, to regulate one’s moods and help
distress form swapping the ability to think, to empathize and the hope”.
- Daniel Goleman, 1996.
CHAPTERISATION
Chapter I contains Introduction and Methodology
Chapter II contains Review of Literature of the study
Chapter III contains Analysis and Interpretation of the study
Chapter IV contains Main Findings of the study
Chapter V contains Suggestions and Conclusion.
REVIEW OF LITERTURE
Definition:
“Emotional intelligence is the innate potential to feel, use, communicate, recognize, re-
member, learn from, manage and understand emotions”
- Hein
“The ability to monitor one's own and others' feelings and emotions, to discriminate
among them and to use this information to guide one's thinking and actions”
- Salovey and Mayer (1990)
Emotional Intelligence - Two Aspects
This is the essential premise of EQ: to be successful requires the effective awareness,
control and management of one's own emotions, and those of other people. EQ embraces
two aspects of intelligence:
Understanding yourself, your goals, intentions, responses, behavior and all.
Understanding others, and their feelings.
Emotional Intelligence - The Five Domains
Goleman identified the five 'domains' of EQ as:
1. Knowing your emotions.
2. Managing your own emotions.
3. Motivating your self.
4. Recognizing and understanding other people's emotions.
5. Managing relationships, i.e., managing the emotions of others.
Emotional Intelligence embraces and draws from numerous other branches of behav-
ioral, emotional and communications theories, such as NLP (Neuro-Linguistic Program-
ming), Transactional Analysis, and empathy. By developing our Emotional Intelligence
in these areas and the five EQ domains 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 Emotional Intelligence development also contain
many elements known to reduce stress for individuals and organizations, by decreasing
conflict, improving relationships and understanding, and increasing stability, continuity
and harmony.
Origins of the Concept
The most distant roots of Emotional intelligence can be traced back to Darwin’s early
work on the importance of emotional expression for survival and adaptation. In the
1900's, even though traditional definitions of intelligence emphasized cognitive aspects
such as memory and problem-solving, several influential researchers in the intelligence
field of study had begun to recognize the importance of the non-cognitive aspects. For
instance, as early as 1920, E. L. Thorndike at Columbia University used the term social
intelligence to describe the skill of understanding and managing other people. 4
Similarly, in 1940 David Wechsler described the influence of no intellective factors on
intelligent behavior, and further argued that our models of intelligence would not be
complete until we can adequately describe these factors. In 1975, Howard Gardner's
Frames of Mind: The Theory of Multiple Intelligences introduced the idea of Multiple
Intelligences which included both Interpersonal intelligence (the capacity to understand
the intentions, motivations and desires of other people) and Intrapersonal intelligence
(the capacity to understand oneself, to appreciate one's feelings, fears and motivations).
In Gardner's view, traditional type’s intelligence, such as IQ, fail to fully explain
cognitive ability. Thus, even though the names given to the concept varied, there was a
common belief that traditional definitions of intelligence are lacking in ability to fully
explain performance outcomes.
A Few Principles of Emotions
All humans have basic emotional needs.
Each of us has similar, but different emotional needs.
Emotional needs vary more in degree than in needs.
Emotional needs are more basic and more important that “Rights”
Negative feelings are indication of our Unmet Emotional Needs (UEN’s)
Feelings are real and are not debatable.
Invalidation destroys self esteem.
High self esteem is need for productivity, job satisfaction, and customer service.
Group harmony requires both natural need satisfaction and natural respect of
feelings.
Importance of Emotions
Our bodies communicate with us and others to tell us what are need.
The better our communication, the better we feel.
Emotions help us established our boundaries.
Emotions have the potent ional to unite and connect us.
Emotions can serve as our inner moral and ethical compass.
Emotions can essential for good decision making.
“What doesn’t feel good to us normally doesn’t feel good to others. But to understand the
importance of this, we must first be in much with our own feelings”
Concepts in Emotional Intelligence
Conflict Resolution:-
The ability to de-escalate conflicts and to use conflict as a source of value
feedback and improvement. The treatment of feelings both that of the customer and of the
employees, as an important variable in the total success formula.
Customer Service:-
Learning how to help your customer feel hard, understood, helped, served,
respected, valued and important.
High technology Management:-
Helping technical experts improve their emotions & people skills i.e. creating a
high-tech, high touch workplace.
Hiring & Placement:-
Selecting employees with relatively high emotional intelligence and EQ and
Better placement matching.
Turn Over:-
Turnover reduction through helping employees feel appreciated recognized,
supported, challenged, rewarded and respected.
Training:-
Raising EQ at all levels of the business through emotional literacy and EQ
awareness workshop.
Corporate Culture (or) Climate:-
Creating an environment were employees feel shape, trusted, special, needed,
included, motivated, respected and valued.
Productivity:-
Developing intrinsic motivation, increasing employee commitment, cooperation
and cohesion. Reducing lost time spent on conflicts, turf battles defensiveness and
insecurity.
Goal setting:-
Setting goals with include feelings, for example, stating the goal that we want
customers to feel satisfied, appreciated etc. and setting similar goals for example, and
then getting feed back on feelings and measuring and tracking performance.
THE EMOTIONAL COMPETENCE FRAMEWORK
1. PERSONAL COMPETENCE
SELF - AWARENESS
Emotional awareness: Recognizing one’s emotions and their effects. People with this
Competence:
Know which emotions they are feeling and why
Realize the links between their feelings and what they think, do, and say
Recognize how their feelings affect their performance
Have a guiding awareness of their values and goals
Accurate self-assessment: Knowing one’s strengths and limits. People with this
Competence are:
Aware of their strengths and weaknesses
Reflective, learning from experience
Open to candid feedback, new perspectives, continuous learning, and self
development
Able to show a sense of humor and perspective about themselves
Self-confidence: Sureness about one’s self-worth and capabilities. People with this
competence:
Present them with self-assurance; have .presence.
Can voice views that are unpopular and go out on a limb for what is right
Are decisive, able to make sound decisions despite uncertainties and pressures
SELF - REGULATION
Self-control: Managing disruptive emotions and impulses. People with this competence:
Manage their impulsive feelings and distressing emotions well
Stay composed, positive, and unflappable even in trying moments
Think clearly and stay focused under pressure
Trustworthiness: Maintaining standards of honesty and integrity. People with this
Competence:
Act ethically and are above reproach
Build trust through their reliability and authenticity
Admit their own mistakes and confront unethical actions in others
Take tough, principled stands even if they are unpopular
Conscientiousness: Taking responsibility for personal performance. People with this
competence:
Meet commitments and keep promises
Hold themselves accountable for meeting their objectives
Are organized and careful in their work
Adaptability: Flexibility in handling change. People with this competence:
Smoothly handle multiple demands, shifting priorities, and rapid change
Adapt their responses and tactics to fit fluid circumstances
Are flexible in how they see events
Innovativeness: Being comfortable with and open to novel ideas and new information.
People with this competence:
Seek out fresh ideas from a wide variety of sources
Entertain original solutions to problems
Generate new ideas
Take fresh perspectives and risks in their thinking
SELF – MOTIVATION
Achievement drive: Striving to improve or meet a standard of excellence. People with
this competence:
Are results-oriented, with a high drive to meet their objectives and standards
Set challenging goals and take calculated risks
Pursue information to reduce uncertainty and find ways to do better
Learn how to improve their performance
Commitment: Aligning with the goals of the group or organization. People with this
competence:
Readily make personal or group sacrifices to meet a larger organizational goal
Find a sense of purpose in the larger mission
Use the group’s core values in making decisions and clarifying choices
Actively seek out opportunities to fulfill the groups mission
Initiative: Readiness to act on opportunities. People with this competence:
Are ready to seize opportunities
Pursue goals beyond what’s required or expected of them
Cut through red tape and bend the rules when necessary to get the job done
Mobilize others through unusual, enterprising efforts
Optimism: Persistence in pursuing goals despite obstacles and setbacks. People with this
competence:
Persist in seeking goals despite obstacles and setbacks
Operate from hope of success rather than fear of failure
See setbacks as due to manageable circumstance rather than a personal flaw
2. SOCIAL COMPETENCE
SOCIAL AWARENESS
Empathy: Sensing others. Feelings and perspective, and taking an active interest in their
concerns. People with this competence:
Are attentive to emotional cues and listen well
Show sensitivity and understand others perspectives
Help out based on understanding other people’s needs and feelings
Service orientation: Anticipating, recognizing, and meeting customer’s needs. People
with this competence:
Understand customers needs and match them to services or products
Seek ways to increase customer’s satisfaction and loyalty
Gladly offer appropriate assistance
Grasp a customer’s perspective, acting as a trusted advisor
Developing others: Sensing what others need in order to develop, and bolstering their
abilities People with this competence:
Acknowledge and reward people’s strengths, accomplishments, and development
Offer useful feedback and identify people’s needs for development
Mentor, give timely coaching, and offer assignments that challenge and grow a
person’s skills.
Leveraging diversity: Cultivating opportunities through diverse people. People with this
competence:
Respect and relate well to people from varied backgrounds
Understand diverse worldviews and are sensitive to group differences
See diversity as opportunity, creating an environment where diverse people can
thrive
Challenge bias and intolerance
Political awareness: Reading a group emotional currents and power relationships.
People with this competence:
Accurately read key power relationships
Detect crucial social networks
Understand the forces that shape views and actions of clients, customers, or
competitors
Accurately read situations and organizational and external realities
SOCIAL SKILLS
Influence: Wielding effective tactics for persuasion. People with this competence:
Are skilled at persuasion
Fine-tune presentations to appeal to the listener
Use complex strategies like indirect influence to build consensus and support
Orchestrate dramatic events to effectively make a point
Communication: Sending clear and convincing messages. People with this competence:
Are effective in give-and-take, registering emotional cues in attuning their
message
Deal with difficult issues straightforwardly
Listen well, seek mutual understanding, and welcome sharing of information fully
Foster open communication and stay receptive to bad news as well as good
Leadership: Inspiring and guiding groups and people. People with this competence:
Articulate and arouse enthusiasm for a shared vision and mission
Step forward to lead as needed, regardless of position
Guide the performance of others while holding them accountable
Lead by example
Change catalyst: Initiating or managing change. People with this competence:
Recognize the need for change and remove barriers
Challenge the status quo to acknowledge the need for change
Champion the change and enlist others in its pursuit
Model the change expected of others
Conflict management: Negotiating and resolving disagreements. People with this
competence:
Handle difficult people and tense situations with diplomacy and tact
Spot potential conflict, brings disagreements into the open, and helps deescalate
Encourage debate and open discussion
Orchestrate win-win solutions
Building bonds: Nurturing instrumental relationships. People with this competence:
Cultivate and maintain extensive informal networks
Seek out relationships that is mutually beneficial
Build rapport and keep others in the loop
Make and maintain personal friendships among work associates
Collaboration and cooperation: Working with others toward shared goals. People with
this competence:
Balance a focus on task with attention to relationships
Collaborate, sharing plans, information, and resources
Promote a friendly, cooperative climate
Spot and nurture opportunities for collaboration
Team capabilities: Creating group synergy in pursuing collective goals. People with this
competence:
Model team qualities like respect, helpfulness, and cooperation
Draw all members into active and enthusiastic participation
Build team identity, esprit de corps, and commitment
Protect the group and its reputation; share credit.
MIXED MODELS OF EMOTIONAL INTELLIGENCES
The Emotional Competencies (Goleman) Model
The EI model introduced by Daniel Goleman [13] focuses on EI as a wide array
of competencies and skills that drive managerial performance, measured by multi-rater
assessment and self-assessment (Bradbury and Greaves, 2005). In Working with
Emotional Intelligence (1998), 5 Goleman explored the function of EI on the job, and
claimed EI to be the strongest predictor of success in the workplace, with more recent
Confirmation of these findings on a worldwide sample seen in Bradbury and Greaves,
"The Emotional Intelligence Quick Book" (2005). Goleman's model outlines four main
EI CONSTRUCTS:
1. Self-awareness
The ability to read one's emotions and recognize their impact while using gut feelings to
guide decisions.
2. Self-management
Involves controlling one's emotions and impulses and adapting to changing
circumstances.
3. Social awareness
The ability to sense, understands, and reacts to other's emotions while comprehending
social networks.
4. Relationship management
The ability to inspire, influences, and develops others while managing conflict.
Goleman includes a set of emotional competencies within each construct of EI.
Emotional competencies are not innate talents, but rather learned capabilities that must be
worked on and developed to achieve outstanding performance. Goleman posits that
individuals are born with a general emotional intelligence that determines their potential
for learning emotional competencies.
HISTORICAL ROOTS OF THE EMOTIONAL INTELLIGENCES:
When psychologists began to write and think about intelligence, they focused on
cognitive aspects, such as memory and problem-solving. However, there were re-
searchers who recognized early on that the non-cognitive aspects were also important.
For instance, David Wechsler defined intelligence as "the aggregate or global capacity of
the individual to act purposefully, to think rationally, and to deal effectively with his en-
vironment”. As early as 1940 he referred to "non-intellective" as well as "intellective" el-
ements, by which he meant affective, personal, and social factors. Furthermore, as early
as 1943 Wechsler was proposing that the non-intellective abilities are essential for pre-
dicting one’s ability to succeed in life. He wrote:
The main question is whether non-intellective, that is affective and cognitive abilities, are
admissible as factors of general intelligence. (My contention) has been that such factors
are not only admissible but necessary. I have tried to show that in addition to intellective
there are also definite non-intellective factors that determine intelligent behavior. If the
foregoing observations are correct, it follows that we cannot expect to measure total intel-
ligence until our tests also include some measures of the non-intellective factors
Wechsler was not the only researcher who saw non-cognitive aspects of intelligence to be
important for adaptation and success. Robert Thorndike, to take another example, was
writing about "social intelligence" in the late thirties. Unfortunately, the work of these
early pioneers was largely forgotten or overlooked until 1983 when Howard Gardner be-
gan to write about "multiple intelligence." Gardner proposed that "intrapersonal" and "in-
terpersonal" intelligences are as important as the type of intelligence typically measured
by IQ and related tests.
Now let us switch our historical lens to I/O psychology. In the 1940s, under the direction
of Hemphill, the Ohio State Leadership Studies suggested that "consideration" is an im-
portant aspect of effective leadership. More specifically, this research suggested that
leaders who are able to establish "mutual trust, respect, and a certain warmth and rapport"
with members of their group will be more effective. At about the same time, the Office of
Strategic Services developed a process of assessment based on the earlier work of Murray
that included the evaluation of non-cognitive, as well as cognitive, abilities. This process
evolved into the "assessment center," which was first used in the private sector at AT&T
in 1956. Many of the dimensions measured in assessment centers then and now involve
social and emotional competencies such as communication, sensitivity, initiative, and in-
terpersonal skills.
I could cite other strands of research and theory, but I think it is clear that by the early
1990s, there was a long tradition of research on the role of non-cognitive factors in help-
ing people to succeed in both life and the workplace. The current work on emotional in-
telligence builds on this foundation.
SKILLED WITH EMOTIONAL INTELLIGENCE?
Emotional intelligence is a requisite skill which can give you the winning edge to score
over all competition at the workplace. EJ Sarma explains how
For years human resource professionals, corporate trainers, recruiters, managers and oth-
ers have known what sets apart the average performers from the stars. It is not technical
skills, nor intelligence. It is something else, something that you knew it if you saw it, but
which was difficult to clearly define. It was people skills. After many years of talking
about people skills, those of us in the business of training, coaching, managing and hiring
have been vindicated. We can replace it with an objective, measurable term—emotional
intelligence. Those who have never valued the ability to read people and understand emo-
tions because these were soft skills and could not be measured will have to rethink their
stand. Emotional intelligence is a set of abilities.
We can classify emotional intelligence into four related parts:
Identifying emotions—the ability to correctly identify how people are feeling. Using
emotions—the ability to create emotions and to integrate your feelings into the way you
think. Understanding emotions—the ability to understand the causes of emotions. Manag-
ing emotions—the ability to figure out effective strategies that use your emotions to help
you achieve a goal.
MEASURING EMOTIONAL INTELLIGENCE
Different approaches to the measurement of emotional intelligence are available. But ev-
ery measure of emotional intelligence is tied to a particular definition. To measure emo-
tional skills or to test emotional intelligence as the ability to reason with and about emo-
tions, one needs to use an ability test.
Here are ways in which emotional intelligence assists us in our work, based upon the
four-branch theory of emotional intelligence.
Identifying emotions:
Need to be aware of one’s feelings so that one is not blinded by emotions
Being aware of other’s emotions is a key to working with people
Using Emotions:
Creative ideas can come from the ability to generate a mood or an emotion.
Empathy for people.
Understanding emotions:
Know what motivates people.
Understand other people’s point of view.
Understand and handle team interactions.
Managing emotions:
Be aware of your emotions and use them to solve problems.
When disappointed try to find out the cause and take remedial measures.
CAREER DEVELOPMENT
Emotional intelligence plays an important role in many areas of our lives. A recent book
on the best career opportunities closely examined the skills and aptitudes required to suc-
ceed at those jobs with a future. Career Smarts: Jobs with a Future (Ballantine, 1997), by
career expert Martin Yates, discusses the role of emotional intelligence in careers and ac-
tually rates the level of emotional intelligence required for each field.
Some jobs do not require a great deal of emotional intelligence. These careers focus
mainly on tasks, which can be accomplished individually or by working with others in
fixed, set or structured ways. That is not to say that if you have a high level of emotional
intelligence that you won’t succeed in these careers. Emotional intelligence may be just
the thing that sets you apart from your colleagues and leads you to success in the work-
place. Some jobs involve working in informal teams, or require empathizing with and un-
derstanding others. Without high level of emotional intelligence, one may find these ca-
reers to be difficult, or perhaps less satisfying.
MANAGEMENT DEVELOPMENT
Emotional intelligence enhances management skills. It is a set of abilities which can as-
sist managers in several, critical ways.
Flexible planning: Managers who are emotionally intelligent use their emotions to adapt
their plans. They do not ignore uncomfortable facts. Emotionally intelligent behavior
helps managers plan better in many ways:
Change plans to meet the need of the moment
Adapt to different situations.
Consider a variety of possible actions.
Come up with alternate plans.
Do not consistently do the same thing.
Do not stick to the plan when it doesn’t work out.
Motivation: Emotionally intelligent managers are able to understand their emotions and
those of others, in order to help them motivate their staff and themselves. Emotionally in-
telligent managers:
Get people to keep going, even when they want to give up.
Get people to try again after failing at something.
Motivate others/ self.
Get things done.
Decision-making: Managers are called upon to make decisions based upon strong emo-
tions. When the emotions are not dealt with in a constructive way it can lead to bad deci-
sions. Emotionally intelligent managers make better decisions by:
Using emotions to improve thinking.
See things clearly even when feelings are overpowering.
Make good, solid decisions even when angry.
Do not react out of anger.
Balance their thoughts and their feelings.
Make decisions based on their head and their heart.
Do not let strong emotions blind them.
Team effectiveness: When working in a team environment, the skill of emotional intelli-
gence becomes even more important to the job. The key is to work efficiently with oth-
ers. Emotional intelligence also helps in generating new and creative ideas and solutions
to problems.
Creative thinking: All teams need to come up with solutions to problems. Emotional in-
telligence helps you to think creatively in many ways:
View problems from multiple perspectives.
Be inventive and see new solutions.
Generate original ideas and solutions.
Social effectiveness: When working in a team, social effectiveness allows you to accom-
plish the desired goal. Why emotional intelligence helps in working with others:
Enjoyable to be with.
Good at influencing people.
Believable and trusting.
Empathetic.
Emotional intelligence is not the sole predictor of workplace success, career satisfaction
or leadership effectiveness. It is one of many important components. Part of being an ed-
ucated user of emotional intelligence means understanding that it is not and should not be
thought of as a replacement or substitute for ability, knowledge or job skills. An emo-
tional intelligence and people skill enhances your success, but it does not guarantee it in
the absence of suitable skills.
EMOTIONAL SKILL THAT MANAGERS SHOULD LEARN
EQ calls for the acquisition of certain emotional skills. Managers have to learn
these emotional skills to be star performer s. but what exactly are these skills? Recent
research has identified a few such skills
Self awareness - one of the basic emotional skills involves being able to recognize the
different feelings and giving the name to them. Equally important is a ability to be aware
of relationship between thoughts, feelings and actions. What thought, for instance,
triggered particular feelings? What feeling was behind a specific action? These are the
questions you have to act yourself if you want to your emotion better.
Managing emotions- It is equally important to realize what lies behind feelings. Beliefs
have a fundamental effect on the ability to act and on how things are done.
Many people continually give themselves negatives messages. On the other hand,
there are those who believe that hope can be a useful asset. Also, finding ways to deal
with anger, fear, anxiety and sadness are essential qualities. Being able to channelize
emotion to a positive end is another key skill for raising your EQ.
Empathy – Getting the measures of a situation and being able to act appropriately
requires an understanding of the feelings of others. It is important to be able to listen to
others without getting carried away by your own personal emotions. It is necessary to be
able to distinguish between what others do or say, and your own personal reaction and
judgments.
Communicating- Developing quality relationships has a positives effect on all the
parties. What are the feelings being communicated to other? Enthusiasm and optimism
are contagious; but so are pessimism and negativity. Being able to express personal
concerns without anger or passivity is a key asset.
Cooperation – Knowing how and when to take the lead and when to follow are both
essential for effective cooperation. Effective leaderships is not based on domination but
on the art of helping people work together to achieve common goals. Recognizing the
value of the contribution of others and encouraging their participation can often do more
good than just giving orders or complaining. At the same time, there is a need to assume
responsibility and recognize the consequences of your decisions and actions and follows
through on communication.
Resolving conflicts- in resolving conflicts it is important to understand the conflicts at
work. People in conflict are generally locked into a self-perpetuating emotional spiral in
which the genesis of the conflict is usually not clear.
EMOTIONAL INTELLIGENCE IN ORGANIZATIONS
When people feel good they work better, are more creative and are more productive.
Good feelings are like lubrication for the brain – mental efficiency goes up, memory is
sharpened, people can understand directions and make better decisions. EI at work is the
ability to understand you and others well enough to express emotions in a healthy way,
which is critical to job success and career satisfaction. Goleman, the famous another on
EI, says that professionally successful people have high emotional intelligence in addition
to the traditional cognitive intelligence or specialized content knowledge.
Emotional competence is particularly control to leadership, a role whose essence is
getting others to do their jobs more effectively. Interpersonal, ineptitude in leaders lowers
every one’s performance. It wastes time, creates acrimony, corrodes motivation and com-
mitment, builds hostility and apathy. A leader’s strengths or weaknesses in emotional
competence can be measured in the gain or loss to the organization of the fullest talents
of those they manage. Emotional competence makes the crucial difference between medi-
ocre leaders and the best. The star performers showed significantly greater strengths in a
range of emotional competencies, among them. Influence, team leadership, political
awareness, self-confidence and achievement drive.
A recent analysis of data from 121 businesses revealed that “EI” is the key to excel -
lence in leadership. Data indicated that for jobs of all kinds, emotional intelligence based
competencies are twice as important as IQ plus technical skill combined in predicting
outstanding performance. The critical challenge for senior managers is how to develop
emotionally intelligent teams that can deliver maximum performance. Teams have a
unique potential to deliver results, and executives must foster self-managing and emo-
tionally intelligent teams that will be effective.
EI Is No More A Jargon, Infact A Reality In Industry Because Research Shows
That:
More than 50% of the people who works for them lack the motivation to keep
learning and improving in the job.
4 out of 10 people are not able to work cooperatively with their fellow employees.
Only 19% of entry-level applicants have enough self-discipline in their work
habits.
Billions of dollars are wasted on developmental programmers leading to a less
than desired return on investment in leadership training.
70% of all change initiatives are not meeting the desired results due to people
issues, ability to read, works with others in teams, take initiative, etc.,
Business today value adaptability, teamwork, innovative problem solving, self- re-
sponsibility, motivation and interpersonal communication skills. They need employees
who are self-confident, committed, collaborative and able to handle inevitable conflict.
One of the first tasks of a leader is to build greater team awareness, which not only in-
creases productivity but also fosters good relations among members. These competencies
result from an ability to recognize and manage one’s own feelings, which is the essence
of “EI”.
APPLYING EMOTIONAL INTELLIGENCE IN ORGANIZATION
Emotional intelligence forcefully impacts your working life in many ways:
EQ in sales, administration, customer services and management stimulate motiva-
tion, eases change, reduce stress, improves communication and enhances decision
making.
EQ positively impact your ability to sustain both your mental and physical health.
EQ is a primary factor in healthy ageing permitting you to live long and well.
EQ empowers your romantic relationship enabling you to attract other and love
deeply
EQ permits you to raise children high on EQ and create loving families
Because of high EQ you can identify and express your feelings
EQ enables you to assume responsibility for your feelings by saying ‘I
feel……..’Instead of ‘I shouldn’t have ……..’
EQ ensures that you are not easily threatened by criticism, you do not feel the
need to defend yourself or attack the others person. You are always willing to lis-
ten and learn from other s
EQ allows you to address you fears using reason, rather than avoiding them or al-
lowing them to paralyses you
Because of high EQ you can empathies with other feelings, acknowledge them,
and seek to help soothe them
Through EQ you can identify the way in your body gives you messages and what
it need to be happy .emotional developed to millions of years of evolutionary refinement
help you to serve and thrive. If you do not listen to the messages sent by your emotion,
you not only become unhappy, but also risk ill –health and lower productivity.
Your emotion also communicate message to other .for ex, when the facial expres-
sion of anger conveys ‘stay away ‘, other usually do. On the other hand, when you smile,
you communicate that it is safe to ‘approach’ you. It is abundantly clear that principle of
EQ can be applied to various situations in life emotions are a critical survival tools for
human being. They provide a key to health, happiness and self extreme. Today, emotion
problem are rises all over the world. moreover, you cannot make a good decision without
being aware of own feeling and emotion .emotion are common bond which can poten-
tially all human beings, and thus reduce conflicts at the work place it is heartening to note
that emotionally intelligent parents, teachers ,managers can drives level of EQ .
RECENT DEVELOPMENT
Recent development of emotional intelligence includes four branches
Emotional identification of thought
Emotional facilitation of thought
Emotional understanding
Emotional management
Emotional identification, perception and expression involve such abilities such as
identification emotion in faces, music’s and stories.
Emotional facilitation of thought involves such an abilities or relating emotion to other
mental sensation such as taste and color using emotion is reasoning and problem solving.
Emotional understanding involves solving emotion are similar or opposites and what
relations they convey.
Emotional management involves understanding the implication of social acts on emotions
and the regulations of emotion in self and others.
ARTICLE ON STUDY
An article in HRD Times by Khalid (1999), states-unlike intelligence quotient,
the emotional quotient can be acquired at any age and it does work wonders. As per
scientist verdict the intelligence quotient developments stops in one teen and stays more
or less same after that, but emotional quotient can be developed and excelled at any time
of the age.
An article in Indian management by Gopal (2003) - Today the problem
advertising faces is that it must meet emotional expectations based on personal contacts.
In many cases emotional connection between brand and a customer ultimately relies on
the interaction, the customer has with the people who represent the brand whenever they
are – in a store at a dealership or on the phone.
An article in Personnel Today (NIPM), by Mankodi (2004) – Emotional
quotient (the intelligence that produces empathy, compassion and ability to respond
appropriately to pleasure or pain) is a basic requirement for appropriate use of
intelligence quotient.
An article in Personnel Today (NIPM), by Tripathy (2004) - emotional
intelligence is capacities to sense, to understand, our own feelings and those of others, the
capacity respond to them appropriately for motivating ourselves and in our relationship.
Emotional intelligence does not emerge from the intellect, but from working of human
heart.
An article in Hindu by Ramesh (2004) – one of the key dimensions of the
corporate reputation, under the business reputation model is ‘emotional appeal’.
CASE STUDY
Hopkins, M. M., & Bilimoria, 1). (2008). Social and emotional competencies
predicting success for male and female executives. Journal of Management
Development, 27(1), 13-35.
This study examined the relation between emotional and social intelligence
competencies, as measured by the 360-dcgrcc version of the ECI 2.0. and organizational
success, as determined by annual performance and potential ratings. Participants were
105 top-level executives in one financial services organization. The results showed no
significant differences between male and female leaders in their demonstration of
emotional and social intelligence competencies. The most successful men and women
were also more similar than different in their competency demonstration.
However, gender did moderate the relationship between the demonstration of
these competencies and success. Male leaders were assessed as more successful even
when the male and female leaders demonstrated an equivalent level of competencies.
Finally, four competencies significantly separated the most successful male and female
leaders from their typical counterparts: Self Confidence, Achievement, Orientation,
Inspirational Leadership and Change Catalyst.
Koman,. S., & Wolff, S. B. (2008). Emotional Intelligence competencies in the learn
and team leader: A multi-level examination of the impact of emotional intelligence
on team performance. Journal of Management Development 27(1). 55-75.
This study examines the relationships among team leader El competencies, as
measured by the EC I 2.0. Team level EI. as assessed using the Group Emotional
Intelligence measure, and team performance which was determined using a subjective
measure (i.e. asking upper level officers to evaluate multiple teams within the command
over time) and objective measures (i.e., percentage of raw material waste; number of
accidents; and percentage of flight objectives met). A total of 349 aircrew and
maintenance military team members participated representing 81 aircrew and
maintenance teams. Results revealed that team leader EI is significantly related to the
presence of emotionally competent group norms (ECGN) on the teams they lead, and that
ECGN arc related to team performance. Results provide three main implications for
practice; 1) employing leaders with developed EI competencies increase both their own
personal performance as well as that of the teams they lead. 2) one means through which
organizations can develop emotionally competent groups is to develop or hire
emotionally competent managers who purposefully focus on developing ECGNs, and 3)
in addition to developing emotionally competent first line leaders, organizations should
develop emotionally competent executive leaders because each individual on the
executive management team influences the development of ECGNs on the teams he or
she leads.
Annual Review of Psychology 2008,A recent study builds on research that
extraverts, relative to introverts, may be better able to employ emotional information
since they are stimulated rather than overwhelmed by the emotion information. In a study
of 177 managers in a U.S.-based global corporation, DANVA Facial Recognition
correlated with transformational leadership styles as rated by 480 subordinates, and this
relationship was strongest for managers higher in extraversion (Rubin et al. 2005).
Turning to the moderating influence of cognitive intelligenceˆ ot´e Miners (2006) found
that MSCEIT EI predicted
Supervisor-assessed task performance and organizational citizenship (in some instances)
in a sample of 175 full-time university employees, and it did so more strongly for people
with lower cognitive intelligence. This suggests that higher EI may compensate for lower
skill levels in other areas.
Puria.K of Guru Jambeshwar university of India developed a study to view the
impact of emotional intelligence in today s work environment of the Indian corporate
executives. The important variable include for the study wear behavior emotional
intelligence age, gender and leadership style. The study provided the result that a
person’s emotional stability increases, but after speaking it start decline their by creating
proportionate relationship emotional intelligence and even the behavior women
executives have been found to have humanistic or structural frame of compare to male
executives. But the women executives have been found to be more intelligent.
Allan pan, Ray Choucher, Vanessa, Moorhead and Ratna Sohanpet in 2003
under took a study to know the relationship between perceived crisis and EI and to
explore coping strategies used to manage perceived crisis. The results were experienced
of and crisis has emotional, social and behavior components. Low emotional intelligence
student placed strong emotional emphasis on crisis experience and high EI student
rationalize crisis. Low EI student reject social network crisis and EI student social
network reinforced when emotional tensed. Low EI student engaging health damaging
behavior when stress with crisis and high EI student goes organized. Low EI student are
detached from their peers and high EI student proactively seek appropriate support.
In the year 2002, Earnest Joseph Mendes conducted a study to asses the
relationship between emotional intelligence and occupational burnout in secondary
school teacher. The result of the study was thus during high emotional exhaustion there
was negative correlations between exhaustion and managing emotions.
In the year 2001, N.S. Schutlte Malouff, D” Coston and colleagues did a study
on emotional intelligence and interpersonal relation. In the five students the author
explains the link between emotional intelligence and interpersonal relation. In the study 1
and 2 the respondents with the high score for emotional intelligence had high score for
empathetic perspective taking and self monitoring and social situation. In study 3 the
respondents with high score emotional intelligence had high score for social skills.
CONCLUSION
In a nutshell emotional intelligence has become an important tool for
successful both your work accomplishment and personal life. The good news about this
research finding is that emotional intelligence is teachable. At a maximum, the emotional
intelligence concepts is useful for individual interested in learning about the role of
emotional in work and everyday life and how interpersonal relationship affect work and
organizational performance and should prove useful for personal development and
insight.
TABLE-1
Age of Respondents
S.No Age No of Respondents Percentage
1 20-30 47 94
2 31-40 1 2
3 41 above 2 4
Total 50 100
The above table-1 shows that majority Ninety four percentage (94%) of the HR
Respondents belongs to the age group of 20 – 30, interpretation says that majority of
people form the age group of 20 – 30 has medium level of emotional intelligences this
indicates that majority of the HR Respondents were the productive period of their life and
have to improve their Emotional Intelligence.
TABLE -2
Gender of the Respondents
S.No Gender No of Respondents Percentage
1 Male 36 72
2 Female 14 28
Total 50 100
The above table-2, it is evident that a good majority Seventy two percentage
(72%) of the respondents are male, and Twenty eight percentages (28%) of the
respondents are female.
TABLE- 3
Designation of Respondents
S.No Designation No of Respondents Percentage
1 Trainee 10 20
2 Executive 31 62
3 Manager 9 18
Total 50 100
The above table-3 clearly highlights that good majority sixty two percentage
(62%) of the HR respondent wear in the designation of Executives, which means they
had to be emotionally intelligent in their work situation as they were often dealing with
people.
TABLE-4
Years of Experience
S.No Years of Experience No of Respondents
Percentage
1 0 – 3 31 62
2 3 – 5 12 24
3 5 – 7 3 6
4 7 above 4 8
Total 50 100
The above table-4 shows that majority Sixty two percentage (62%) of the HR
Respondents are 0 -3 years experiences, few twenty four percentage (42%)of the
respondents are 3 - 5 year experiences, very few six percentage (6%) of the respondents
are 5 – 7 experiences and few eight percentage (8%) of the respondents are 7 and above
experiences.
TABLE - 5
Educational Qualification
S.No Qualification No of Respondents Percentage
1 Graduation 2 4
2 Post- Graduation 34 68
3 Professional Education 14 28
Total 50 100
The above table-5 shows that, a good number Sixty eight percentage (68%) of
respondents are Post-Graduates, in which they may be emotionally Intelligent or they
may be able to handle critical situations as their maturity level may be good as they have
crossed the post graduate level.
TABLE - 6
Marital Status
S.No Marital Status No of Respondents Percentage
1 Single 36 72
2 Married 14 28
Total 50 100
The above table-6 shows that a vast majority Seventy two percentage (72%) of
the respondents are single, and Twenty eight percentage (28%) of the respondents are
married.
TABLE - 7
Income of Respondents
S.No Income of Respondents No of Respondents
Percentage
1 5000-10000 14 28
2 10001-15000 15 30
3 15001- above 21 42
Total 50 100
The above table- 7 shows that majority Forty two percentages (42%) of the
respondents income are 15001 and above, few Thirty percentage (30%) of the
respondents income are 10001 – 15000 and very few Twenty two percentage(22%) of the
respondents income are 5000 – 10000.
TABLE - 8
Awareness of Emotional Intelligence
S.No Awareness of EI No of Respondents Percentage
1 Yes 50 100
2 No 0 0
Total 50 100
The above table -8 shows that, all the HR Respondents were aware about the
concept of Emotional Intelligence. Unswervingly it shows that Emotional Intelligence is
an important skill for an individual as it plays a vital role in the work situation, so it
improves ability to work with others and effectiveness in leading change.
CHART – 1
Emotional Intelligences Helps in Unhealthy Emotion
The above bar diagram- 1 clearly shows, that a good number Forty four
percentage (44%) of the respondents agreed that Emotional Intelligence helps in regulate
our unhealthy emotion for productive purpose emotion, and Thirty six percentage (36%)
of the respondents strongly Agreed.
Emotional Intelligence helps to regulate our unhealthy emotion and it may
increase the productivity in an organization
CHART - 2
Emotional Intelligence Helps in Increasing Empathy Level
Strongly disagreeDisagreeNot sureAgreeStrongly agree
EI Helps in Unhealthy Emotion
25
20
15
10
5
0
Percentage
11
8
22
18
The bar diagram-2 it clear show that a Forty percentage (40%) of the respondents
agreed and Thirty percentage (30%) of the respondents strongly agreed that Emotional
Intelligence is an ability to understand the emotional make up of other emotion thus
increase the empathy level, Majority of HR in an organization must have empathy skill in
treating people according to their emotional reactions needs of employees.
TABLE -9
Component Shaping Emotional Intelligence
Strongly disagreeDisagreeNot sureAgreeStrongly agree
EI Helps in Increasing Empathy Level
20
15
10
5
0
Percentage
1
55
2019
S.No Essential Component
No of Respondents
Percentage
1 Heredity 5 10
2 Environment 28 56
3 None 1 2
4 Both 14 28
5 Not Sure 2 4
Total 50 100
The above table-9 clearly highlights that, good majority fifty six percentages
(56%) of the respondents were responded that Environment was the major competent in
shaping Emotional Intelligence of the individuals, as they would have experienced or
learnt that environmental situation might have turned to act react intelligently towards the
situation.
CHART – 3
Emotional Intelligence in Job Performance31
The pie diagram-3 shows that majority Sixty two percentage (62%) of the
respondents are strongly agreed and Twenty eight percentages (28%) of the respondents
are agreed.
As HR dealing with people they have to be emotional intelligent in order to
perform well in their job, they should learn to balance their emotion and they have to
apply the right emotion at right in order execute their job well.
CHART – 4
Role of Emotional Intelligence in Work Environment
5
14
Not sure
Agree
Strongly agree
31
The above bar diagram-4 clearly represents that, Fifty four percentage (54%) of
the respondents are strongly agreed and only two (2%) of the respondents disagreed, so it
clear says that Emotional Intelligence plays an important role to a great extent, because
the work environment consist of stress, conflict and expectation, so is very essential to
manage all this things in today’s work environment.
CHART – 5
Intelligence Quotient & Emotional Intelligence
DisagreeNot sureAgreeStrongly agree
Role of EI in Work Environment
30
25
20
15
10
5
0
Percentage
1
6
16
27
The pie diagram- 5 show that majority Thirty six percentage (36%) of the
respondents are agreed and Twenty eight percentage (28%) of the respondents are
strongly agreed and only Two percentage (2%) of the respondents has disagree this
statement.
Emotional intelligence and Intelligence quotient are essential for an individual in
their performance. But to sustain in an organization Emotional intelligence plays a major
role than Intelligence quotient.
TABLE – 10
Role of Emotional Intelligences in Crises Situation
1
10
7
18
14
Strongly disagreeDisagreeNot sureAgreeStrongly agree
S.No EI in Crises Situation No of Respondents Percentage
1 Strongly Agree 15 30
2 Agree 24 48
3 Not sure 8 16
4 Disagree 2 4
5 Strongly disagree 1 2
Total 50 100
The above table -10 clearly shows that, nearly half Forty eight percentage (48%) of
the respondents agreed that Emotional Intelligence plays a vital roll in Crisis Situation,
and very few Two percentage (2%) of the respondents strongly disagreed, in order to
know feel and understand the emotional needs of the employees, emotional intelligence is
very much essential for the respondents to learn and practices various crisis situation to
control the obstacle and personal flaw.
CHART -6
Cadre Needing Emotional Intelligence
Too early to commentNot at allTo reasonable extentTo large extent
Benefits of the Training Program
30
25
20
15
10
5
0
Percentage
1
5
30
14
The above Pie diagram -6 shows that, nearly Thirty eight percentage (38%) of the
respondents have selected all the levels needs Emotional Intelligence, and Thirty four
percentage (34%) of the respondents are selected both level of the management, so
without emotional intelligence skill HR cannot stay in any level in the organization.
CHART – 7
Benefits of the Training Program
19
17
9
5
All the levelBoth levels
Middle levelManagement
Top levelManagement
The above bar diagram- 7 it shows that, sixty percentage (60%) of the respondents
think that Emotional Intelligence Programme has implemented it create impact to
reasonable extent and ten percentages (10%) of the respondents says not at all.
So, most of the HR assuming that it will create a good impact in the organization.
TABLE- 11
EI Plays an Important Role in Decision Making Process
S.No EI in Decision Making No of Respondents Percentage
1 To a large extent 24 48
2 To a reasonable extent 21 42
3 To some extent 5 10
4 Not at all 0 0
5 Not sure 0 0
Total 50 100
From the above table it is clear that, majority Forty eight percentage (48%) of the
respondents think that Emotional Intelligence plays an important role in Decision Making
process to a large extent, none of them have told it does not play a role.
Decision making is a crucial process, so it is very important to have a good
Emotional Intelligence in order to make right decision at right time, to avoid loss, and
confusion to the organization.
TABLE - 12
Emotional Intelligence aiding in Interpersonal Relationship
S.NO Interpersonal Relationship No of Respondents Percentage
1 To a large extent 19 38
2 To reasonable extent 19 38
3 To a some extent 10 20
4 Not sure 0 0
5 Not at all 2 4
Total 50 100
The above table-12 shows that A good number Thirty eight percentage (38%) of
the respondents think that Emotional Intelligence Aids in Interpersonal relationships to
large and reasonable extent, and very few Four percentage (4%) of the respondents are
not all.
Interpersonal relationship is the culmination of the other dimension of Emotional
Intelligences, this indicate that HR Respondents tend to be very effective at managing
relationship when they can improve their understanding skill and control their own
emotions and can empathize with feeling of others.
CHART – 8
Emotional Intelligence Aiding in Communication
The above bar diagram- 8 clearly represents that majority Fifty four percentage
(54%) of the respondents think that Emotional Intelligences aids communication to a
large extent, and ten percentage (10%) of the respondents think that emotional
intelligence not at all aids communication.
It means that, HR should be effective in give-and-take; registering emotional cues
in attaining their message and Foster open communication with clear and convincing
messages. Other criteria to listen well, seek mutual understanding, and welcome sharing
of information fully.
TABLE – 13
Emotional Intelligence as a Self Motivation Factor
Not sureNot at allTo some extentTo reasonable extentTo large extent
EI Aiding in Communication
30
25
20
15
10
5
0
Percentage
10
27
1
57
S.No Self Motivation No of Respondents
Percentage
1 To a large extent 15 30
2 To reasonable extent 18 36
3 To a some extent 14 28
4 Not sure 1 2
5 Not at all 2 4
Total 50 100
The above table -13 clearly shows that, few Thirty six percentage (36%) of the
respondents think that Emotional Intelligence act as Motivational Factor to reasonable
extent, and very few Thirty percentage (30%) of the respondents are said to a large
extent. This means they have to be self aware with internal motivation and optimism,
even in the face of failure.
So one who can able to manage oneself can easily be motivated by them self.
CHART – 9
Emotional Intelligence Aiding in Team Work
The above pie diagram -9 clearly shows that, forty percentage (40%) of the
respondents think that Emotional Intelligence aids in team work to reasonable extent, and
very few Thirty two percentage (32%) of the respondents are said to a large extent.
So majority of HR have the qualities like respect, helpfulness, and cooperation
because it deal with group of people it may lead to conflict and other barriers so he have
to improve the Emotional Intelligence level in order to build team identity and creating
group synergy.
CHART - 10
Emotional Intelligence Aiding in Leadership
2
12
20
16
Not sure
To some extent
To reasonable extent
To large extent
The above pie diagram – 10 shows that Forty four percentage (44%) of the
respondents think Emotional Intelligence Aids in Leadership to large extent, and few
Twenty six percentage (26%) of the respondents think Emotional Intelligence Aids in
Leadership to a reasonable extent, So as per analysis HR should be, Inspiring, guide the
group and people with emotional intelligence then only he can step forward to lead as
needed, regardless of position.
CHART – 11
Emotional Intelligence Aiding in Problem Solving
3
5
7
13
22
Not sureNot at allTo some extent
To reasonableExtent
To large extent
The above pie diagram-11 clearly shows that, Thirty four percentage (34%) of
the respondents think Emotional Intelligence aid in Problem Solving to large extent, and
only four percentage (4%) of the respondents thinks emotional intelligence not at all aid
in problem solving.
In order to handle difficult people and tense situations with diplomacy the HR
should have Emotional Intelligence then only he can recognize the need for change and
remove barriers it may increase analytic ability for problem solving.
CHART-12
Emotional Intelligence Test
23
12
16
17
Not sure
Not at all
To some extent
To reasonable extent
To large extent
The above bar diagram – 12 clearly represent that majority Seventy percentage
(78%) of the respondents having medium level of Emotional Intelligence, Twenty
percentage (20%) have high level Emotional Intelligence and only one have low level of
Emotional Intelligence.
In order to improve Emotional Intelligence they have ability to control one’s
emotions appropriately and to recognize them in others and make interventions such as
calming or redirecting them in useful ways and they have to concentrate in self-
awareness, relationship skill, self-management and social-awareness.
MAIN FINDINGS
250 & Above150-249Below 149
Emotional Intelligence Test
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The Majority Ninety four percentages (94%) of the HR Respondents belongs to
the age group of 20 – 30, interpretation says that majority of people form the age
group of 20 – 30 has medium level of emotional intelligences this indicates that
majority of the HR Respondents were the productive period of their life and have to
improve their Emotional Intelligence.
The good majority Seventy two percentage (72%) of the respondents are male,
and Twenty eight percentage (28%) of the respondents are female.
The clearly highlights that good majority sixty two percentage (62%) of the HR
respondent wear in the designation of Executives, which means they had to be
emotionally intelligent in their work situation as they were often dealing with people.
The majority Sixty two percentage (62%) of the HR Respondents are 0 -3 years
experiences, few twenty four percentage (42%)of the respondents are 3 - 5 year
experiences, very few six percentage (6%) of the respondents are 5 – 7 experiences
and few eight percentage (8%) of the respondents are 7 and above experiences.
The good number Sixty eight percentage (68%) of respondents are Post-
Graduates, in which they may be emotionally Intelligent or they may be able to
handle critical situations as their maturity level may be good as they have crossed the
post graduate level.
The vast majority Seventy two percentages (72%) of the respondents are single,
and Twenty eight percentages (28%) of the respondents are married.
The majority Forty two percentage (42%) of the respondents income are 15001
and above, few Thirty percentage (30%) of the respondents income are 10001 –
15000 and very few Twenty two percentage(22%) of the respondents income are
5000 – 10000.
The HR Respondents were aware about the concept of Emotional Intelligence.
Unswervingly it shows that Emotional Intelligence is an important skill for an
individual as it plays a vital role in the work situation, so it improves ability to work
with others and effectiveness in leading change.
The good number Forty four percentage (44%) of the respondents agreed that
Emotional Intelligence helps in regulate our unhealthy emotion for productive
purpose emotion, and Thirty six percentage (36%) of the respondents strongly
Agreed. Emotional Intelligence helps to regulate our unhealthy emotion and it may
increase the productivity in an organization.
The majority forty percentage (40%) of the respondents agreed and Thirty
percentage (30%) of the respondents strongly agreed that Emotional
Intelligence is an ability to understand the emotional make up of other emotion
thus increase the empathy level, Majority of HR in an organization must have
empathy skill in treating people according to their emotional reactions needs of
employees.
It highlights that, good majority fifty six percentage (56%) of the
respondents were responded that Environment was the major competent in
shaping Emotional Intelligence of the individuals, as they would have
experienced or learnt that environmental situation might have turned to act
react intelligently towards the situation.
The majority Sixty two percentage (62%) of the respondents are strongly
agreed and Twenty eight percentage (28%) of the respondents are agreed. As
HR dealing with people they have to be emotional intelligent in order to
perform well in their job, they should learn to balance their emotion and they
have to apply the right emotion at right in order execute their job well.
The nearly half, Fifty four percentage (54%) of the respondents are strongly
agreed and only two (2%) of the respondents disagreed, so it clear says that
Emotional Intelligence plays an important role to a great extent, because the
work environment consist of stress, conflict and expectation, so is very
essential to manage all this things in today’s work environment.
The majority Thirty six percentage (36%) of the respondents are agreed and
Twenty eight percentage (28%) of the respondents are strongly agreed and only
two percentage (2%) of the respondents has disagreed this statement.
Emotional intelligence and Intelligence quotient are essential for an individual
in their performance. But to sustain in an organization Emotional intelligence
plays a major role than Intelligence quotient.
Nearly half Forty eight (48%) of the respondents agreed that Emotional
Intelligence plays a vital roll in Crisis Situation, and very few Two percentage
(2%) of the respondents strongly disagreed, in order to know feel and
understand the emotional needs of the employees, emotional intelligence is
very much essential for the respondents to learn and practices various crisis
situation to control the obstacle and personal flaw.
The nearly Thirty eight percentage (38%) of the respondents have selected
all the levels needs Emotional Intelligence, and Thirty four percentage (34%)
of the respondents are selected both level of the management, so without
emotional intelligence skill HR cannot stay in any level in the organization.
The majority sixty percentages (60%) of the respondents think that
Emotional Intelligence Programme has implemented it create impact to
reasonable extent and ten percentages (10%) of the respondents says not at all.
So, most of the HR assuming that it will create a good impact in the
organization.
The, majority 24(48%) of the respondents think that Emotional Intelligence
plays an important role in Decision Making process to a large extent, none of
them have told the it does not play a role .Decision making is a crucial process,
so it is very important to have a good Emotional Intelligence in order to make
right decision at right time, to avoid loss, and confusion to the organization.
A good number Thirty eight (38%) of the respondents think that Emotional
Intelligence Aids in Interpersonal relationships to large and reasonable extent,
and very few Four (4%) of the respondents are not all. Interpersonal
relationship is the culmination of the other dimension of Emotional
Intelligences, this indicate that HR Respondents tend to be very effective at
managing relationship when they can improve their understanding skill and
control their own emotions and can empathize with feeling of others.
The majority Fifty four percentage (54%) of the respondents think that Emotional
Intelligences aids communication to a large extent, and ten percentage (10%) of the
respondents think that emotional intelligence not at all aids communication. It means
that, HR should be effective in give-and-take; registering emotional cues in attaining
their message and Foster open communication with clear and convincing messages.
Other criteria to listen well, seek mutual understanding, and welcome sharing of
information fully.
The thirty six (36%) of the respondents think that Emotional Intelligence
act as Motivational Factor to reasonable extent, and very few Thirty (30%) of
the respondents are said to a large extent. This means they have to be self
aware with internal motivation and optimism, even in the face of failure. So
one who can able to manage oneself can easily be motivated by them self.
The good number of forty percentage (40%) of the respondents think that
Emotional Intelligence aids in team work to reasonable extent, and very few
Thirty two percentage (32%) of the respondents are said to a large extent.
The Forty four percentage (44%) of the respondents think Emotional
Intelligence Aids in Leadership to large extent, and few Twenty six percentage
(26%) of the respondents think Emotional Intelligence Aids in Leadership to a
reasonable extent, So as per analysis HR should be, Inspiring, guide the group
and people with emotional intelligence then only he can step forward to lead as
needed, regardless of position.
The majority, Thirty four (34%) of the respondents think Emotional
Intelligence aid in Problem Solving to large extent, and only four percentage
(4%) of the respondents thinks emotional intelligence not at all aid in problem
solving. In order to handle difficult people and tense situations with diplomacy
the HR should have Emotional Intelligence then only he can recognize the
need for change and remove barriers it may increase analytic ability for
problem solving.
The majority Seventy percentage (78%) of the respondents having medium
level of Emotional Intelligence, Twenty (20%) have high level Emotional
Intelligence and only one have low level of Emotional Intelligence. In order to
improve Emotional Intelligence they have ability to control one’s emotions
appropriately and to recognize them in others and make interventions such as
calming or redirecting them in useful ways and they have to concentrate in
self- awareness, relationship skill, self-management and social-awareness.
QUESTIONNAIRE
A STUDY ON EMOTIONAL INTELLEGENCE AMONG HR PROFESSIONALS
Researcher – Mr. Mamoon Kashim - MSW Student –Mar Gregorios College
Guide – Ms. R. Udhaya Selvi – Lecturer –Mar Gregorios College.
Demographic Details
1. Name:
2. Age
(a) 20 – 30(b) 31 – 40(c) 41 & more
3. Gender
(a) Male (b) Female
4. Designation of the respondent
(a) Trainee (b) Executive (c) Manager
5. Year of experience
(a) 0 - 3 yrs (b) 3 – 5 yrs (c) 5 – 7 yrs (d) 7 – above
6. Qualifications
(a) Graduate(b) Post-graduate(c) Professional education
7. Marital Status
(a) Married (b) Un-married (c) Divorced
8. Income
(a) 5000 – 10000 (b)10001 – 15000 (c)15001 & above
AWARENESS OF THE EMOTIONAL INTELLIGENCE.
9. Are you aware of the concept of Emotional Intelligence? Yes / No
Please specify any of the option either 1. Strongly agrees, 2. Agree, 3. Not sure, 4. Disagree, 5. Strongly disagree 10. Emotional Intelligence helps in understanding one’s own emotion – Do you agree with the statement? 1 2 3 4 5
11. Do you agree “Emotional Intelligence helps us to regulate your unhealthy emotions for productive purpose”? 1 2
3 4
5
12. Emotional Intelligence helps us to understand others emotion thus increasing our empathy level – Do you agree with the statement? 1 2 3 4 5
13. Do you agree that Emotional Intelligence is being “being nice” with others? 1 2 3 4 5
14. Emotional Intelligence is understanding one’s emotion and giving free rein to feelings?
1
2 3 4 5
15. The essential components that shape Emotional Intelligence are
(a) Heredity (b) Environment (c) None (d) Both (e) Not sure
16. Which component plays an important role in EI?
(a) More of heredity and less of environment(b) More of environment and less of heredity(c) Both are equal
RELEVENCE AND IMPLEMENTATION: These questions will help to determine the relevance of Emotional Intelligence in job performance and implementation of same.
Please specify any of the option either 1. Strongly agrees, 2. Agree, 3. Not sure, 4. Disagree, 5. Strongly disagree
17. Emotional intelligence plays an important role in job performance? 1 2 3 4 5
18. Emotional Intelligence plays a vital role in today’s work environment? 1 2 3 4 5
19. “In modern society where life is mechanical and time is limited, emotional intelligence helps in better work performance “– Do you agree with the statement?
1 2 3 4 5
20. Do you agree that an individual with average intelligence quotient but high Emotional Quotient can perform job better? 1 2 3 4 5
21. Do you think Organization where employee’s Emotional Quotient is high will tend to grow / perform better than the others? 1 2 3 4 522. Do you think that Emotional Quotient helps an individual to cope up with crisis situation better?
1 2 3 4 5
23. Which cadre needs more of Emotional Intelligence?
(a) Top level management(b) Middle level management(c) Both level(d) All the level
24. If EI programme is implemented then, do you think it will create an impact on the Job performance?
(a) To a large extent(b) To a reasonable extent(c) Not at all(d) Too early to comment
25. If no, do you have plans of implementing?
(a)Yes (b) No (c) Not sure (d) No, reasons
ROLE OF EMOTIONAL INTELLIGENCE IN KEY PERFORMANCE AREA: These include a set of parameters identified as importance in work – related areas.
Please specify any of the option either 1. To a large extent, 2. To a reasonable extent, 3. To some extent, 4. Not at all and 5. Not sure
26. From time to time an individual needs to make decision in his personal and 1 2 3 4 5
professional life. Do you think that Emotional Intelligence plays a vital role in the decision making process?
27. Life is the process of relationship with people, object and events around us. An individual’s performance depends largely on relationship – Does Emotional Quotient level help in this process?
1 2 3 4 5
28. Does Emotional Intelligence help us to canalize our emotion for creative purpose? 1 2 3 4 5
29. Communication is an essential process of any activity – Do you think EI play a vital role in the communication process? 1 2 3 4 5
30. Do you think that Emotional Intelligence act as a motivational factor?1 2 3 4 5
31. Team work is an essential activity and a vital competency too – Does Emotional Quotient helps in team work? 1 2 3 4 5
32. Do you think Emotional Intelligence is one of the leadership skills? 1 2 3 4 5
33. Do you think Emotional Intelligence helps in problem solving process1 2 3 4 5
EMOTIONAL INTELLIGENCE TEST: It determines the level of your Emotional Intelligence.
34. You have been ignored for a promotion by the management for which you eligible. Moreover one of your juniors has been promoted. You are upset and feel frustrated. What do you do?
a) Talk it over with your boss and ask for reconsideration of the management’s decisionb) Start abusing the colleagues who superseded you.c) Move to court and obtain a stay order to get justiced) Identify the short comings and try to improve your performance.
35. A freshly recruited Candidates joins your organization as a trainee. After a few weeks, she complains to you that her superiors are not taking her seriously. What will you suggest to her?
a) Ask her to handle the situation herself and not bother you with trivial mattersb) Tell her that such behavior should be ignoredc) Ask her to be bold, face the challenges and overcome the problemd) Empathize with her and help her figure out the ways to get others to work with her.
36. At the work place, due to some misunderstanding your colleagues stop talking to you. You are convinced that if was no fault of yours. How will you react?
a) Wait till they come and start taking againb) Take the initiative, go forward and start talking to themc) Let things take their own time to improved) Ask some one to mediate
37. You get into an argument with your colleagues in the course of which you end up personally attacking him/her. However, you never intended to tarnish the image of your colleagues. How will tackle this situation.
a) Sit calmly and consider what triggered off the argument and was it possible to control your anger at that point of time
b) Avoid future arguments and leave the placec) Apologize to your colleaguesd) Continue with the argument till you reach some definite conclusion.
38. Imagine you are an insurance salesperson approaching prospective clients to purchase insurance policies. A dozen people in a row slam the door on your face. What will you do?
a) Blame yourself and stop work for the dayb) Reassess your capabilities as an insurance salespersonc) Come out with fresh strategies to overcome similar situation in the futured) Contact the clients again some other day.
39. While you speak to the audience, youa) Find it difficult to convey your ideasb) Find that only a part of the audience follows your speechc) Are comfortable in conveying your ideas to the audienced) Don’t know if the audience is following you are not.
40. You are on an aircraft and suddenly the pilot announces that it has been hijacked by the terrorists. Everyone is in a state of shock. What will be your reaction? a) Blame yourself for choosing an inauspicious day for traveling b) Be in emotional control and attend the instruction of the pilot/air hostess c) Continue to read your magazine and pay little attention to the incident d) Cry out and vow not to travel by air again.41. Imagine that you are a police officer posted in a sensitive area. You get information of violent ethnic clashes between two religious communities in which people have been killed from both sides and property damaged. What action will you take?
a) Decide not to visit the spot personally as there may be a danger to your lifeb) Relax this is not the first time riots have occurredc) Try to handle the situation by taking all desired remedies measures.d) Reach the spot and assuage the feelings of the victims.
42. You’re grown up son starts arguing with you every now and then, he tells you that you cannot impose your outdated attitudes and irrelevant values on him. How will you tackle him?
a) Accept his statement in helplessness and take a low profile position in the familyb) Send him to a psychologist to learn adjust with his environmentc) Manage your feelings and explain your point of view as patiently as possibled) Talk to him and understand his feelings, believes and attitudes
43. In an argument if you loose, you:a) Feel totally beatenb) Wait for the next opportunity to beat your opponentc) Wining and loosing are a part of the gamed) Analyze the reasons for the loss
44. You are a team leader in an organization: while taking training program, a trainee comments that you have not prepared the properly and you are just passing the time. How will you react?
a) Report to the manager of the organization about the behavior of that traineeb) Ask the trainee to leave the hallc) Ask him/her to meet you after the program in your chamber to explain what he/she wantsd) Listen to the needs of the program and promise to prepare properly in the future
45. As the CEO of the company. While talking with the union one of the union leader levels serious allegation of corruption and favoritism against you, how will you react?
a) Continue with the discussion and listen to their demands with cool headb) Suspend the union leader from the jobc) Cancel further negotiations and ask the union leader to apologize first
d) Leave the room after assigning the responsibility to your subordinate to continue with the meetings
46. You have an argument with your spouse on some tribal family matter and are not on speaking terms for sometimes. The situation is causing mental disturbance to both of you. What will you do?
a) Stick to your stand; after all you were never at faultb) Ask your spouse to mend ways if he/she want peace at homec) Try t break the ice by amazing the reasons for conflict and ease the situationd) Wait for your spouse to make the first move to restore normalcy
47. You are hail from a rural area and take job in a city. You find your colleagues taunting you as you are not smart and are unable to speak good English. How do you react?
a) Ignore themb) Shout back and tell them to mind their own businessc) Leave the job half way and go back to your villaged) Accept their challenge and prove that you can match them
48. When some one directly criticizes your behaviora) Tend to close up and stop listeningb) Carefully listen to their opinionsc) Tend to get upset about itd) Think of ways to change your behavior.
THANK YOU!!!