A STUDY ON EMOTIONAL INTELLIGENCE AMONG HR PROFESSIONALS

A Dissertation 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 Head, Department of Social Work

Ms.R.Udhaya Selvi Research Guide

i DECLARATION

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 Date: 05-03-2010

R.Mohamed Mamoon Kahim

Ii

ACKNOWLEDGEMENT 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 Date: 05-03-2010

R.Mohamed Mamoon Kashim

iii

ABSTRACT

The researcher did the study titled A Study of Emotional Intelligence among HR Professional in Chennai. To determine the Emotional Intelligence level of HR Professionals.

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.

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TABLE OF CONTENT

S. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Certificate Declaration

PARTICULARS

PAGE No. i ii iii iv v vi vii 1 8 35 60 66

Acknowledgement Abstract Table of Content List of Table List of Diagram Chapter I Introduction Chapter II Review of Literature Chapter III Data Analysis and Interpretation Chapter IV Findings Chapter V Suggestions and Conclusion. Bibliography Annexure (Questionnaire)
v

LIST OF TABLES
TABLE NO. TITLE PAGE NO.

1.

Age of the Respondents Gender of the Respondents Designation of the Respondents Years of Experiences Education Qualification Martial status of the Respondents Income of the Respondents Awareness of the Emotional Intelligences Component Shaping Emotional Intelligences Role of Emotional Intelligence in Crises Situation Emotional Intelligences in Decision Making Process Emotional Intelligence as a Self Motivation Factor vi

35 36 37 38 39 40 41 42 45 49 52 53

2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

LIST OF DIAGRAM

DIAGRAM NO.

TITLE

PAGE NO.

1.

Emotional Intelligence helps in Unhealthy Emotion Emotional Intelligence helps in increasing Empathy level Emotional Intelligences in Job Performances

43

2.

44

3.

46

4.

Role of Emotional Intelligence in Work Environment Intelligence Quotients and Emotional Intelligence

47

5.

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. 12.

Emotional Intelligence aiding in Problem Solving Emotional Intelligence Test Vii

58 59

DEDICATION TO MY Loving PARENTS AND BELOVED FRIENDS

CHAPTER - I

INTRODUCTION OGY

&

METHODOL

CHAPTER - II

REVIEW OF LITERATURE

CHAPTER - III

ANALYSIS ON

&

INTERPRETATI

CHAPTER - IV

MAIN FINDINGS

CHAPTER - V

SUGGESTIONS N

&

CONCLUSIO

BIBLIOGRAP HY

QUESTIONAI RE
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 todays 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 ones 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 individuals 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 ones 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 ones 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, remember, 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 behavioral, emotional and communications theories, such as NLP (Neuro-Linguistic Programming), 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 Darwins 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 types 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 (UENs) 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 doesnt feel good to us normally doesnt 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 ones 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 ones 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 ones 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 groups 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 whats 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 peoples needs and feelings

Service orientation: Anticipating, recognizing, and meeting customers needs. People with this competence: Understand customers needs and match them to services or products Seek ways to increase customers satisfaction and loyalty Gladly offer appropriate assistance Grasp a customers 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 peoples strengths, accomplishments, and development Offer useful feedback and identify peoples needs for development Mentor, give timely coaching, and offer assignments that challenge and grow a persons 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 researchers 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 environment. As early as 1940 he referred to "non-intellective" as well as "intellective" elements, 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 predicting ones 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 intelligence 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 began to write about "multiple intelligence." Gardner proposed that "intrapersonal" and "interpersonal" 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 important 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 interpersonal 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 helping people to succeed in both life and the workplace. The current work on emotional intelligence 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 others 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 termemotional intelligence. Those who have never valued the ability to read people and understand emotions 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 emotionsthe ability to correctly identify how people are feeling. Using emotionsthe ability to create emotions and to integrate your feelings into the way you think. Understanding emotionsthe ability to understand the causes of emotions. Managing emotionsthe 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 every 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 emotions, 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 ones feelings so that one is not blinded by emotions Being aware of others 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 peoples 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 succeed 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 actually 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 wont 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 workplace. Some jobs involve working in informal teams, or require empathizing with and understanding others. Without high level of emotional intelligence, one may find these careers to be difficult, or perhaps less satisfying.

MANAGEMENT DEVELOPMENT
Emotional intelligence enhances management skills. It is a set of abilities which can assist 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 doesnt 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 intelligent 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 emotions. When the emotions are not dealt with in a constructive way it can lead to bad decisions. 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 intelligence becomes even more important to the job. The key is to work efficiently with others. 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 intelligence 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 accomplish 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 educated 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 emotional 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 ones performance. It wastes time, creates acrimony, corrodes motivation and commitment, builds hostility and apathy. A leaders 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 mediocre 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 excellence 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 emotionally 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- responsibility, 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 increases productivity but also fosters good relations among members. These competencies

result from an ability to recognize and manage ones 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 motivation, 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 shouldnt 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 listen and learn from other s EQ allows you to address you fears using reason, rather than avoiding them or allowing 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 expression 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 potentially 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, musics 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 intelligence ote 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 persons 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

20-30

47

94

31-40

41 above

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

Male

36

72

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

Trainee

10

20

Executive

31

62

Manager

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 1 2 3 4

Years of Experience 03 35 57 7 above Total

No of Respondents 31 12 3 4 50

Percentage 62 24 6 8 100

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 1 2 3

Qualification Graduation Post- Graduation Professional Education Total

No of Respondents 2 34 14 50

Percentage 4 68 28 100

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

Single

36

72

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 14 15

Percentage

1 2

5000-10000 10001-15000

28 30

15001- above Total

21 50

42 100

The above table- 7 shows that majority Forty two percentages (42%) of the respondents income are 15001 and above, few Thirty percentage (30%) respondents income are 5000 10000. of the respondents income are 10001 15000 and very few Twenty two percentage(22%) of the

TABLE - 8 Awareness of Emotional Intelligence

S.No

Awareness of EI

No of Respondents

Percentage

Yes

50

100

No

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

25

20

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.

Percentage
15
22

10
18

5
8

0 Strongly agree Agree Not sure

Disagree

Strongly disagree

EI Helps in Unhealthy Emotion

The above bar diagram- 1 clearly shows, that a good number Forty four

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

20

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.

Pe rce nta ge

15

10

19

20

5 1

0 Strongly agree

Agree Not sure Disagree Strongly disagree EI Helps in Increasing Empathy Level

The bar diagram-2 it clear show that a Forty percentage (40%) of the respondents

TABLE -9 Component Shaping Emotional Intelligence

S.No 1 2 3 4 5

Essential Component Heredity Environment None Both Not Sure Total

No of Respondents 5 28 1 14 2 50

Percentage 10 56 2 28 4 100

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 Performance

31

Strongly agree Agree Not sure

5

14 31

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

30

25

20

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 todays work environment.

Per ce nta ge

15 27

10 16 5 6 0 Strongly agree Agree Not sure 1 Disagree

Role of EI in Work Environment

The above bar diagram-4 clearly represents that, Fifty four percentage (54%) of

CHART 5 Intelligence Quotient & Emotional Intelligence

Strongly agree Agree Not sure Disagree Strongly disagree

10 14

18

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

S.No 1 2 3 4 5

EI in Crises Situation Strongly Agree Agree Not sure Disagree Strongly disagree Total

No of Respondents 15 24 8 2 1 50

Percentage 30 48 16 4 2 100

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

Top level Management Middle level Management Both levels All the level
9

19

17

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.

30

25

CHART 7
Perc enta ge
20 15 10
14 30 Benefits of the Training Program

5
5

0 To large extent To reasonable extent Not at all

Too early to comment

Benefits of the Training Program

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 1 2 3 4 5

EI in Decision Making To a large extent To a reasonable extent To some extent Not at all Not sure Total

No of Respondents 24 21 5 0 0 50

Percentage 48 42 10 0 0 100

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 1 2 3 4 5

Interpersonal Relationship To a large extent To reasonable extent To a some extent Not sure Not at all Total

No of Respondents 19 19 10 0 2 50

Percentage 38 38 20 0 4 100

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

30

25

(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.

Perc enta ge
20 15
27

10

10

5 1

0 To large extent To reasonable extent To some extent Not at all

Not sure

EI Aiding in Communication

The above bar diagram- 8 clearly represents that majority Fifty four percentage

TABLE 13

Emotional Intelligence as a Self Motivation Factor

S.No 1 2 3 4 5

Self Motivation To a large extent To reasonable extent To a some extent Not sure Not at all Total

No of Respondents 15 18 14 1 2 50

Percentage 30 36 28 2 4 100

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

To large extent To reasonable extent To some extent

2

Not sure

12

16

20

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

3 5

To large extent To reasonable Extent To some extent Not at all Not sure

22

13

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

2 3

To large extent To reasonable extent To some extent Not at all Not sure

17 12

16

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

40

Percentage

30

20

39

10

10 1

Below 149

150-249

250 & Above

Emotional Intelligence Test

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 ones 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 selfawareness, relationship skill, self-management and social-awareness.

MAIN FINDINGS
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 Thirty six percentage (36%) of the respondents strongly

Emotional Intelligence helps in regulate our unhealthy emotion for productive purpose emotion, and 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 todays 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 ones 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 College Guide Ms. R. Udhaya Selvi Lecturer
Demographic Details
1. Name: 2. Age (a) (b) (c) 3. Gender (a) Male (b) Female 20 30 31 40 41 & more

- MSW Student Mar Gregorios Mar Gregorios College.

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) (b) (c) Graduate Post-graduate Professional education

7. Marital Status (a) Married 8. Income (a) 5000 10000 (b)10001 15000 (c)15001 & above (b) Un-married (c) Divorced

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 ones own emotion Do you agree with the statement? 11. Do you agree Emotional Intelligence helps us to regulate your unhealthy emotions for productive purpose? 12. Emotional Intelligence helps us to understand others emotion thus increasing our empathy level Do you agree with the statement? 13. Do you agree that Emotional Intelligence is being being nice with others? 1 14. Emotional Intelligence is understanding ones emotion and giving free rein to feelings? 15. The essential components that shape Emotional Intelligence are (a) Heredity (b) Environment (c) None (d) Both (e) Not sure 1 2 2 3 3 4 4 5 5 1 1 1 2 2 2 3 3 3 4 4 4 5 5 5

16. Which component plays an important role in EI? (a) (b) (c) More of heredity and less of environment More of environment and less of heredity 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? 18. Emotional Intelligence plays a vital role in todays work environment? 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? 20. Do you agree that an individual with average intelligence quotient but high Emotional Quotient can perform job better? 21. Do you think Organization where employees Emotional Quotient is high will tend to grow / perform better than the others? 22. Do you think that Emotional Quotient helps an individual to cope up with crisis situation better? 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) (b) (c) (d) To a large extent To a reasonable extent Not at all Too early to comment 1 1 1 2 2 2 3 3 3 4 4 4 5 5 5

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

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 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 individuals performance depends largely on relationship Does Emotional Quotient level help in this process? 28. Does Emotional Intelligence help us to canalize our emotion for creative purpose? 29. Communication is an essential process of any activity Do you think EI play a vital role in the communication process? 30. Do you think that Emotional Intelligence act as a motivational factor?

1 1 1

2 2 2 2 2 2

3 3 3 3 3 3

4 4 4 4 4 4

5 5 5 5 5 5

31. Team work is an essential activity and a vital competency too Does Emotional Quotient helps in team work? 32. Do you think Emotional Intelligence is one of the leadership skills? 33. Do you think Emotional Intelligence helps in problem solving process

1 1 1

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 managements decision b) Start abusing the colleagues who superseded you. c) Move to court and obtain a stay order to get justice d) 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 matters b) Tell her that such behavior should be ignored c) Ask her to be bold, face the challenges and overcome the problem d) 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 again b) Take the initiative, go forward and start talking to them c) Let things take their own time to improve d) 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 place c) Apologize to your colleagues d) 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 day b) Reassess your capabilities as an insurance salesperson c) Come out with fresh strategies to overcome similar situation in the future d) Contact the clients again some other day. 39. While you speak to the audience, you a) Find it difficult to convey your ideas b) Find that only a part of the audience follows your speech c) Are comfortable in conveying your ideas to the audience d) Dont 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 life b) Relax this is not the first time riots have occurred c) Try to handle the situation by taking all desired remedies measures. d) Reach the spot and assuage the feelings of the victims. 42. Youre 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 family b) Send him to a psychologist to learn adjust with his environment c) Manage your feelings and explain your point of view as patiently as possible d) Talk to him and understand his feelings, believes and attitudes 43. In an argument if you loose, you: a) Feel totally beaten b) Wait for the next opportunity to beat your opponent c) Wining and loosing are a part of the game d) 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 trainee b) Ask the trainee to leave the hall c) Ask him/her to meet you after the program in your chamber to explain what he/she wants d) 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 head b) Suspend the union leader from the job c) 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 fault b) Ask your spouse to mend ways if he/she want peace at home c) Try t break the ice by amazing the reasons for conflict and ease the situation d) 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 them b) Shout back and tell them to mind their own business c) Leave the job half way and go back to your village d) Accept their challenge and prove that you can match them 48. When some one directly criticizes your behavior a) Tend to close up and stop listening b) Carefully listen to their opinions c) Tend to get upset about it d) Think of ways to change your behavior.

THANK YOU!!!