International Journal of Management (IJM) Volume 7, Issue 3, March-April 2016, pp.293 297, Article ID: IJM_07_03_026 Available online at http://www.iaeme.com/ijm/issues.asp?jtype=ijm&vtype=7&itype=3 Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com ISSN Print: 0976-6502 and ISSN Online: 0976-6510 IAEME Publication AN EXAMINATION OF EMOTIONAL INTELLIGENCE (EI) FACTORS ON WORK- RELATED OUTCOME AMONG EMPLOYEES OF AUTOMOBILE INDUSTRY B.Asha Ph.D. Research Scholar, Bharathiar University & Assistant Professor at Asan Memorial College of Arts and Science, Chennai, Tamilnadu Dr. Jayasree Krishnan Head of the Department MBA, St. Joseph s College of Engineering, Chennai, Tamilnadu Cite this Article: B.Asha and Dr. Jayasree Krishnan. An Examination of Emotional Intelligence (EI) Factors on Work-Related Outcome among Employees of Automobile Industry. International Journal of Management, 7(3), 2016, pp. 293 297. http://www.iaeme.com/ijm/issues.asp?jtype=ijm&vtype=7&itype=3 1. INTRODUCTION Organizations today are facing major challenges in terms of competition, innovation, productivity and work force diversity (Bhaskar, Haritha & Subrahmanyam, 2011). In these aspects, emotional intelligence of employees would support played a major role in providing their better work related outcomes. Emotional Intelligence is defined by peter Salovey and John Mayer as the ability to monitor and regulate one s own and other feelings, and use feelings to guide thought and action. EI is also defined, as the ability of a person to manage himself/herself and others. EI addresses the emotional, personal, Social and survival dimensions of intelligence, which are often more important for daily functioning than the more cognitive aspects of intelligence (Bar On, 2002). It includes what they feel about themselves and also about others. It plays a vital role in decision making. Its being motivated and remaining hopeful and optimistic when you have setbacks in working toward goals. And it s social skill, getting along well with other people, managing emotions in relationships, being able to persuade or lead others (Goleman, 1998). http://www.iaeme.com/ijm/index.asp 293 editor@iaeme.com
B.Asha and Dr. Jayasree Krishnan 2. PROBLEM STATEMENT The term emotional in emotional intelligence refers to both moods and emotions. Emotions actually sometimes feed into moods. Emotions are high intensity feelings triggered a specific stimulus, evoke attention and interrupt cognitive processing or behaviors (Forgas, 1992; Morris, 1989; Simon, 1982). Outstanding leaders, executives and managers distinguish themselves by their ability to understand and manage themselves and to understand and work with others. It is given that technical and functional expertise is the foundation for effective performance. But Emotional Intelligence (EI) competencies overwhelmingly distinguish outstanding leaders from average performers. Hence, the following are the research questions: To find out the relationship between Job Satisfaction and Turnover Intension To find out the difference between Emotional Intelligence and Turnover Intension 3. SCOPE OF THE STUDY The scope of the study was restricted to employees of Automobile Company Hyundai Dymos India at Sriperumbudur, Chennai. 4. REVIEW OF LITERATURE Emotional intelligence brings the two worlds of intellect and emotions together. The popularity of emotional intelligence has increased greatly in recent years and with that has come debate (Matthews, Zeidner, & Roberts, 2004). Feelings are seen as something that inhibits effective decision making and rationality (Albrow, 1992). In reality feelings are a central role in the leadership process, not an additional factor to consider (Fineman, 1993; Forgas, 1995). In addition feelings are necessary for making good decisions in neurological studies (Goleman, 1995). The Western culture has viewed reason and intellect as opposing forces to supposedly non rational phenomena like passion, intuition, feeling and emotions (Matthews, Zeidner, & Roberts, 2004). The intense emotional reaction could interfere with effective decision making stating that a reduction in emotion may constitute an equally important source of irrational behavior (Damasio 1994). Ambivalence in emotional expression can deter an individual from developing positive interpersonal relations. Ambivalence can be expressed by people who want to express their emotions, agonize over it, and then fail to act (Emmons & Colby, 1995). Others may express ambivalence by showing their emotion but then regret doing it (King & Emmons, 1991). Both examples are linked to anxiety, depression, psychiatric disorders, less social support and lower well being (Emmons & Colby, 1995; Katz & Campbell, 1994). 5. OBJECTIVES OF THE STUDY To study the influence of demographic factors on emotional intelligence of employees at Hyundai Dymos. To analyze the impact of emotional intelligence on job performance and turnover intension of employees 6. RESEARCH METHODOLOGY Descriptive Research Design was employed for data collection, analysis and interpretation. http://www.iaeme.com/ijm/index.asp 294 editor@iaeme.com
An Examination of Emotional Intelligence (EI) Factors on Work-Related Outcome Among Employees of Automobile Industry 6.1 Sampling Design Population: Employees of Hyundai Dymos., Sriperumbudur, Chennai. Frame: Middle level Employees of Hyundai Dymos, Sriperumbudur, Chennai. Sampling Method: Simple Random sampling was employed for the study. Sample Size: The size of the sample was confined to 120 respondents respectively. 6.2 Data Collection Design: Primary data Collection Method: Survey Method was used for collection of data. Primary data Collection Instrument: Questionnaire was used to collect the data. Secondary Data: Books, Journals, Magazines etc. 6.3 Statistical Tools: The main tools used for statistical analysis were Reliability analysis and One-Way ANOVA. Table 1 Reliability analysis and descriptive statistics of factors Factors No. of items Mean SD Cronbach s alpha Self-awareness 8 3.91 0.66 0.770 Self-management 10 3.81 0.62 0.809 Social awareness 10 3.70 0.73 0.824 Relationship management 9 3.75 0.62 0.820 Work environment 11 3.62 0.87 0.763 Job stress 7 1.99 0.65 0.710 Job satisfaction 6 3.59 0.87 0.702 Turnover intention 5 3.53 0.96 0.698 Job performance 8 3.18 0.86 0.763 Table 5 represents the Cronbach s alpha (Reliability) analysis. The statistics (Cronbach s alpha > 0.6) unveil that the data is consistent with each and every factor. Also, the statistics is ranging from 0.698 to 0.824 across the factors. Hence, the data is good for further analysis. In addition, the mean values interpret that the majority of the employees match (Mean >3.5) the following factors namely, self-awareness, selfmanagement, social awareness, relationship management, work environment, job satisfaction and turnover intention. http://www.iaeme.com/ijm/index.asp 295 editor@iaeme.com
B.Asha and Dr. Jayasree Krishnan Table 5.1 Difference in emotional intelligence and job related factors between the employees who earn different amount of salary Annual Salary (in lakhs) Factors of Emotional Intelligence and its Impact on Employees Below 5 5-10 10-15 Above 15 Mean (SD) F value P value Self-Awareness 3.68 (0.76) 3.96 (0.56) 4.01 (0.63) 4.25 (0.59) 11.973 <0.001** Self-Management 3.66 (0.66) 3.84 (0.57) 3.84 (0.56) 4.14 (0.62) 7.797 <0.001** Social Awareness 3.53 (0.81) 3.74 (0.62) 3.70 (0.72) 4.08 (0.72) 6.981 <0.001** Relationship 3.62 (0.66) 3.72 (0.58) 3.83 (0.61) 4.05 (0.56) 6.709 <0.001** Management Overall Emotional 3.62 (0.61) 3.81 (0.42) 3.85 (0.48) 4.13 (0.54) 12.648 <0.001** Intelligence Work Environment 3.41 (0.95) 3.61 (0.82) 3.70 (0.83) 4.17 (0.59) 10.202 <0.001** Job Stress 2.17 (0.57) 1.99 (0.64) 1.95 (0.65) 1.61 (0.71) 9.790 <0.001** Job Satisfaction 3.37 (0.96) 3.63 (0.80) 3.67 (0.83) 3.95 (0.80) 6.324 <0.001** Job Performance 3.23 (1.02) 3.61(0.91) 3.57(0.88) 4.09 (0.81) 11.304 <0.001** Turnover Intention 3.42 (0.78) 3.14 (0.81) 3.16 (0.87) 2.66 (1.04) 10.069 <0.001** Table shows the difference in salary among the employees based on the levels of emotional intelligence and job related factors. Further, the mean values specify that the employees who earn 5 lakhs and below per annum retain a high level of job stress and turnover intention compared to the employees who earn 5 lakhs and above. It explicit that job stress and turnover intention will depend on the employees amount of salary. Table 5.2 Difference in emotional intelligence and job related factors between the educational levels of employees Factors of Emotional Intelligence and its Impact on Employees Educational Qualification Diploma UG PG F value P value Mean (SD) Self-Awareness 4.12 (0.74) 3.93 (0.57) 3.82 (0.68) 6.245 0.002** Self-Management 4.04 (0.69) 3.79 (0.56) 3.76 (0.62) 6.423 0.002** Social Awareness 3.96 (0.80) 3.72 (0.68) 3.60 (0.72) 7.236 <0.001** Relationship Management 3.94 (0.70) 3.76 (0.56) 3.67 (0.62) 5.522 0.004** Overall Emotional Intelligence 4.01 (0.64) 3.80 (0.44) 3.71(0.53) 9.847 <0.001** Work Environment 3.75 (0.99) 3.59 (0.88) 3.60 (0.81) 1.072 <0.001** Job Stress 1.84 (0.80) 1.99 (0.62) 2.06 (0.60) 3.680 0.026* Job Satisfaction 3.81 (0.98) 3.55 (0.85) 3.55 (0.84) 2.901 0.056 Job Performance 3.64 (1.17) 3.52 (0.93) 3.50 (0.90) 0.627 0.534 Turnover Intention 2.91 (1.10) 3.18(0.83) 3.28(0.78) 5.402 0.005** **p<0.01, *p<0.05 Table provides the comparison between the educational qualifications of employees based on the levels of emotional intelligence and job related factors. From the analysis we could ascertain that there is a significant difference between the employees who have different education qualifications in term of self-awareness, self-management, http://www.iaeme.com/ijm/index.asp 296 editor@iaeme.com
An Examination of Emotional Intelligence (EI) Factors on Work-Related Outcome Among Employees of Automobile Industry social awareness, relationship management, work environment, job stress and turnover intention. However, diploma and graduate employees have almost similar level job satisfaction and job performance (p>0.05). 7. CONCLUSION In this study, an increased level of emotional intelligence is linked to the higher use of transformational leadership behavior and proper communication with superior in Hyundai Dymos India company mid managers and employees. The findings from this study indicate that leaders and superiors can develop and strengthen emotional intelligence and in doing so, can more likely exhibit the use of transformational leadership behaviors. As a result, if superiors are trained in EI and those skills are fostered, they will be more likely to utilize transformational leadership, further resulting in organizational effectiveness and follower satisfaction. REFERENCES [1] Albrow, M. (1992). Sineira et studio or do organizations have feelings? Organization Studies, 13, 313 329. [2] Bar On, R. (2002). Bar On Emotional Quotient Inventory: Technical manual. Toronto, Ontario, Multi Health Systems Inc. [3] Damasio, A. R. (1994). Descartes error. New York: G.P. Putnam s Sons. [4] Emmons, R. A & Colby, P. M. (1995). Emotional conflict and well being: Relation to perceived availability, daily utilization and observer reports of social support. [5] Fineman, S. (1993). Emotion in organizations. London: Sage. [6] Forgas, J. P. (1992).affect in social judgments and decision: A multi process model. In M. Zanna (Eds). Advances in experimental and social psychology, 25. San Diego, CA: Academic Press. [7] Karimi, L., Leggat, S.G., Donohue, L., Farrell, G. & Couper, G.E. (2014) Emotional rescue: the role of emotional intelligence and emotional labour on well-being and job-stress among community nurses [online]. Journal of Advanced Nursing. 70 (1), pp. 176 186. [8] Kaur, D., Sambasivan, M. & Kumar, N. (2013) Effect of spiritual intelligence, emotional intelligence, psychological ownership and burnout on caring behaviour of nurses: a cross-sectional study [online]. Journal of Clinical Nursing. 22 (21-22), pp. 3192 3202. [9] Kim, T.-Y., Cable, D.M., Kim, S.-P. & Wang, J. (2009) Emotional competence and work performance: The mediating effect of proactivity and the moderating effect of job autonomy [online]. Journal of Organizational Behavior. 30 (7), pp. 983 1000. [10] Goleman, D. (1998). Working with emotional intelligence. London: Bloomsbury. Journal of Personality and Social Psychology, 68, 947 959. [11] Neha Kalra and Anoop Pant. TQM-A Management Philosophy in Indian Automobile Industry (NCR). International Journal of Management, 4(6), 2013, pp. 12 20. [12] Katz, I. M & Campbell, J. D. (1994). Ambivalence over emotional expression and well being: Nomothetic and idiographic tests of the stress buffering hypothesis. Journal of Personality and Social Psychology, 67, 513 524. http://www.iaeme.com/ijm/index.asp 297 editor@iaeme.com