Table of contents:

SR. NO. PAGE NO. .

1.0 INTRODUCTION 4
1.1 Emotional Intellience 4
1.! "ob Satisfaction 1!
1.# EI an$ Pe%fo%mance 14
1.4 Use of EI in &R A''lication 14
1.( Ob)ecti*e+ Nee$+ Sco'e an$ Resea%c, met,o$olo- 1(
1.. Resea%c, /et,o$olo- 1(
!.0 0I1ERT2 INTRODUCTION 13
#.0 0ITERATURE RE4IE5 13
4.0 E/OTIONA0 INTE00IGENCE AND "O1 SATIS6ACTIO !.
(.0 SU//AR2 .4
(.1 6in$ins .(
(.! 0imitations ..
(.# Recommen$ations .7
..0 1I10OGRAP&2 .8
1. Int%o$9ction to t,e S9b)ect
In the present scenario, cut throat competition, stretched goals, cultural differences
among the diverse workforce and imbalanced work life have lead to increasing level of
stress in employees, also increase the job dissatisfaction. This satisfaction adversely
affects the performance of the employees and becomes an undesirable and paramount the
organization problem. Hence the scientific researchers shown that the emotional
intelligent person is more adaptive to the environment and more productive for the
organization. Therefore, tools stress due to the job dissatisfaction can prove to be
important for making the employees more efficient and effective. esearch also reveal
that emotional !uotient contributes "#$ in the success of the person as compared to the
%#$ contribution of the intelligence !uotient &I'( only.
Therefore, )' is undoubtedly a very important dimension of a person*s personality.
esearchers also suggest that )motional Intelligence oriented interventions can be
successful tools for making employees more job satisfied and stress less.
+y developing our )motional Intelligence we can become more productive and
successful at what we do, and help others to be more productive and successful too. The
process and outcomes of )motional Intelligence development also contains many
elements known to reduce stress for individuals and organizations, by decreasing
conflicts, improving relationships and understanding and increasing stability, continuity
and harmony which leads to the job satisfaction.
1.1 E/OTIONA0 INTE00IGENCE
To understand the concept of emotional intelligence,it would be useful to have an idea of
what emotions are . the word emotion comes from the latin word motere which means to
move this donates that all emotions induce desire to act the ,-ford )nglish dictionary
defines emotions as , any agitation or disturbance of mind ,feelings, passion.
)motional intelligence is the .capacity for recognizing our own feelings and those of
others, motivating ourselves, and managing emotions well, in ourselves and in our
relationships/.from definition we can identify that emotional intelligence has two major
components0
PERSONA0 CO/PETENCE
SOCIA0 CO/PETENCE
1ersonal competence includes awareness of the self, i.e understanding one own emotions,
feelings etc and management of the self, i.e the ability to deal with changing situations.
2ocial competence means social awareness and management of relationships. 2ocial
awareness is the ability to understand the feelings of others while management of
relationships is the ability to work effectively with other persons.
3ccording to &Higgs and 4ulewicz ,1555(, )I is to achieve one6s goals through the ability
to manage one6s own feelings and emotions, to be sensitive to, and influence and to
balance one6s motives and drives with conscientious and ethical behavior. )I is
conceptualized as an intrapersonal construct in these definitions. 3ccording to other
academics, )I is related to understanding and managing ones own and others6 feelings
and emotions &7ooper and 2awaf, 155"8 9oleman, 155"(.
&2alovey and :ayer 155#( defined )I as a form of social intelligence that involves the
ability to monitor one6s own and others6 feelings and emotions, to discriminate among
them, and to use this information to guide one6s thinking and action. They conceptualized
)I as conceptually related mental abilities that can be divided into four branches
1. The ability to recognize emotion;1erception of emotion.
%. The ability to use emotions to assist the thought process
<. The ability to =nderstanding emotions.;aware of emotion
>. The ability to :anaging emotions &:ayer and 2alovey, 155?(.
The first branch involves the ability to understand emotions from the facial e-pression
and postures of a person . It involves the perception of a emotions e-pressed through non
verbal channels of communication .The second branch involves the ability to use
emotions to assist the thought process. =nderstanding emotions is the ability to
understand emotional information, to understand how emotions combine and progress
through relationship transitions, and to appreciate such emotional meanings. In addition
to these, managing emotions is the ability to be open to feelings, and to modulate them in
oneself and others so as to promote personal understanding and growth. It is also stated
that )I comes out if a person uses his or her competencies at the right time and place.
Thus, )I can be considered as emotional competencies that a person uses in self@
management and in relationships with others. These competencies supply effective
communication among individuals and control of emotions &+oyatzis et al. , %###(.
The concept of emotional intelligence received worldwide attention in 155A with the
publication of the book )motional Intelligence .Bhy It 7an :atter :ore Than I' by
9oleman .9oleman defined emotional intelligence as0 .a different way of being smart .
It include knowing your feelings and using them to make good decision8 managing your
feelings well8 motivating yourself with zeal.
3ccording to &9oleman, 155"(, the emotional competencies are both linked to emotional
intelligence and they are based on emotional intelligence. )I indicates a person6s
.potential/ to learn basic practical skills. )motional competencies indicate the degree of
application of the potential while working. These competencies are learned and they lead
to higher performance at offices;working areas. High )I does not guarantee the
development of emotional competencies, it only shows that there is a potential to improve
emotional competencies. Therefore, a certain level of emotional intelligence is necessary
to learn the emotional competencies &9owing, %##1(. Cor instance, the ability to
recognize e-actly what another person is feeling enables one to develop a specific
competency such as influence. 2imilarly, people, who are able to regulate their emotions,
will find it easier to develop a competency such as initiative or achievement drive
&7herniss, %###(.
9oleman attests that the best remedy for battling our emotional shortcomings is
preventive medicine. In other words, we need to place as much importance on teaching
our children the essential skills of )motional Intelligence as we do on more traditional
measures like I' and 913.
"Emotional Intelligence is a master aptitude, a capacity that profoundly affects all other
abilities, either facilitating or interfering with them."--Daniel Goleman
The term encompasses the following five characteristics and abilities0
Self:a;a%eness@@knowing your emotions, recognizing feelings as they occur, and
discriminating between them
/oo$ manaement@@handling feelings so they6re relevant to the current situation
and you react appropriately
Self:moti*ation@@Dgathering upD your feelings and directing yourself towards a
goal, despite self@doubt, inertia, and impulsiveness
Em'at,-@@recognizing feelings in others and tuning into their verbal and
nonverbal cues
/anain %elations,i's@@handling interpersonal interaction, conflict resolution,
and negotiations
9oleman*s definition of emotional intelligence proposes four broad domains of )' which
consist of 15 competencies0
Self-Awareness
Emotional self-awareness: Reading one's own emotions and recognizing their
impact
3ccurate self@assessment8 knowing one6s strengths and limits
2elf@confidence8 a sound sense of one6s self@worth and capabilities
Self:/anaement
Emotional self-control: Keeping disruptive emotions and impulses under
control
Transparency0 4isplaying honesty and integrity8 trustworthiness
3daptability0 Cle-ibility in adapting to changing situations or overcoming
obstacles
3chievement0 The drive to improve performance to meet inner standards of
e-cellence
Initiative0 eadiness to act and seize opportunities
,ptimism0 2eeing the upside in events
Social A;a%eness
Empathy: Sensing others' emotions, understanding their perspective, and
taking active interest in their concerns
,rganizational awareness0 eading the currents, decision networks, and politics at
the organizational level
2ervice0 ecognizing and meeting follower, client, or customer needs
Relations,i' /anaement
nspirational leadership: !uiding and motivating with a compelling vision
Influence0 Bielding a range of tactics for persuasion
4eveloping others0 +olstering others6 abilities through feedback and guidance
7hange catalyst0 Initiating, managing, and leading in a new direction
7onflict management0 esolving disagreements
+uilding bonds0 7ultivating and maintaining a web of relationships
Teamwork and collaboration0 7ooperation and team building
ANA02<ING T&E I/PACT O6 E/OTIONA0 INTE00IGENCE IN T&E
5OR=P0ACE
)motions are all@pervasive in an organisation. These emotions can either positive and
negative .+oth these types of emotion will have an effect on the behavior of
employees and this in turn will affect the total organizational culture.
NEGATI4E E/OTIONS IN 5OR=P0ACE
:any organisational problems such as absenteeism, high employee turnover, decreased
productivity,etc, can have their roots in the negative emotions in the organization to
which authorities have not paid attention. 2ome of the indicators for the e-istence of
negative emotions at the workplace are the following.
1oor working conditions
Eack of job security
Eack of team effort
1oor career prospects
)mployees who are not suited for the job
Fery high or low levels of stress
Eack of job security
7onstant fear of change in the organisation


Gegative emotions that are not recognized can become to-ic in an
organisation. If unchecked ,these emotion can lead the organization into serious trouble,
affecting the normal work@flow of the organization . following are some of the e-istence
of negative emotions at the workplace.
Eow productivity
3bsenteeism
High employee turnover
Eack of motivation
Increase in conflicts
Eoss of team spirit
Eoss of faith in organisation
eduction in production !uality
Increase in customer complaints
POSITI4E E/OTIONS IN 5OR=P0ACE
1ositive emotions in the workplace are those which helps in achievements of
organisatoinal goals. They can lead to high morale, improved performance, and better
job satisfaction. 1eople who have positive emotions can think better and do their work
more effectively. Healthy employees are the asset of organisation as there will be
reduced absenteeism due to sickness and as a result ,reduced on spending on medical
benefits
E/OTIONA0 INTE00IGENCE IN INDIAN ORGANISATIONS
:any Indian organisation have realized the importance of emotional intelligence and
have come out with innovative ways to motivate employees who are high on emotional
!uotient and low on monetary cost to the organisation .These Hreward and recognition*
programs which include cash incentives ,gift certificates, and stock plans ,and paid
holiday packages@all of which are aimed at motivating the employees emotionally.
Emotional Intellience as a facto% fo% manae%ial '%omotions in Tata G%o9'
The Tata group which has about 1#,### managers all together , has developed a method
to continuously evaluate its managers with a high level of objectivity. They have
developed a matri- which tracks the emotional intelligence which they call Henergy* of
their managers against intuition which they call He-perience* . The distinctive leaders as
per this matri- have multi@location and multi@functional He-perience*. they should also
have a high level of physical , emotional , and intellectual energy.
The analysis provided by the matri- helps the group to keep track of the potential leaders
in the group and utilize their abilities for the betterment of the group . the matri- is fairly
easy to follow and provides a rational basis for tracking key managers and in
idennnnnnntifying high performers or proven leaders.
0>O%eal>s e?'e%iment ;it, Emotionall- Intellient Sales'e%sons
7osmetic major E*,real gives importance to emotional intelligence as one of the criteria
for selecting applicants for sales jobs. The company realized that the sales staff chosen
on the basis of emotional intelligence was more productive than those who were not
selected on this basis . the sales staff chosen on the basis of emotional intelligence
achieved higher sales figures than those who were not selected based on emotional
intelligence as one of the selection criteria . it was also observed that the sales staff that
was choosen on the basis of emotional intelligence stayed longer at the job than others.
EI an$ 'e%fo%mance
3 study of Indian situation confirmed the positive interrelationship between job
satisfaction , job performance and job motivation.
ecent studies showed that )I based competencies are better predictors of performance
than I' by itself &7herniss, %###8 Ceist and +arron, 155I8 2narey and Faillant, 15"A(.
2uccess depends on not only )I, but also )I based on competencies &9oleman, %##1a(.
)motional competencies indicate the level of individuals6 work performance. That is to
say, even though they have similar I' levels, individuals may have different work
performance because of their )I. &2evinc, %##18 )mmerling and 9oleman, %##<(. 3
discriminate function analysis indicated that )I scores were able to fairly identify high
and low performers &+ar@,n, %##A(. 3n analysis of job competencies at %"I
organizations worldwide by 2pencer and 2pencer &155<( indicated that eighteen of the %1
competencies in their generic model for distinguishing superior from average performers
were )I based &9oleman, %##1b(.
:c7lelland &155"( investigated that the division of leaders of a global food and beverage
company with a critical mass of strengths in )I competencies outperformed yearly
revenue targets by a margin of 1A to %# percent. 3mong life insurance company 7),s,
the very best in terms of corporate growth and profit were those who drew upon a wide
range of emotional competencies &9oleman, %###(. &+oyatzis6s ,1555( research showed
that e-perienced partners at a large consulting firm contributed significantly more profit
to the firm from their accounts if they had demonstrated a significant number of the
emotional competencies.
1.> Use of EI in &R a''lications
The importance of emotional competencies and their relation to performance lead
organizations to develop and maintain emotional intelligence in their present employees
&)mmerling and 9oleman, %##<(. Therefore, human resources &H( departments use
more emotional competencies based applications. There are basically two ways to
increase emotional intelligence in an organization0
1. Hire people who are emotionally intelligent.
%. 4evelop emotional intelligence of the current employees &Jacobs, %##1(.
Cor both of the applications organizations need to determine competency models for
every position and job that describe the key competencies that are re!uired for a certain
job &:cEagan, 15"#(. These competency models can be either set for the organization
itself or determined for every occupation groups such as sale, marketing, H.
1.5 Objective, Need, Scope And Research Methodolog
1.(.1 Resea%c, Desin
esearch 4esign is a series of advanced decisions that taken together comprise a master
plan or model for the conduct of an investigation. 2o research design provides a
framework of plan for study, which guides the collection, measurement, analysis, and
interpretation of the data. The research carried out here is descriptive in nature.
4escriptive research provides data about the population or universe being studied. It can
describe A B*s, 1H i.e. what, when, why, who, where, and how.
1.(.! Sam'le Desin an$ Si@e
The population of study is corporate office EI+)TK 2H,)2 Etd. 3nd the sample size
of 1## employees working in 7orporate office, EI+)TK Etd. This study is based on
convenience sampling for which areas of are limited to EI+)TK 2H,)2 Etd,Larnal.
1.(.# /et,o$ of Data Collection
The fourth step of research methodology is data collection. It can be done through
primary or secondary techni!ues. In this study both the techni!ues are used to collect the
data.
To collect primary data a survey will be conducted on )mployee 2atisfaction
through a !uestionnaire, which will be filled by the employees of 7orporate
,ffice. Farious !uestions will be asked to gain ma-imum information from the
respondents.
Cor secondary data I have referred journals, magazines and Internet.
1.(.4 Scalin Tec,niA9e
2caling techni!ues is used in this survey, for understanding the co@relation between
emotional intelligence and job satisfaction and the answers of the respondents are
elucidated by asking them to indicate their level of agreement on a given five point likert
scale with values ranging from .1/ &strongly disagree( to .A/ &strongly agree(.
1.(.( &-'ot,eses fo%mation
In order to fulfill my first objective, following hypotheses is formed.
H#@ There is no correlation between job satisfaction and emotional intelligence.
Ha@ There is a correlation between job satisfaction and emotional intelligence.
1.(.. Data Anal-sis an$ Inte%'%etation
Beighted average will be calculated for all the values on the Eikert scale and
7,)E3TI,G will be applied to check the relation between )motional intelligence and
Job satisfaction.
The data is processed and analyzed by tabulation interpretation so that the findings can be
communicated and can be easily understood. The findings are presented in the best
possible way. Tables and graphs will be used for illustration of principal findings of the
research.
O*e%*ie; of t,e in$9st%-
4evelopment of the footwear industry in India
The footwear industry in India has been dominated by the unorganized sector. The market
size of the domestic footwear industry is around s1%#bn@1A#bn. 3ccording to Eiberty6s
estimates the organized sector occupies only %A$ of the entire domestic footwear market.
+enefits available to the unorganized sector have given them an opportunity to produce
shoes at a much lower cost. +esides the dominance of the unorganized sector, the
footwear industry in India is driven only by necessity. The average consumption of shoes
is low at #.I pair per person as compared to the average consumption of shoes world over
which is A@I pairs per person. Cootwear consumption in India is not yet driven by
fashion. The majority demand of shoes comes from need based shoes like hawai
chappals, " school shoes and plastic footwear. ,ne of the primary reasons for footwear
not developing into an important fashion accessory is due to the lack of availability of
good footwear brands due to the large presence of the unorganized market. +esides low
consumption of shoes, the Indian footwear market is also characterized by low average
realizations which are presently close to s1A# per shoe. Cootwear, as an industry has not
been given the necessary opportunity to thrive. Ta- structure on footwear is higher as
compared to ta- on apparels. The e-cise on footwear is 1I$ while that on apparels in nil.
F3T on footwear is also higher at 1%$ as compared to >$ on apparels Bith growth in
organized retail as well as increasing consumer spend we e-pect strong growth in the
footwear sector. 3ccording to The :arketing Bhitebook, %##A, 1<$ of a consumer6s
e-penditure in organized retail is on footwear (Refer Ehibit !"#. The average
consumption of shoes in India is e-pected to go up to 1@1.A pairs per person over the ne-t
%@< years from the current average consumption of #.I pairs per person. 3long with
consumption the average realization per shoe is also e-pected to go up to s.<## from
s.1A# as on date. The recent introduction of the F3T regime has given an opportunity to
the organized sector to increase their share in the footwear market. In this changing
scenario in the footwear market, we believe that Eiberty6s strategy of introducing various
price points to cater to different income groups will help them in garnering a greater
market share. :oving up the value chain by introducing brands to cater to higher income
groups as well as putting up retail shops in malls will auger well for the company. This
strategy will help establish their
brands as well as increase margins. 3nother interesting aspect is the company6s change in
focus from men6s shoes to concentrating on shoes for the entire family.
A1OUT 0I1ERT2 S&OES 0TD.
Eiberty 2hoes Etd. is the only Indian company that is among the top A manufacturers of
leather footwear in the world with a turnover e-ceeding =.2. M1## million. It produce
more than A#,### pairs of footwear a day covering virtually every age group and income
category. 1roducts are marketed across the globe through 1A# distributors, <A# e-clusive
showrooms and over I### multi@brand outlets, and sold in thousands every day in more
than %A countries including fashion@driven, !uality@obsessed nations like Crance, Italy,
and 9ermany.Be produce more than A#,### pairs of footwear a day covering virtually
every age group and income category. 1roducts are marketed across the globe through
1A# distributors, <A# e-clusive showrooms and over I### multi@brand outlets, and sold in
thousands every day in more than %A countries including fashion@driven, !uality@obsessed
nations like Crance, Italy, and 9ermany
Re*ie; of lite%at9%e
Goleman B1883C research demonstrates that )motional Intelligence has proven to be
twice as important as any other competency in any job role. The tougher and more
challenging the role the more )motional Intelligence becomes the important factor in
success. 2ales people, high in emotional intelligence, have proven to outperform others
by up to <15$. He also found that 5#$ of e-ceptional leaders results are attributed to
their )motional Intelligence and observed that being successful is much more than just
intelligence. I' only accounts for about >$ to %#$ of results. It shows the critical factor
for sustained achievement is not only a function of ability or talent but "#$ of
achievement is dependent on )motional Intelligence.
/cClellan$ B1888C found that when senior managers had a critical mass of emotional
intelligence capabilities, their divisions outperformed yearly earnings goals by %#$.
4ivision leaders without that critical mass under performed by almost the same amount.D
He found that the more positive the overall moods of people in the top management team,
the more cooperatively they worked together @ and the better the company6s business
results.D
Eon <e,n$e% B!000C found that )motional Intelligence Eeads to 2uccess in Top
)-ecutives. 3round the Borld Cor A1A senior e-ecutives analysed, those who were
primarily strong in emotional intelligence were more likely to succeed than those who
were strongest in either relevant previous e-perience or I'. In other words, emotional
intelligence was a better predictor of success than either relevant previous e-perience or
high I'. :ore specifically, the e-ecutive was high in emotional intelligence in ?> percent
of the successes and only in %> percent of the failures The study included e-ecutives in
Eatin 3merica, 9ermany, and Japan, and the results were almost identical in all three
cultures.
Geo%e+ "./. B!000C reported that in Borking Bith )motional Intelligence, "#@5#$ of
the competencies that differentiate top performers are in the domain of emotional
intelligence. Bhile I' and other factors are important, it6s clear that emotional
intelligence is essential to optimal performance. Eeaders e-cellence begins and ends with
their inner resources0 .)-ecutives who fail to develop self@awareness risk falling into an
emotionally deadening routine that threatens their true selves. Indeed a reluctance to
e-plore your inner landscape not only weakens your own motivation but can also corrode
your ability to inspire others.
"o,n 5ile- D Sons+ 0t$. B!000C investigates in his study the relationship between the
gender composition of an employee6s work group and the employee6s job satisfaction,
using a random sample over 1I## =.2. workers. 3fter controlling possible confounding
variables, analysis shows that the level of an employee6s job satisfaction is related to the
gender composition of the employee6s work group, and that the relationship of these
variables does not differ between male and female employees. +oth men and women
working in gender@balanced groups have higher levels of job satisfaction than those who
work in homogeneous groups. )mployees working in groups containing mostly men have
the lowest levels of job satisfaction, with those working in groups containing mostly
women falling in the middle. These results are consistent with predictions based on +lau6s
theory of social structure, that satisfaction would be highest for employees in more
heterogeneous groups
/cClellan$ B!000C reviewed <# companies and found that higher )I scores differentiated
the top performers from average ones. 2ome of the companies reviewed by them are0 In a
landmark study of one of the =L6s largest restaurant groups, there was clear evidence that
emotionally intelligent leaders were more effective. :anagers high in emotional
intelligence had restaurants that outperformed others with increased guest satisfaction,
lower turnover, and <>$ greater profit growth. The link between )' and leadership was
also clear at 1epsi7o. In a pilot project, e-ecutives selected for )' competencies far
outperformed their colleagues, delivering, 1#$ increase in productivity, "?$ decrease in
e-ecutive turnover &M>m(, M<.?Am added economic value, over 1###$ return on
investment. In organizations where leadership is most visible, the affect &emotional
behavior( of the leaders plays a major role. It could be seen clearly in the way some
teams Dwalk on tip toesD when the boss is Dhaving a bad day.D 1erhaps that6s why their
study showed the most effective leaders in the =2 Gavy use )' behaviors @@ they are
warmer, more outgoing, emotionally e-pressive, dramatic, and sociable. 3 study
conducted by him of <A" leaders within Johnson and Johnson identified a strong link
between superior performing leaders and emotional competence. The conclusion is
powerful0 D)motional competence differentiates successful leaders.D
&a-G%o9' B!000C found that there is a great deal of research that links emotional
intelligence with individual performance and organizational productivity. 1artners high in
emotional intelligence in a consulting firm delivered 1<5$ more profit from their
accounts than other partners. 2ales people trained in emotional intelligence competencies
achieved a sustained "?$ improvement in sales and the training delivered in e-cess of
%###$ return on investment in the first year. 2ales people selected on emotional
intelligence competencies had I<$ less turnover than those selected in the traditional
way. Insurance sales people strong in emotional intelligence sold policies on average of
twice the value of those low in emotional intelligence. )-ceptional leaders attributed 5#$
of their success to their emotional intelligence.
EA Conso%ti9m B!000C 3 study of "# 1h.4.*s in science who underwent a battery of
personality tests, I' tests, and interviews in the 15A#s when they were graduate students
at +erkeley. Corty years later, when they were in their early seventies, they were tracked
down and estimates were made of their success based on resumes, evaluations by e-perts
in their own fields, and sources like 3merican :en and Bomen of 2cience. It turned out
that social and emotional abilities were four times more important than I' in establishing
professional success and prestige.
1en)amin Sc,nei$e% B!001C found that whatever kind of organization you run, a primary
measure of success would be the way your customers perceive you. Kour organization6s
ability to attract and retain customers re!uires far more than customer satisfaction. To
create loyal customers, organizations must endeavor for Dcustomer delight./ )motional
intelligence is at the core of relationships, and a sales ma-im is that/ relationships are
everything.D Just how much do relationship factors affect sales and the customer*s view
of your organizationN 3nd what internal skills do your people need to create customer
delightN :etEife selected salespeople on the basis of optimism @@ one of the emotional
intelligence competencies @@ they outsold other :etEife salespeople by <?$. 2o the
emotional skills of people in your organization have a profound affect on the relationship
between the organization and your customers.
1o-at@is B!00!C found in research conducted in 4eming 7enter for 'uality :anagement
that A#$ of time wasted in business is due to lack of trust. In other words, emotional
intelligence has a profound impact on productivity and individual success. 1erhaps that6s
one reason why after a :otorola manufacturing facility used Heart:ath6s stress and )'
programs, 5<$ of employees had an increase in productivity. Eikewise, after supervisors
in a manufacturing plant received training in emotional competencies, lost@time accidents
were reduced by A#$, formal grievances were reduced from an average of 1A per year to
< per year, and the plant e-ceeded productivity goals by M%A#,###.
that many organizations view )' as an investment they might make when they have
Da*i$son B!00!C found a significant correlation between the interpersonal emotional
component and specific performance. Thus the capacities of empathy, social
responsibility and social relations may predict better performance in the specific
characters of I3. :oreover, the correlation between )I and adjustment dimensions
showed significantly higher correlations8 while cultural adjustment is not correlated with
any )I dimensions, interaction fit correlates with all the )I dimensions e-cept for stress
management8 adjustment at the work place was only correlated with intrapersonal
emotional component. The correlation between adjustment variables and success
variables shows that cultural adjustment is positively correlated with satisfaction among
global managers. 3djustment at work correlates negatively with the wish to terminate the
assignment. In other words, those who adjust less well to work show greater interest in
terminating their assignment.
/att,e;s+ G.+ <ei$ne%+ /.+ D Robe%ts+ R. D. B!00!C found that the primary reason
people leave a job is relationship based. ,ne of the key factors is the !uality of the
relationship between the employee and her;his supervisor;manager. 3s leadership guru
ichard Eeider says, D1eople don6t leave companies @@ they leave leaders.D Bhat
distinguishes relationships that lead to retentionN They found the relationship between )I
and effective leadership. =nderstanding precisely how )I relates to effective leadership
may have several implications for human resource practitioners and leadership search
firms, particularly in the area of selection and leadership development. 2pecifically,
aspects of )I identified as underlying attributes of effective leaders may provide
additional selection criteria for identifying potentially effective leaders. :oreover,
research on )I and effective leadership may identify new sets of emotion@based skills,
which could be used in leadership training and development programs to enhance
leadership effectiveness. The knowledge gained from research into )I and leadership may
increase the understanding of effective leadership and help produce powerful tools for the
selection, and training and development of leaders, potentially enhancing organizational
climates and performance.
Dain-.N.a%%ison B!00#C found in his study, .The Impact of )mployee 3ttitudes on
:arket esponse and Cinancial 1erformance/ that how employee satisfaction and
engagement drive an organization*s bottom@line success, even if those employees have no
direct contact with customers. esults of the study suggest that influencing customer
behavior goes beyond advertising, beyond delivering on a brand*s .promise,/ beyond
customer service and beyond product research and development. Influencing customer
behavior, which in turn affects an organization*s success, also re!uires specific efforts to
ma-imize employee engagement and satisfaction. The study addresses a universal
business principal0 it is far less costly, and more fiscally prudent8 to serve and nurture
relationships with current customers than it is to ac!uire new customers.
"ames R B!00#C e-plored the emotion work of leadership, which was defined, as the need
to manage ones owns emotions and to influence the emotions of others. The recently
renewed interest in emotions in the field of organizational behavior, as demonstrated in
recent research that focused on emotion in the workplace, emotion intelligence, and the
emotional aspects of transformational leadership. They discussed the challenges that
global leaders face when dealing with emotions and emotional display in unfamiliar
cultures. Cinally, suggested the ways that increasing cultural intelligence might help
global leaders meet these challenges.
"9$it, Timson B!004C observes that it is one emotion that is purely up to the individual
to define and identify for herself. Cor workplace leaders, this knowledge can be very
useful in maintaining high levels of employee satisfaction within your company. 9iving
employees challenging &but not unrealistically so( and new opportunities and projects can
help keep them interested in doing their job, which can in turn keep productivity levels
high. This is also good to keep in mind when there is a job opening in your company8
hiring from within will not only save on training costs, it will also provide employees in
new positions with new challenges to keep them stimulated. Timson also notes that
another source of satisfaction is in knowing that you have done something well, so
leaders should also take care to offer genuine positive feedback. 7ompliments are
e-cellent motivators, if they are heartfelt, and they are free to give, so make sure your
employees know when they are doing a good job. High levels of employee satisfaction
are correlated to high levels of productivity and low levels of absenteeism, so companies
can save money by contracting a consulting firm to measure for employee satisfaction
and to identify areas that can be improved to increase employee satisfaction
/eeEin Alan B!00(C that job satisfaction is one of those terms that might mean different
things to different people. Cor some there is no satisfaction in any kind of work. Cor
others, all their personal dignity comes from their job. Job satisfaction can be measured in
terms of money, status, benefits, pension schemes and holiday bonuses. 3 good employer
will, of course, acre about all of these issues. 1roductivity is however, their main
responsibility. 3t times, this sets up a conflict between a workers job satisfaction and
employers needs. This then is when unions appear most necessary. Their stated goal is to
assure workers rights and create a decent working environment. Thus, job satisfaction
does have an impact on union membership.
Sem%a A-$en B!00(C e-plained the effect of emotional intelligence and its dimensions on
job satisfaction and organizational commitment of nurses had been investigated in this
study. This paper e-amined the relations among emotional intelligence, job satisfaction
and organizational commitment of nurses and the mediating effect of job satisfaction
between emotional intelligence and organizational commitment. It was found that job
satisfaction is a mediator between emotional intelligence and organizational commitment.
The other findings of the study was that self@emotional appraisal have direct effects on
organizational commitment whereas job satisfaction is a mediator between .regulation of
emotion/ and organizational commitment.
Coo'e% Ca%- B!007C warned that even a modest drop in job satisfaction could and can
lead to emotional burnout of Dconsiderable clinical importance.D 4epression and an-iety
were now the most common reasons for people starting to claim long@term sickness
benefits, overtaking reported illnesses such as back pain. He said8D)mployers should
seriously look at tackling the conse!uences of job dissatisfaction and related health
problems with innovative policies. This would be a wise investment given the potential
substantial economic and psychological costs of unhappy or dissatisfied workers.
Borkers who are satisfied by and in their jobs are more likely to be healthier as well as
happier. Gew working practices and technological advances are rapidly changing the way
we work. :any jobs are becoming more automated and infle-ible. ,rganizations are
reducing their permanent workforce and converting to 6outsourcing6, which is increasing
feelings of job insecurity. These trends have contributed to a 6workaholic6 culture
throughout the =L and )urope@a climate that is impacting negatively in the levels of
enjoyment and satisfaction that employees gain from their work.D Eine workers at every
level are feeling these effects and most are unaware that something constructive can be
done. :anagement@ from senior to junior@ has a real part to play in developing )' within
the workplace, which is benefit, filled. +usinesses, which are progressive and forward
thinking, should consider )' awareness through education to benefit its most vital
resource@its employees. )motional Intelligence has been shown to develop people and
working practice which in its turn, improves that all important efficiency and Hbottom
line*.
Da*i$ B!007C This investigation among 1A" freshmen e-amined the association between
emotional intelligence &emotional@relevant abilities( and stress &feeling of inability to
control life events(, considering personality &self@perception of the meta@emotion traits of
clarity, intensity and attention( as a moderating variable. esults suggest that emotional
intelligence is potentially helpful in reducing stress for some individuals,, but
unnecessary or irrelevant for others. Be highlight results among the highly stressed
intense but confused participants in particular because they have average emotional
intelligence, but do not appear to use it, presumably because they lack confidence in their
emotional ability.
!"A#$%R-&
>. ):,TI,G3E IGT)EEI9)G7)
F. 4.1 Sala%-
4.1.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
18 #8 8 !7 .
2trongly 3gree
15$
3gree
<5$
Indifferent
5$
4isagree
%?$
2trongly 4isagree
I$
6i9%e 4.1.1
Inte%'%etation: This shows that most of the employees at EI+)TK are satisfied with
the salary provided to them as <5$ of the respondent agrees and 15$ strongly agree that
the salary provide to them is sufficient and satisfactory whereas %?$ disagree and I$
strongly disagree that they are not satisfied with the salary provided by company.
F. 4.! 1enefits
4.!.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
13 #3 1# !4 7
6i9%e 4.!.1
Inte%'%etation: This shows that most of the employees are satisfied with the benefits that
are provided by EI+)TK as <"$ of the respondents agree to the statement and 1"$
strongly agree whereas %>$ disagree and only ?$ strongly disagree that they are not
satisfied with the benefits that are provided to them by the company.
F 4.# 6%eA9enc- an$ amo9nt of bon9ses
4.#.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
18 #. 3 #0 7
2trongly 3gree
1"$
3gree
<"$
Indifferent
1<$
4isagree
%>$
2trongly 4isagree
?$
2trongly 3gree
15$
3gree
<I$
Indifferent
"$
4isagree
<#$
2trongly 4isagree
?$
6i9%e 4.#.1
Inte%'%etation: <I$ of the respondents agree that they are satisfied with the amount and
fre!uency of bonuses provided to them, 15$ of the respondents strongly agree and "$
shows an indifferent attitude towards the statement whereas <#$ disagree and ?$
strongly disagree that they are not at all satisfied with the amount and fre!uency of
bonuses that are provided to them by the company.
F 4.4 Connection bet;een 'a- an$ 'e%fo%mance
4.4.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
17 #8 1( !4 (
2trongly 3gree
1?$
3gree
<5$
Indifferent
1A$
4isagree
%>$
2trongly 4isagree
A$
6i9%e 4.4.1
Inte%'%etation: <5$ respondents agree that there is a connection between pay and
performance and 1?$ strongly agree whereas 1A$ shows an indifferent attitude and %>$
disagree that there is no connection between pay and performance and A$ strongly
disagree to the statement.
F 4.( Sec9%it- an$ a$minist%ation of -o9% 'ension 'lans
4.(.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
18 47 1# 17 4
2trongly 3gree
15$
3gree
>?$
Indifferent
1<$
4isagree
1?$
2trongly 4isagree
>$
6i9%e 4.(.1
Inte%'%etation: :a-imum number of the respondents feel that there is security and
administration of their pension plans as >?$ of the respondents agree to the statement
and 15$ strongly agree and very less respondents disagree to the statement as only 1?$
disagree and >$ strongly disagree.
F 4.. 5o%Eloa$
4...1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
!0 48 !0 8 !
2trongly 3gree
%#$
3gree
>5$
Indifferent
%#$
4isagree
5$
2trongly 4isagree
%$
6i9%e 4...1
Inte%'%etation: The result shows that there is a lot of workload as >5$ of the
respondents agree and %#$ strongly agree that there is a e-cessive work load in
EI+)TK, %#$ of the respondents showed an indifferent attitude and very less disagree
i.e. only 5$ and %$ strongly disagree that their no workload in the company.
F 4.7 6le?ibilit- of ;o%Ein ,o9%s
4.7.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
13 13 !1 #8 4
2trongly 3gree
1"$
3gree
1"$
Indifferent
%1$
4isagree
<5$
2trongly 4isagree
>$
6i9%e 4.7.1
Inte%'%etation: This shows that most of the people are dissatisfied by the fle-ibility of
hours provided by EI+)TK as <5$ of the people disagree that the company is not
providing fle-ibility of hours and 1"$ agree and strongly agree that the company is
providing fle-ibility of hours and %1$ of the respondent shows an indifferent attitude
towards the statement.
F 4.3 P,-sical ;o%Ein con$itions
4.3.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
18 4# !4 1! !
2trongly 3gree
15$
3gree
><$
Indifferent
%>$
4isagree
1%$
2trongly 4isagree
%$
6i9%e 4.3.1
Inte%'%etation0 :ost of the respondents are satisfied by the physical working conditions
as ><$ of the respondents agree that the physical working conditions provided by the
company to them are satisfactory and 15$ strongly agree. ,nly 1%$ disagree and %$
strongly disagree that they are not at all satisfied with the physical working conditions
that are provided by the company.
F 4.8 O''o%t9nit- fo% a$*ancement
4.8.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
# !( 1( 4# 14
2trongly 3gree
<$
3gree
%A$
Indifferent
1A$
4isagree
><$
2trongly 4isagree
1>$
6i9%e 4.8.1
Inte%'%etation0 The result showed that most of the employees are dissatisfied with the
career advancement opportunities that are provided at EI+)TK as ><$ disagree with
the statement and 1>$ strongly disagree whereas only <$ strongly agree and %A$ agree
that EI+)TK provides good opportunity for advancement.
F 4.10 "ob sec9%it-
4.10.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
. 18 !3 #3 8
2trongly 3gree
I$
3gree
15$
Indifferent
%"$
4isagree
<"$
2trongly 4isagree
5$
6i9%e 4.10.1
Inte%'%etation0 This shows that most of the people are dissatisfied with the statement as
there is less job security in EI+)TK as <"$ disagree and responded that there is no job
security and 5$ strongly disagree whereas only I$ of the respondents strongly agree and
15$ agree that job security is provided by EI+)TK.
F 4.11 Abilit- to infl9ence $ecisions t,at affect -o9.
4.11.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
( !0 18 41 1(
2trongly 3gree
A$
3gree
%#$
Indifferent
15$
4isagree
>1$
2trongly 4isagree
1A$
6i9%e 4.11.1
Inte%'%etation0 The result shows that the employees don*t have any access to the ability
to take the decisions that affect them as most of them have shown a negative attitude
towards the statement as >1$ disagree and 1A$ strongly disagree whereas only A$
strongly agree and %#$ agree that they are able to influence the decisions that affect
them.
F 4.1! O''o%t9nit- to ;o%E on inte%estin '%o)ects
4.1!.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
. 17 #0 #7 10
2trongly 3gree
I$ 3gree
1?$
Indifferent
<#$
4isagree
<?$
2trongly 4isagree
1#$
6i9%e 4.1!.1
Inte%'%etation0 this shows that the employees at EI+)TK don*t get enough opportunity
to work on interesting projects as <?$ of the respondents disagree with the statement and
1#$ strongly disagree that they don*t get any opportunity to work on interesting projects.
,nly 1?$ agree and I$ strongly agree with the statement.
F 4.1# Access to com'an- s'onso%e$ t%ainin an$ semina%s
4.1#.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
# 1( !( 4( 1!
2trongly 3gree
<$
3gree
1A$
Indifferent
%A$
4isagree
>A$
2trongly 4isagree
1%$
6i9%e 4.1#.1
Inte%'%etation0 This shows that employees at EI+)TK are highly dissatisfied with the
training and seminars that are sponsored by the company and that employees have no
access to such seminars as most of the respondents disagree with the statement i.e. >A$
disagree and 1%$ strongly disagree where as only 1A$ agree and <$ strongly agree that
they have an access to training and seminar and are satisfied with them.
F 4.14 T%ans'a%enc- in com'an->s 'olicies
4.14.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
1( #0 !0 #( 0
2trongly 3gree
1A$
3gree
<#$
Indifferent
%#$
4isagree
<A$
2trongly 4isagree
#$
6i9%e 4.14.1
Inte%'%etation0 <#$ of the respondents agree that their is transparency in companies
policies, 1A$ strongly agree, %#$ of the respondents shows an indifferent attitude and
<AI$ of the respondents disagree and responded that there is no transparency in
companies policies.
F 4.1( Comm9nication ;it, -o9% s9'e%*iso%
4.1(.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
10 #0 !# #( !
2trongly 3gree
1#$
3gree
<#$
Indifferent
%<$
4isagree
<A$
2trongly 4isagree
%$
Figure 4.15.1
Inte%'%etation0 the chart shows that <A$ of the respondents are dissatisfied with the
communication with their supervisor and %$ strongly disagree whereas %<$ of the
respondents showed an indifferent attitude towards the statement. <#$ agree that their
communication with their supervisor is good and 1#$ strongly agree.
F 4.1. 2o9% o*e%all %elation ;it, -o9% s9'e%*iso%
4.1..1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
10 #0 !# #( !
2trongly 3gree
1#$
3gree
<#$
Indifferent
%<$
4isagree
<A$
2trongly 4isagree
%$
Figure 4.16.1
Inte%'%etation0 This shows that <#$ of the respondents agree, 1#$ strongly agree that
their overall relation with their supervisor is good, %<$ showed an indifferent attitude
and <A$ of the respondents disagree that they are not satisfied with the overall relation
with their supervisor.
F 4.17 2o9% %elations,i' ;it, -o9% 'ee%s
4.17.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
1( 48 1( !1 0
Figure 4.17.1
Inte%'%etation0 this shows that employees are satisfied with their relation with their
supervisor to greater e-tent as >5$ of the respondents agree and 1A$ strongly agree with
the statement, 1A$ of the respondents shows an indifferent attitude and %1$ disagree that
they are not satisfied with their relation with the peers.
4.13 2o9% o*e%all satisfaction ;it, -o9% )ob
4.13.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
1( ## 10 #7 (
2trongly 3gree
1A$
3gree
>5$
Indifferent
1A$
4isagree
%1$
2trongly 4isagree
#$
2trongly 3gree
1A$
3gree
<<$
Indifferent
1#$
4isagree
<?$
2trongly 4isagree
A$
Figure 4.18.1
Inte%'%etation0 :ost of the employees are satisfied as <<$ of the respondents agree,
1A$ strongly agree with the statement, 1#$ of the respondents shows an indifferent
attitude and <?$ of them disagree, A$ strongly disagree and showed their dissatisfaction
towards their job.
4.19 Negative feelings help me to address what I need to change in m life.
4.18.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
## #0 10 1( 1!
2trongly 3gree
<<$
3gree
<#$
Indifferent
1#$
4isagree
1A$
2trongly 4isagree
1%$
4.18.1 6i9%e
Inte%'%etation: This shows that <<$ of the respondents strongly agree that
unconsciously but negative feelings help them to address the change in the life and <#$
agree, 1#$ show indifferent attitude towards the statement, 1A$ disagree and there are
1%$ people who strongly disagree with this statement as they find it difficult to handle
the negative feelings. Earge population in EI+)TK Etd. is there who are able to manage
their negative feelings.
F4.!0 I 9se bot, 'ositi*e an$ neati*e emotions as a so9%ce of ;is$om abo9t ,o; to
na*iate m- life.
>.%#.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
1. #! 13 1. 13
4isagree
1I$
Indifferent
1"$
3gree
<%$
2trongly 3gree
1I$
2trongly 4isagree
1"$
6i9%e 4.!0.1
Inte%'%etation: This shows that large population agree that their negative and positive
emotions are the source of wisdom to navigate their life as 1I$ strongly agree and <%$
agree to the statement and 1I$ disagree, 1"$ strongly disagree that they don*t consider
their emotions as the source to navigate their life and 1"$ of the population shows an
indifferent attitude towards the statement.
F4.!1 I am able to moti*ate m-self to t%- an$ t%- aain in face of setbacEs.
4.!1.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
13 !! !3 13 14
2trongly 3gree
1"$
3gree
%%$
Indifferent
%"$
4isagree
1"$
2trongly 4isagree
1>$
6i9%e 4.!1.1
Inte%'%etation: The result shows that 1"$ of people strongly agree that they are able to
motivate themselves to face the setbacks, %%$ agree with the statement, %"$ people
shows an indifferent attitude whereas 1"$ disagree and 1>$ strongly disagree that they
are unable to motivate themselves to face the setbacks.
F 4.!! I am calm 9n$e% '%ess9%e.
4.!!.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
!1 18 3 !7 !(
2trongly 3gree
%1$
3gree
15$
Indifferent
"$
4isagree
%?$
2trongly 4isagree
%A$
6i9%e 4.!!.1
Inte%'%etation: This shows that %1$ strongly agree and 15$ agree that they are able to
remain calm under pressure, which is very good for their work life where as %?$,
disagree and %A$ strongly disagree to manage the workload or pressure with calmness.
This shows that large population is unable to manage the workload or pressure whereas
"$ shows an indifferent attitude towards the statement.
F 4.!# I am effecti*e at listenin to ot,e% 'eo'le '%oblem
4.!#.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
#4 !3 8 17 1!
2trongly 3gree
<>$
3gree
%"$
Indifferent
5$
4isagree
1?$
2trongly 4isagree
1%$
6i9%e 4.!#.1
Inte%'%etation: This shows that <>$ of the respondents strongly agree that they are
effective at listening to other people problem and %"$ of the respondents agree, 5$
shows an indifferent attitude whereas 1?$ disagree and 1%$ strongly disagree that they
are not at all effective at listening to other*s problems. That means ma-imum respondents
at EI+)TK Etd. are effective at listening to their co@worker*s problems.
4.!4 I can et t,e 'eo'le calm $o;n in $iffic9lt sit9ation.
4.!4.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
1. #( !0 18 10
2trongly 3gree
1I$
3gree
<A$ Indifferent
%#$
4isagree
15$
2trongly 4isagree
1#$
6i9%e 4.!4.1
Inte%'%etation: This shows that 1I$ of the respondents strongly agree that they get
people calm down in difficult situation and <A$ agree with the statement whereas %#$
shows an indifferent attitude. 15$ of the respondents disagree that they can*t get the
people calm down in difficult situation and %#$ strongly disagree which shows that most
of the respondents at EI+)TK Etd. are able to get the people calm down in difficult
situation.
4.!( I can easil- s,aEe:off neati*e feelins.
4.!(.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
!! !7 17 1( 18
2trongly 3gree
%%$
3gree
%?$ Indifferent
1?$
4isagree
1A$
2trongly 4isagree
15$
6i9%e 4.!(.1
Inte%'%etation: This shows that %%$ of the respondents strongly agree that they are
easily able to shake@off their negative feelings, %?$ agree with the statement whereas
1A$ disagree and 15$ strongly disagree that they are unable to shake@off their negative
feelings. This shows that large numbers of respondents are able to easily shake@off their
negative feelings.
F 4.!. I am sensiti*e to t,e emotional nee$s of t,e ot,e%>s.
4.!..1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
#8 47 14 0 0
2trongly 3gree
<5$
3gree
>?$
Indifferent
1>$
4isagree
#$
2trongly
4isagree
#$
6i9%e 4.!..1
Inte%'%etation: This statement reveals that <5$ of the respondents strongly agree that
they are sensitive the emotional needs of other people, >?$ agree to the statement and
1>$ shows an indifferent attitude towards this statement. This shows that ma-imum
people at EI+)TK Etd. are able to understand the needs of their colleagues, which is
good for the organization.
F 4.!7 Peo'le *ie; me as an effecti*e coac, fo% ot,e%s emotions.
>.%?.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
!4 #7 11 1( 1#
2trongly 3gree
%>$
3gree
<?$
Indifferent
11$
4isagree
1A$
2trongly 4isagree
1<$
6i9%e 4.!7.1
Inte%'%etation: %>$ of the populations strongly agree that people view them as an
effective coach for other*s emotions that means they are able to understand the emotions
of the other people but 11$ shows an indifferent attitude and 1A$ disagree and 1<$
strongly disagree with the statement that they are not an effective coach.
F 4.!3 I t%- to be c%eati*e ;it, life>s c,allenes.
4.!3.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
!8 (1 10 10 0
2trongly 3gree
%5$
3gree
A1$
Indifferent
1#$
4isagree
1#$
2trongly
4isagree
#$
6i9%e 4.!3.1
Inte%'%etation: This shows that %5$ of the respondents strongly agree, A1$ agree that
they are creative with the challenges of the life and always find new ways to face the
challenges of the life, which is again a good trait. 1#$ of the respondent*s don*t agree
with this statement as they found themselves not as much creative with life*s challenges.
F 4.!8 I %es'on$ a''%o'%iatel- to ot,e% 'eo'le>s moo$s+ moti*ation an$ $esi%es.
>.%5.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
18 !8 !( 17 10
2trongly 3gree
15$
3gree
%5$ Indifferent
%A$
4isagree
1?$
2trongly 4isagree
1#$
6i9%e 4.!8.1
Inte%'%etation: This shows that most of the respondents respond appropriately to other
people*s mood as 15$ of the respondents strongly agree to the statement and %5$ agree
hence large number of the respondents are able to respond to the mood and desires of
other*s and motivate them appropriately where %A$ of the respondents shows an
indifferent attitude and 1#$ strongly disagree with the statement.
4.#0 I cannot sto' t,inEin abo9t m- '%oblems.
4.#0.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
!( (8 . 7 #
2trongly 3gree
%A$
3gree
A5$
Indifferent
I$
4isagree
?$
2trongly
4isagree
<$
6i9%e 4.#0.1
Inte%'%etation: The results shows that most of the respondents cannot stop thinking
about their problems as %A$ strongly agree and A5$ agree which shows that ">$ of the
respondents cannot stop thinking about their problems and only ?$ disagree and <$
strongly disagree that their problems don*t affect them to greater e-tent.
4.#1 I am ca'able of soot,in m-self afte% 9'settin moments.
4.#1.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
14 !4 14 !3 !0
2trongly 3gree
1>$
3gree
%>$
Indifferent
1>$
4isagree
%"$
2trongly 4isagree
%#$
6i9%e 4.#1.1
Inte%'%etation: This statement shows that 1>$ of the respondents strongly agree that
they are capable of soothing themselves after upsetting moments, %>$ agree to the
statement, 1>$ of the respondents shows an indifferent attitude, %"$ disagree and %#$
strongly disagree that they are not unable to sooth themselves after upsetting moments.
4.#! I ;o%%- abo9t t,ins t,at ot,e% 'eo'le $onGt e*en t,inE abo9t.
4.#!.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
7 !0 !3 !8 1.
2trongly 3gree
?$
3gree
%#$
Indifferent
%"$
4isagree
%5$
2trongly 4isagree
1I$
6i9%e 4.#!.1
Inte%'%etation: This shows that very few respondents worry about things that other
people don*t even think about as only ?$ of the respondents strongly agree to the
statement and %#$ agree whereas %"$ of the respondents show an indifferent attitude.
:ost of the respondents disagree with the statement that they don*t worry about the
things that people don*t even think about and 1I$ strongly disagree with the statement.
4.## I nee$ someoneGs '9s, in o%$e% to et oin.
4.##.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl- Disa%ee
1# #! 14 !. 1(
2trongly 3gree
1<$
3gree
<%$
Indifferent
1>$
4isagree
%I$
2trongly 4isagree
1A$
6i9%e 4.##.1
Inte%'%etation: <%$ of the respondent*s agree that they need someone6s push in order to
get going and 1A$ strongly agree to the statement whereas 1>$ shows an indifferent
attitude. %I$ of the respondents disagree and 1A$ strongly disagree that they don*t need
someone*s push in order to get going.
4.#4 Sometimes I feel m- life is f9ll of $ea$ en$s.
4.#4.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
!1 #. 4 !( 14
2trongly 3gree
%1$
3gree
<I$
Indifferent
>$
4isagree
%A$
2trongly 4isagree
1>$
6i9%e 4.#4.1
Inte%'%etation: This shows that most of the respondents feel that their life is full of dead
ends as %1$ of the respondents strongly agree to the statement and <I$ agree whereas
>$ shows an indifferent attitude and %A$ disagree, 1>$ strongly disagree to the
statement i.e. they don*t feel sometimes that life is full of dead ends.
4.#( I am not satisfie$ ;it, m- ;o%E 9nless someone else '%aises it.
4.#(.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
!7 48 # 17 4
2trongly 3gree
%?$
3gree
>5$
Indifferent
<$
4isagree
1?$
2trongly 4isagree
>$
6i9%e 4.#(.1
Inte%'%etation: This shows that most of the respondents are not satisfied unless someone
else praises it as %?$ of the respondents strongly agree to the statement and >5$ agree
and only <$ of the respondents have shown an indifferent attitude whereas very less
respondents strongly disagree i.e. only >$ strongly disagree that they are satisfied with
their work even if someone else don*t praise it.
4.#. Peo'le ;,o a%e a;a%e of t,ei% neati*e feelins a%e bette% 'ilots of life.
>.<I.1 Table
St%onl- A%ee A%ee In$iffe%ent Disa%ee St%onl-
Disa%ee
!8 .0 11 0 0
2trongly 3gree
%5$
3gree
I#$
Indifferent
11$
4isagree
#$
2trongly
4isagree
#$
6i9%e 4.#..1
Inte%'%etation: This shows that ma-imum people agree that those having awareness of
their feelings are better pilots of their life that means such people are able to run their life
in a better way as I#$ agree with the statement and no respondent disagree with the
statement and only 11$ shows an indifferent attitude.
STATISTICA0 TOO0: CORRE0ATION
&2POT&ESIS:
H#@ There is no correlation between job satisfaction and emotional intelligence.
Ha@ There is a correlation between job satisfaction and emotional intelligence.
7orrelation value of )motional intelligence and job satisfaction is ."A1
5e Eno;+
O#."A1
Coefficient of $ete%io%ationH B%C
!
H B.3(1C
!
H 7!I
?%$ variability in job satisfaction is employed by emotional intelligence.
Gow we check the probable error,
P.E H 1:%
!

N
H 1:0.7!
100
H 0.!3
10
H 0.0!3
Be know that,
r P1.)QQQQQQQQQ..Go correlation
rR 1.)QQQQQQQQQ...Beak correlation
rRI1.)QQQQQQQQQ.2trong correlation. i.e. [#."AR#.1I"]
Hence there is strong correlation.
% P.E
% H 0.3(1+ P.E H 0.0!3
0.3!!JJJJJJ0.373
(. S9mma%-
I have conducted this research by taking two variables, )motional Intelligence and Job
2atisfaction. The topic of my research is . 2tudy of )motional Intelligence and it impact
on Job 2atisfaction/. This study is conducted on the employees of EI+)TK 2H,)2
Etd.Larnal. The sample size of the study is 1##. It seems logical that emotionally
intelligent person is more job satisfied as compare to others and emotional !uotient can
be assumed as the major determinant of job satisfaction. Crom my study I have found the
correlation between the )motional Intelligence and Job 2atisfaction. The scope of the
study as there are number of footweart industries in India is limited up to certain
parameters, i.e. it is conducted on the employees working in EI+)TK 2H,)2
Etd.Larnal. The research that is carried out is descriptive in nature and convenience
sampling is taken. The statistical tool, which is used for the study, is correlation, through
my research I have found that strong correlation e-ists between )motional Intelligence
and Job 2atisfaction. )ven it is found that employees in EI+)TK are more dissatisfied
by the e-trinsic benefits provided by the company rather than the intrinsic benefits and
the end suggestions are given to enhance the satisfaction level of employees.
Hence as there is a positive correlation between )motional Intelligence and Job
2atisfaction, at the time of selection and hiring of the employees, company should
conduct a test to check the )motional Intelligence of the employees and must provide
training and seminars to enhance the emotional !uotient.
6in$ins
There is a strong correlation between )motional Intelligence and Job 2atisfaction.
The value of correlation comes to be #."A.
)mployees are satisfied to greater e-tent with the intrinsic benefits provided by
the company like salary, benefits, amount and fre!uency of bonuses.
)mployees are dissatisfied to greater e-tent with the e-trinsic benefits provided
by the company like no participative management, less fle-ibility of working
hours, less carrier advancement opportunities which are very essential for growth
of the employees.
The major reason for dissatisfaction is no job security in EI+)TK as they are
changing their norms very !uickly they reduced the retiring age of an employee
from I# to A" and have given only one month*s notice to an employee to leave the
organization which is wrong. They are opening new department*s and retrenching
old employees with 1 month even one day notice like they opened have opened
new department i.e. water jet looms for which they have closed various
department and have retrenched around 1%## employees with 1 week notice.
)mployees are highly dissatisfied as EI+)TK is not providing any opportunity
to work on interesting projects and employees are facing a lot of problem of job
monotony, which is affecting both their efficiency and effectiveness.
:ost of the employees are unhappy with their job and job profile.
)mployees are dissatisfied with the training and development programs organized
by the company.
'i(itations
3s the research is based on a sample, therefore findings may not reveal the factual
information about the research problem, though an utmost care was taken to select the
truly representative sample. 7arrying this survey was a great learning e-perience for me
but I faced some problems, which are listed below0
There is small sample size of the study due to organizational constraints.
:any of the respondents will not give response that makes the data collection
vague to certain e-tent.
,nly a small part of Cootwear industry and small sample size is taken from
EI+TK Etd. To study the emotional intelligence which is not sufficient to predict
the e-act impact of its on job satisfaction.
9enerally the respondents were busy in their work and were not interested in
responding rightly.
espondents were reluctant to disclose complete and correct information about
themselves and the organization.
4ue to lack of awareness it is difficult to get proper data from the employees.
The last but the most important point that survey was carried through
'uestionnaire and the 'uestions were based on perception.
)mployees must be given new and interesting projects to work on and more of job
rotation and job enrichment must be done to decrease job monotony and increase
satisfaction.
(.# Recommen$ations
3s there is positive correlation between the )motional Intelligence and Job
2atisfaction. 2o at the time of selection and hiring of the employees, they must
conduct a test to check the )motional Intelligence of the employees.
There should be proper training given to the employees on enhancing the
emotional !uotient and developing their )motional Intelligence traits or
characteristics.
Bhen asked for suggestion, most of the employees perceived and portrayed
incentives plan to be a strong reason or motivator to be satisfied in the
organization.
There should be participative management in the organization as most of the
employees feel that their views and ideas should be valued and considered.
Training should be given for skills inventory enhancement.
Bork hours should be provided.
)mployees must be provided with more job security and all the terms and
conditions regarding retirement must be defined clearly and if company wants to
do any change, it must be done through proper amendment and employee must be
informed about any amendment at least 1 or si- months before, not 1 week or 1
month.
7ompany must focus more on team building interventions to promote superior
subordinate relationship.
Concl9sion
2o it could be concluded that there is a strong correlation between )motional Intelligence
and Job 2atisfaction and there should be proper training given to the employees for
enhancing the emotional !uotient and developing their )motional Intelligence traits or
characteristics. )motional competence is the single most important personal !uality that
each of us must develop and access to e-perience a breakthrough. 1erhaps many of the
companies e-periencing powerful results from )' have done so with a modest
investment of time and money. The 3merican )-press Cinancial 3dvisors project started
with 1% hours of training. The 2heraton turn@around included less than %> hours of )'
training. The 3ir Corce project cost around M1#,### in assessments. In other words,
improving organizational )' is within reach S and the return far e-ceeds the investment.
3s there is positive correlation between the )motional Intelligence and Job 2atisfaction
so at the time of selection and hiring of the employees, they must conduct a test to check
2eth )motional Intelligence of the employees which will help in reducing the
dissatisfaction among the employees and will help in enhancing their satisfaction with the
job and their overall satisfaction with the company.
.. 1I10IOGRAP&2
"o9%nals
9oleman, 4. &155"(, $or%ing with Emotional Intelligence, +antam +ooks, Gew
Kork, GK, .
Hay9roup &%###(+ DTransformational leadership as management of emotion0 a
conceptual reviewD, in 3shkanasy, G., Hartel, 7.).J., Terbe, B.J. &)ds(,Emotions
in the $or%place& Research, 'heory, and (ractice, 'uorum +ooks, Bestport, 7T,
pp.%%1@<A.
:c7lelland &%###(, 'he Emotional )uotient In*entory (E)-I#& 'echnical +anual,
:ulti@Health 2ystems, Toronto, .
+oal, L.+., Hooijberg, . &%###(, D2trategic leadership research0 moving onD, 'he
,eadership )uarterly -early Re*iew of ,eadership, Fol. 11 Go.>, pp.A1A@A#.
+enjamin 2chneider &%##1(, DThe )I debate0 emotionally challengedD, (eople
+anagement, Fol. ? Go.", pp.>#.
5ebsites
http0;;www.australianbusinesstraining.com.au;emotionali!.html
http0;;www.emotionalintelligence.co.uk;inde-.htm
http0;;www.lynnleadership.com;highUpotentials.htm
http0;;www.ihhp.com;businessUcase.htm
http0;;www.e!performance.com;pdf;I,1UcaseU2heraton.pdf
http0;;www.articleclick.com;3rticle;)motional@Intelligence@Training@@7ase@
2tudy@@@:edrad;1#<?#5?
http0;;www.byronstock.com;ei;businesscase.html
http0;;www.ihhp.com;