Attitude of Employees towards Emotional Intelligence: A Scale to measure

Transcription

1 Attitude of Employees towards Emotional Intelligence: A Scale to measure DR. (MS.) ITISHREE MOHANTY 1, MS. GAYATRI KURUP 2 ASSOCIATE PROFESSOR 1, FACULTY (HR & OB) 2 1 KANAK MANJARI INSTITUTE OF PHARMACEUTICAL SCIENCES, CHHEND, ROURKELA ROURKELA INSTITUTE OF MANAGEMENT STUDIES, CHHEND, ROURKELA Abstract: In this competitive phase of World, jobs are becoming intellectual and the World is coming closer, understanding other emotions and feelings has become very essential. Higher Emotional Intelligence (EI) improves individual, groups and organizational performance. EI refers to those capabilities which help individuals feel and manage emotions in order to achieve their goals. In the present business scenario, there is a corresponding rapid change in human lifestyles that counts physical dimensions as well as emotional aspects. So with these changes in the environment, both social and personal competencies are extremely important for a healthy and productive life at work and in other aspects of life too. The role of EI in the workplace cannot be ignored as it is considered as a self-awareness, empathy, self-motivational aspects etc. that provides the ability to balance emotion and leads to maximization of productivity and emotional satisfaction. This paper focused on a study of manufacturing steel industry related to attitude of employees towards EI in Rourkela Steel Plant, SAIL as the frame of reference. Keywords: Emotional Intelligence, Emotions, Self-managing, Self-awareness etc. Page 11

2 Introduction EI is the ability to identify oneself, analyze and solve problems which enables one s own development. It is true that people with strong EI gives more efficiency, self-esteem and high self-confidence making them true leaders. With growing of emotional difficulties like anxiety regarding jobs and fearful about something, right EI skills can have control over these emotions and be successful at workplace. EI helps people to get to more personal and professional relationships and progress further at workplace. EI is an ability, capacity, self-perceived ability to identify, assess and mange the emotions of oneself, of others and of groups. Organizations have started realizing the importance of EI as it is the key indicators of employee s success at workplace. According to Daniel Goleman, EI is the capacity for recognizing one s own feelings and those of others, for motivating oneself, and for managing emotions well in one self and others. EI can be explained as a synergy as it is a result of one s ability to manage his/her feelings and emotions and simultaneously recognize the feelings and emotions of others. EI have become the need of the hour as organizational culture is changing, to cope up with such changes recognizing self and others is very essential. Now, jobs are becoming highly intellectual and to deal with them high EI is required. With EI one can recognize different emotional states and identify best emotional state that helps to manage specific situations. High EI combined with efficient work-skills makes achievement faster, more productive and more innovative. The success of a person mainly depends on how he/she manages emotions as emotion is the state of mind which can contribute both positively and negatively to human behavior. So it is essential to manage emotions and able to understand others emotion through emotional competencies. Managing one s internal states, impulses and resources is the winning mantra of EI. Conflict when handled with self-awareness, empathy and self-control can bring the most productive results. In Bhagawad Gita, Krishna advices Arjun to cast off the weakness of heart and to have Page 12

3 firmness of the mind. This approach helps in dealing with people and while achieving the organizational goals. EI Related to Workplace Success EI competencies that help to achieve workplace goals can be very clear by considering the five features such as: 1. Instinct: This competency is important in the workplace for understanding each other, service orientation, and development of people in diversification. 2. Social skills: Ability to respond to others in the workplace for communication, leadership, resolution for conflict, mutual understanding, cooperation and aid for change etc. 3. Self-assessment: Identifying internal position and resources available which is important for emotional awareness, self-confidence etc. 4. Self-managing: Controlling one s internal position, managing scarce resources etc. is important for self-control and conscientiousness. 5. Self-achievement: Facilitates to reach the goals is the important competency in the workplace for the reasons such as commitment, initiative and optimism etc. Use of EI in the Workplace As we know the workplace is changing and employees are motivated by the relationships in the workplace and for this purpose EI acts as a logical framework to help build these relationships. EI acts as a commitment that drives the organization towards success and profitability. Literature Review According to Salovey and Mayer (1990), who first introduced the term, EI is a type of emotional information processing that includes accurate appraisal of emotions in Page 13

4 oneself and others, appropriate expression of emotion and adaptive regulation of emotion in such a way as to enhance living. Another leading researcher, Bar-On (1997), characterizes EI as an array of noncognitive capabilities, competencies and skills that influence one s ability to succeed in coping with environmental demands and pressures. This broader definition makes no direct reference to the acquisition, retrieval, and instantiation (through appropriate behaviors) of emotional information. Even in the Indian context, Chadha and Singh (2001) is widely accepted for the Indian population. This test has been standardized for Indian managers, businessman, bureaucrats, and industrial workers. As per the definition given by Chadda (2001), EI is the ability of an individual to appropriately and successfully respond to a vast variety of stimuli being elicited from the inner self and the immediate environment. A research done in organizations has identified a few skills specific to the Indian business environment. The three dimensions of emotional intelligence identified are emotional competency, emotional maturity, and emotional sensitivity. Each dimension contains four skills which Indian managers should master to be star performers at the workplace. In so far as the management of social behaviour involves the management of emotions (Hochschild, 1983), EI has the potential to be a strong predictor of performance. Linking EI with performance can provide organizations with a valid alternative for selecting and assessing employees. Many organizational researchers have recently called for more focus on the role of emotions at work. Also Ashforth and Humphrey (1993) argue that emotions are an integral and inseparable part of organizational life and that more attention should be given to the employees emotional experience. Page 14

5 From a socio analytic perspective (Hogan and Shelton, 1998), we think emotional intelligence be considered an individual difference that will facilitate motivation to achieve, to get along with others, and to find meaning. Optimal process for developing EI in practice at the sample organization This section deals with identifying the optimal process for developing EI in practice at the sample organization i.e., Rourkela Steel Plant The optimal process for helping individuals to increase their emotional competence in personal and interpersonal relationships. There are four stages in which the initial stage is for effective social and emotional learning and involves in change process where as second stage of training process helps people to change for fulfilling social and emotional requirements. The third stage focuses on what s going on during the training process and the final stage mainly involves the process of evaluation as well as promotes effective learning techniques. The stages are discussed in detail which has been being followed by the said organization: Stage 1: Initiation for Change In this stage, the following parameters should be considered: Identifying the organization s need-after proper analysis of work situation and by understanding the nature of emotional competencies, one can identify the level of competencies that affects performance.once the need is identified, training begins. Providing proper feedback-for development as well as for change, feedback is closely associated with the person s identity and self-esteem. Measuring expectations-also focuses on realistic expectation of how the involvement of training process can be improved. Gauging readiness-people go through the stage of readiness for change before getting ready to make a true commitment. Page 15

6 Motivating for involvement-more willing to participate in developmental activities after getting support from superiors. Maximizing learner s choice-people are mainly motivated when there are more choices and freedom to choose them. Establishing learning goals to personal values-they are motivated for change only when people feel that whatever they do will aid to achieve goals. Evaluating personal abilities and limits-the participants evaluate their abilities as well as limits and then implement them to identify the training-based competencies through various development programs. Simultaneously, trainees should have faith in this evaluation process. Stage 2: Training During this stage, the following issues should be considered: Improving self-direction change-it is only possible when they know about the competencies which set their own goals. Establishing clear goals-establish clear set goals which influence social and emotional learning to improve self-efficacy. Improving insight-establish link between situations, feelings and behavioral change. Using models-one can study, analysis, formulate and solve problems as per situations by using an appropriate model. Preventing relapse-one can attempt to apply new behaviors in the job, to improve competencies and encounter many setbacks. Establishing support-change is only possible which is really valuable for people by establishing support. Page 16

7 Emphasizing on experimental methods-experimental methods produced more performance for real behavior change Dividing goals into appropriate steps-to break the goals into number of steps for increasing self-confidence, progress and success rather than failure. Facilitating opportunities for practice-effective programs involve repeated sessions of practice and appropriate necessary feedback. Establishing a better relationship between the Trainer and the Trainee-People are less likely to drop out from program showing more interest for positive change by establishing a better relationship between the trainer and the trainee. Stage 3: Transfer and Maintenance We should consider several aspects of organizational environment as transfer and maintenance skills are a challenge for EI: Motivating to implement appropriate skills in the job-there are number of ways to motivate and implement learned skills by reminding them to create an environment for practice in the workplace. Supporting learning to generate an organizational culture-one can create an organizational culture by establishing challenging jobs, social support, reward and development system and emphasis on innovation. Stage 4: Focus on Continuous Evaluation Evaluation should establish a direct link to learning for improvement and not for trial and error test. Poor programs can be identified and effective ones retained only through proper and continuous evaluation. Continuous evaluation within the workplace can assist in learning more about effective EI. Objectives Page 17

8 This piece of work have been proceeding with the following objectives: To study the optimal process for developing EI practices in an organization namely Rourkela Steel Plant, SAIL. To analyze the views of respondents (i.e. mainly the employees) regarding the EI practices at Rourkela Steel Plant, SAIL. Research Hypothesis In context to the above objectives, we propose 2 (two) hypothesis as enlisted below are taken up for analysis and testing of their validity: Hypothesis 1: Designing of EI practices does not depend on the length of experience, age, gender of the employees. Hypothesis 2: There would be no significant difference in the attitude of employees towards EI practices. Need of the Study The present study entitled Attitude of Employees towards Emotional Intelligence: A Scale to measure attempts to empirically examine the importance of EI in an organization. The findings of the study will be useful not only to the sample organization but to similar other organizations that will also be benefited in shaping their EI programs for improving the organizational performance and productivity. Methodology Data Collection Page 18

9 The various data was collected by adopting primary data and secondary data methods. The primary data like filled in questionnaires in the form of attitude scale was collected in a subsequent visit. The secondary data like journals, magazines etc. was collected during field study. The study has been conducted mainly on primary data collected through questionnaires in the form of Attitude scale. The scale consisting of 18 statements were distributed among the respondents at random and collected back upon being filled up by the respondents in Rourkela Steel Plant,SAIL. Tools and techniques used The important statistical tools and techniques used in the study: t-test and Chi-square test. Sample Size For the purpose of present study the samples are selected purposefully from different strata of employees on random basis. The sample consists of 80 respondents from different hierarchy levels in different departments of Rourkela Steel Plant. Proper attention has been paid in selection of the sample. Analysis and Discussion Hypothesis 1: Designing of EI practices does not depend on the length of experience, age, gender of the employees. The present study attempts to find out if the attitude of the employees of different department with varied years of age, experience and gender wise towards EI practices varies significantly. As the employees are having different years of age, experience as well as varied gender, they require specific kinds of skill to be more productive. The purpose is to know if the EI practices conducted by Rourkela Steel Plant for its employees are well accepted by the employees. Hence, if the EI practices are found to be well accepted by the employees, there should not be any significant difference in their attitude towards the EI practice conducted at different department of Rourkela Steel Plant. In case the EI practices are not contributing to the Page 19

10 employees required skill development, the employees attitude towards such practices will vary significantly, indicating there by that Rourkela steel Plant will have to redesign the EI practices to fit to the expectation of the employees according to their age, gender and experience. Given the above argument, a null hypothesis was formed such as designing of EI practices does not depend on the length of experience, age and gender of the employees, the validity of which has been tested through by comparing the mean attitude scores of employees on the basis of age, gender and experience. The result has been presented in Table-1. Table-1: Analysis of EI practice on the basis of demographic variables Sl. No Variable Number Chi-square(λ) Level of significance 01. Gender Female Male > 3.84 Significant 02. Age 1 to 30 years > years and above 54 Significant 03. Experience 1 to 15 years years and above 50 5>3.84 Significant Page 20

11 The values of chi-square statistics obtained from the chi-square distribution table for all three combination are: 7.2, 9.8 and 5 and the calculated chi-square statistic values are 3.84 (df=1). Hence, null hypothesis is rejected. The result displayed in Table-1 indicates that designing of EI practices thus depends on the length of experience, age and gender wise of the employees of Rourkela Steel Plant. This further implies that no same practices can serve the purpose of all categories of employees. Therefore, they need to design different types of EI practices for different employees in order to succeed. Hypothesis 2: There would be no significant difference in the attitude of employees towards EI practices. The present study attempts to find out if there is any significant variation in the attitude of employees towards EI practices. To examine the same a null hypothesis was formulated that there would be no significant difference in the attitude of employees towards EI practices. The validity of this hypothesis has been tested through t-test by comparing employees attitude towards EI practices based on organization wise. The result has been presented in Table-2 (EI practices attitude = Total value of Employee s perception towards EI practices / 100. The figures have been divided in order to reduce their size without diluting their ultimate values). Table-2: Significant difference in the attitude of employees towards EI practices Sl. Items/Statements of EI practices Values t-test df Level of no. of EI significance practices 01. Self-awareness to stimulate confidence for good performance 02. EI supports learning to generate an organizational culture Achieve the quality of performance as set by 1,9 Page 21

12 an organization 04. Satisfied with the promotional opportunities given by an organization. 05. Self-motivation to implement appropriate skills in the job Variance= t= df=17 tabulated value=1.740 at 5% level Significant at Ability to perceive, analyze and implement emotions as per the situation Self-awareness responsible for high level of productivity Recognize self potential as well as manage everything as per the situation EI to emphasize on experimental method Self-motivation for involvement to learn new skill 11. EI behaviors to make significant impact on the decision making in the workplace Satisfaction with the current job situation Quality of optimism to be achieved by high level of self-management. 14. Self-motivation to be useful in achieving excellence and competitiveness in the social environment. 15. Good interpersonal relationship and management skill to resolve the conflicts. 16. Employers launch various programs to recognize the importance of EI among the employees Page 22

13 17. Emotionally Intelligent believes in teamwork to succeed Empathetic behaviors build and retain talent. 1.8 It is evident from Table-2 that there is a significant difference in the attitude of employees towards EI practices as the calculated value t is which is greater than the tabulated value of (df=17) at 5% level of significance. The null hypothesis is therefore rejected leading to the conclusion that there is a significant difference in the attitude of employees towards EI practices in Rourkela Steel Plant. Because different people having different capabilities to feel and manage emotions in different situation and simultaneously recognize the feelings and emotions of others. Findings The present study finds out the attitude of employees towards EI practices. It is evident from analysis that EI practices conducted for employees of Rourkela Steel Plant must be made effective so as to be acceptable to all the employees to enhance their performance. Optimal process for developing has been accepted by the employees of different department of Rourkela steel Plant, SAIL also has got transformed into enhanced performance. Therefore, the organization needs to continue with the current practices, besides coping up with the changing needs. Suggestions In Rourkela Steel Plant, the employees need to understand the power of mind and emotions. As they are able to control their emotions then they become emotionally competent and can be successful in achieving the set goals. To overcome stress, anxiety and nervousness from unexpected situations, employees must learn to overcome adverse situations and have emotional maturity. Decision making, managing and leading all are possible if the mind is agitated by the waves of emotions. Page 23

14 Conclusion We must understand the value of emotional competency to become successful in our future endeavors. The behavior of employees determines overall quality and retention because of regular interaction with individual employees who differ in their needs, wants and expectations. It is clear that now, people with high emotional intelligence and competencies are more successful in the workplace than less emotionally intelligent people. So, EI has the ability to enhance performance. EI of employees employed in Rourkela steel Plant develop high job satisfaction, career commitment, job involvement and effective commitment allowing them to manage their own emotion effectively and empathy for their employees. EI is one of the important issues of individual personality so to become more socially and emotionally competent an organization should increasingly provide training to enhance emotional intelligence. Although, EI focuses on processes like group interaction, decision making skill, individual development, managing others emotions etc., EI practices done in different department of Rourkela Steel Plant,SAIL also indicates its uniqueness in context. References 1. Ashforth, B E and Humphrey, R H(1993). Emotional Labour in Service Roles: The Influence of Identity, Academy of Management Review,18(1), Bar-On, R(1997).BarOn Emotional Quotient Inventory: Technical Manual, Toronto: Multi-Health Systems. 3. Chadha, N K and Singh, D(2001). How to Measure your EQ, in the book by Dalip Singh, Emotional Intelligence at Work: A professional Guide, New Delhi: Response Books. 4. Dalip Singh, Emotional Intelligence at Work, Response Books, New Delhi, Hochschild, A R(1983). The Managed Heart: Commercialization of Human Feelings, Berkeley: University of California Press. Page 24

15 6. Hogan, R and Shelton, D(1998). A Socioanalytic Perspective on Job Performcance, Human Performance,11(2), Salovey, P and Mayer, J D, Emotional Intelligence, Imagination, Cognition and Personality, 9(1990), ****************** Page 25