COMPREHENSIVE PROJECT REPORT

ON

“A STUDY ON THE LEVEL OF EMOTIONAL INTELLIGENCE

OF EMPLOYEES AT THE WORKPLACE”

At

POLYCAB WIRES PVT LTD

Submitted to

SIGMA INSTITUTE OF ENGINEERING – MBA PROGRAM

INSTITUTE CODE – 775

Under the Guidance of

Ms Unnati Gandhi

(Assistant professor)

In partial fulfilment of the requirement of the award of degree of

MASTER
OF BUSINESS ADMINISTRATION (MBA)

Offered By

Gujarat Technological University

Ahmedabad

Prepared by

Sonali Panchal (177750592016)

MBA 4th semester

April 2019
Student Declaration

I hereby declare that the COMPREHENSIVE Project Report on THE LEVEL OF

EMOTIONAL INTELLIGENCE OF EMPLOYEES AT THE WORKPLACE in
(Polycab wires pvt ltd) is a result of my own and my indebtedness to other work
publications, references, if any, has been duly acknowledged. If I am found guilty of
copying from any other report or published information and showing as my original
work, or extending plagiarism limit, I understand that I shall be liable and punishment
by the university, which may include „fail‟ in examination or any other punishment
that university may decide.

Enrollment no Name Signature

177750592016 Sonali C. Panchal

177750592031 Madhuri C. Soun

Place: Date:
Institute Certificate
 Preface

There has been an increase in Emotional Intelligence within the Indian Organization
system in recent years. This increase has been attributed to the popularization of the
construct of emotional intelligence in the research area. The promotion of emotional
development in corporate organization assumes that the ability to regulate emotions is
a positive trait, which is associated with the existence of such a relationship.

The relevance of Emotional Intelligence to various aspects of human Endeavour has

become a subject of investigation in the last two decades. A central philosophical and
religious question that has historical divided groups of people is which is the better
part of human self, its head or its heart. This interest is peaked by a desire of most
organizations to improve employee‟s performance.

Emotional Intelligence had been found to be a predictor of work performance. This

study has demonstrated through empirical analysis the relationship between emotional
intelligence and work performance. Emotional Intelligence is so critical for the
success of a learning organization; these attributes should become the global goals of
every curriculum and training plan. Cognitive skills can be taught through lectures,
but emotional skills need personal involvement where the learner experiences the
emotional context.
 Acknowledgement

We express sincerest gratitude to the Gujarat Technological University, Sigma

Institute of Engineering- MBA Program for providing us this opportunity to
conduct this research.

We would like to thank to Mr. Mihir Adheshara HR manager of Polycab pvt ltd. for
giving the opportunity to do a projects with the organisation.

We also thank our college principle Mr. Priyank Patel for giving us this great
opportunity for improving our knowledge & enhancing our skills.

We would like to thank my research guide Ms Unnati Gandhi who has been constant
source of direction and inspiration. It would not have been possible for me to
complete this study successfully without her direction and motivation.

We are also thankful to all the respondents of this study for their co-operation, advice
and suggestion in the research.
 Table of Content

Sr.No Particular Page.No

1 CHAPTER 1: INFORMATION ABOUT POLYCAB
INDUSTRIES PRAIVATE LIMITED
1.1: Overview of Polycab wires pvt ltd
1.2: Polycab key executives
1.3: About Polycab
1.4: Strategies of Polycab wires pvt ltd
1.5: Polycab make the different through
2 CHAPTER 2: INTRODUCTION OF THE STUDY
2.1: History of the emotional intelligence
2.2: Definition of the study
2.3: Types of emotions
2.4: Importance of Emotional Intelligence
2.5: 16 Emotional Intelligence Key areas and Scales
3 CHAPTER 3: PROBLRM STATEMENT
3.1: Problem statement of study
3.2: importance of the study
3.3: Scope of the study
4 CHAPTER 4: OBJECTIVES OF THE STUDY
4.1: Objectives
5 CHAPTER 5: LITERATURE REVIEW
5.1: The model of emotional intelligence
6 CHAPTER 6: REACHERCH METHODOLOGY
6.1: Research design
6.2: Data collection
6.3: Sampling design
7 CHAPTER 7: DATA ANALYSIS AND INTERPRETATION
8 CHAPTER 8: FINDINGS
9 CHAPTER 9: RECOMMENDATION
10 CHAPTER 10: CONCLUSION
CHAPTER 1: INFORMATION ABOUT POLYCAB
INDUSTRIES PRIVATE LIMITED

Polycab Industries Private Limited is a Private incorporated on 01 April 1998. It is

classified as Non-govt. Company and is registered at Registrar of Companies,
Mumbai. Its authorized share capital is Rs. 20,000,000 and its paid up capital is Rs.
20,000,000. It is involved in Manufacture of insulated wire and cable [insulated
(including enamelled or anodized) wire, cable (including coaxial cable) and other
insulated conductors; insulated strip as is used in large capacity machines or control
equipment; and optical fibre cables]

Directors of Polycab Industries Private Limited are Inder Thakurdas Jaisinghani

and Ramesh Thakurdas Jaisinghani.

Polycab Industries Private Limited's Corporate Identification Number is (CIN)

U31300MH1998PTC114308 and its registration number is 114308.Its Email address
is sai.narayana@polycab.com and its registered address is HICO HOUSE, IST
FLOOR, 771, PANDIT SATWALEKAR MARG, MAHIM (W) MUMBAI Mumbai
City MH 400016 IN , - , .

Current status of Polycab Industries Private Limited is - Amalgamated.

1.1 : Overview of Polycab wires pvt ltd

Company Name: POLYCAB INDUSTRIES PRIVATE LIMITED

Company Status: Amalgamated

RoC: RoC-Mumbai

Company Category: Company limited by Shares

Company Sub Category: Non-government Company

Class of Company: Private

Date of Incorporation: 1 April 1998

Activity: Manufacturing of insulated wire and cable [insulated (including enamelled

or anodized) wire, cable, (including coaxial cable) and other insulated conductors;
insulated strip as

is used in large capacity machines or control equipment; and optical fibre cables]

Industry Sector: Electrical Components & Equipment

Vision

“We will create a great place to work at by inspiring our people to continuously
innovate and carry superior value to our customers and environment, thereby
improving stakeholder value.”

Polycab core values:

Trust Excellence
Teamwork Sustainability
Customer Delight Profitable Growth
Action
Commitment
1.2 : Polycab key executives

Inder T Jaisinghani
Ajay T Jaisinghani
Ramesh T Jaisinghani
Sayam lal Bajaj
Hiroo Mirchandani
Pradeep Poodar
Radhey sayam Sharma
Tilokchand punamchand Otswa

1.3 : About Polycab:

Polycab is a main organization in the electrical business with a inspirational

reputation of more than 4 decades. It has the reputation of being the quickest
developing organization in the Indian Cable part. At Polycab, we trust that our
competitive edge lies in product innovation as well as superior quality and ready
availability. Polycab Daman and Halol producing offices were made to address these
particular needs. Polycab manufacturing set-up is state-the-art, from world famous
suppliers of machinery & technology.

At Polycab, we always endeavour to convey more important happiness to our clients

through top class products and services. We at Polycab comprehend the significance
of the two styles and execution. Today Polycab has a turnover of Rs. 5750 Crore and
is set to accomplish more up to date benchmarks in the coming decade. In an on-going
procedure to improve Customer fulfilment, Polycab offers an collection of
managements:

Competitive Prices
Reliable and predictable quality
Reliable and without a moment to spare conveyance
Product improvement for a changing business sector
 A focused on stocking policy
Technical support for applications/projects

Polycab gets its qualities from its clients. The development of the last is an essential
to the development of the organization and hence consumer satisfaction is its prime
goal. Throughout the years true management and dedication to its clients has earned
the organization recognized demographic and experts which incorporates developers
in areas like Utilities, Power Generation, Transmission and Distribution, Petroleum
and Oil Refineries, OEM's, EPC temporary workers, Steel and Metal, Cement,
Chemical, Atomic Energy and Nuclear Power, and so forth. Polycab has very
experienced qualified and committed experts with solid adherence to the quality
administration framework. Polycab has workplaces everywhere throughout the nation
and furthermore has a wide system of approved merchants and sellers to take into
account all the client portions in India and abroad.

Today Polycab has gone into a few buyers confronting business, for example, fans,
switches, Lighting, Switchgears and so on, as a feature of its desire to move from an
unadulterated B2B to B2C.

From modest beginnings with Cables and Wires more than forty years prior, Polycab
now brags yearly income roughly a billion dollars. Polycab gets its quality from its
clients. The development of the last is a pre-essential to the development of the
organization and subsequently, consumer satisfaction is Polycab's prime target.
Management and dedication towards clients has earned the organization its
recognized customer base and temporary workers, steel and metal, concrete, synthetic,
nuclear vitality and atomic power and so on.

The organization has strongly experienced and qualified arrangement of experts, with
solid adherence to the quality management framework. Polycab has workplaces the
nation over, with a wide system of approved wholesalers and sellers to take into
account each customer segment in India.
Products

Wires & Cables

Electronic fans
Lighting & Luminaires
Switches and Switchgears
Solar Products
Conduits and accessories

Manufacturing base:

 State-of-the-art plans spread across 250 acres comprising of 10 & 6

manufacturing units at Daman & Halol respectively.
 8000+ employee‟s strength. ( including all the units)
 Manufacturing more than 15,000 km of cables and 125,000 km of wires every
month.
 Annual consumption of 50000 MT of Copper and 60000 MT of Alumnus
annually
 State of the Art Manufacturing Equipments including 5 CCV Lines

Types of wires: POLYCAB manufacturers all types of wires and cables except
optical fibre. The major product ranges are as follows:

1. Domestic / Building Wires

2. Flexible Wires
3. Flexible Industrial Cables
4. LT Power Cables
5. HT Power Cables
6. Control Cables
7. Single Cables
8. Instrumentation Cables
9. Submersible Cables
10. Heat Resistant Cables
 11. Elastomeric Cables
12. Communication Cables
13. Speciality Cables
14. Steel braided Cables

Description: it consists of copper conductor over which a PVC coating of a pre-

decided thickness is to be provided. Building wires are of different sizes based on
its application/consumption of electrical current which are as follows: 0.5 sq.mm
0.75 sq.mm 1 sq.mm 1.5 sq.mm 2.5 sq.mm 4.0 sq.mm 6.0 sq.mm 10 sq.mm 16
sq.mm (domestic / building wires) Generally for lighting load as well as low
capacity load up to 1.5 sq.mm wires are used. In high current area such as (washing
Machine, Heater etc.) higher sizes of wires re used. Domestic wires

Testing of Wires & significance of Testing

1. Conductor resistance – low power losses.

2. Power losses / Energy efficiency – Reduced electricity bill.
3. FR Test & significance – Safety in case of fire.
4. Oxygen index test – Ensures delayed ignition of wires.
5. Smoke density test – Ensures low smoke emission.

Why choose Polycab Wires:

Our products / wires have certain ingredients & performance parameters

which helps protection against short circuit. We use only Electrolytic Grade
Copper (99.97% purity) for making the conductors of our Wires. Polycab
wires have lower conductor resistance which results in reduction of conductor
temperature when the cable is carrying current. Whereas other local
manufacturers use recycled Copper with higher impurities & thereby higher
resistance characteristics. Such ordinary wires tend to get heated up and
thereby cause fire hazards.
 Why choose Polycab wires bring in branding of Triguard technology safe
Raho. Save Karo. Protection from Fire, Shock and Short Circuits Gives 25%
Energy savings when tested against ordinary wires under standard test
conditions.

1.4 : Strategies of Polycab Wires pvt ltd

Improve and reinforce our leadership position in wires and cables

We aim to expand our market share by targeting key growth sectors such as mining,
oil and gas, shipping, power, renewables, infrastructure, construction, automotive,
telecommunication and agriculture. We seek to expand our customer base and use our
research and development abilities to develop new and innovative products for these
sectors.

Continue to enlarge our FMEG business

we seek to grow and reinforce our market position in the FMEG market in India and
abroad by leveraging on our brand, distribution network, and various customer base
and manufacturing capabilities. We aim to grow our market share in our existing
FMEG product segments with a focus on growing our distribution reach, increasing
rural dispersion and greater retail expansion.

Expand Distribution reach

We expect to build the measure of our addressable market by expanding the quantity
of approved merchants and wholesalers in North, South and East India. We likewise
plan to infiltrate new towns through these extra merchants and wholesalers.

Keep on putting resources into innovation to improve operational

efficiencies, consumer loyalty and deals
We plan to keep on putting resources into innovation to improve our operational
efficiencies, increment consumer loyalty and improve our deals and productivity.

Reinforce brand acknowledgment

We mean to keep improving our image mindfulness and client unwaveringness
through special and advertising activities. We will try to expand our deceivability and
brand acknowledgment through expanded promoting in print and internet based life
and TV crusades and expanded coordinated cooperation‟s with our approved
merchants, approved merchants and end-purchasers.

1.5 : Polycab make the difference through:

 Polycab people: By fostering teamwork, development talent, Attractive

leadership roles & Executing with Commitment & Excellence
 Polycab Offer: By becoming a supplier of choice
 Polycab Innovation: By developing innovative solutions in technology,
processes, and products
 Polycab Conduct: By caring for our communities and proving high ethical
standards
 Polycab Network: By having offices criticize geographies through a wide
network of authorized distributors and dealers to provide to all customer
sections in India and abroad.
 Polycab Services: By observing to the highest quality standards and
increasingly improving our systems through certifications ISO 9001:2015,
ISO 14001:2015, BS OHSAS 18001:2007
CHAPTER 2: Introduction of the study

Emotional Intelligence (EI) must somehow combine two of the three states of mind
cognition and affect, or intelligence and emotion. Emotional intelligence refers to the
ability to perceive, control, and evaluate emotions. Some researchers suggest that
emotional intelligence can be learned and strengthened, while other claim it is an
inborn characteristic. A number of testing instruments have been developed to
measure emotional intelligence, although the content and approach of each test varies.
If a worker has high emotional intelligence, he or she is more likely to be able to
express his or her emotions in a healthy way, and understand the emotions of those he
or she works with, thus enhancing work relationships and performance. Emotional
Intelligence is not about being soft! It is a different way of being smart - having the
skill to use his or her emotions to help them make choices in the moment and have
more effective control over themselves and their impact on others.

Emotional Intelligence allows us to think more creatively and to use our emotions to
solve problems. Emotional Intelligence probably overlaps to some extent with general
intelligence. The emotionally intelligent person is skilled in four areas: Identifying
emotions, using emotions, understanding emotions, and regulating emotions.

The term Emotional Intelligence is only a few years old. It originally developed
during the 1970s and 80s by the work and writings of psychologists Howard Gardner,
Peter Salovey and John Mayer. EI first appeared in 1985 inza doctoral dissertation by
Wayne Leon Payne, which he entitled “A Study of Emotion: Developing Emotional
Intelligence.” His thesis on emotional intelligence included a framework to enable
people to develop emotional intelligence. Payne asserted that many of the problems in
modern civilization stemmed from a suppression of emotion and that it was possible
to learn to become emotionally intelligent. Later it was coined by Daniel Goleman,
who wrote the pioneering book on the subject. He actually co-authored it with his
wife, Tara, triggered by sitting through many frustrating business meetings with her.
Emotional Intelligence then appeared in a series of academic articles authored by John
D. Mayer and Peter Salovey (1990, 1993). These publications generated little
attention. Two years later, emotional intelligence entered the mainstream with Daniel
Goleman's(1995) best-seller Emotional Intelligence: Why It Can Matter More Than
IQ and subsequent articles in USA Weekend and Time Magazine (October 2, 1995).
More recently, Goleman's latest book, working with Emotional Intelligence (1998),
has caught the attention of human resource practitioners. Although the term
„emotional intelligence‟ was not used, it is evident that the groundwork for the
research was set in motion long before any official work on emotional intelligence

2.1 : History of the Emotional Intelligence

 1930s – Edward Thorndike describes the concept of “Social Intelligence” as

the ability to get along with other people.
 1940s – David Wechsler suggests that affective components of intelligence
may be essential to get success in life
 1950s – Humanistic psychologists such as Abraham Maslow describe how
People can build emotional strength.
 1975 – Howard Gardener publishes The Shattered Mind, which introduces the
concept of multiple intelligences.
 1985 – Wayne Payne introduces the term emotional intelligence in his doctrol
dissertation entitled “ A Study of emotion: developing emotional intelligence,
self –integration relating to fear, pain and desire”
 1987 – In an article published in Mensa Magazine, Keith Beasely uses the
term “emotional quotient.” It has been suggested that this is the first published
use of the term, although Reuven Baron claims to have used the term in an
unpublished version of his graduate thesis.
 1990 – Psychologists Peter Salovey and John Mayer publish their landmark
article, Emotional Intelligence.” In the journal imagination, cognition and
personality.
 1995 – The concept of emotional intelligence is popularized after publication
of psychologist and New York Times science writer Daniel Goleman‟s book
Emotional Intelligence Why it can matter more than IQ.
2.2 : Definitions of Emotional Intelligence:

According to John Mayer:

Emotional Intelligence is the capacity to reason about emotions, and of emotions to

enhance thinking. It includes the abilities to accurately observe emotions, to access
and generate emotions so as to assist thought, to understand emotions and emotional
knowledge and to reflectively control emotions so as to promote emotional and
intellectual growth.

According to Peter Salovey:

Emotional Intelligence refers to an ability to recognize the meanings of emotion and

their relationships and to object and problem solve on the basis of them. Emotional
intelligence is involved in the capacity to observe emotions, integrate emotion related
feelings, understand the information of those emotions and manage them.

According to Steve Hein:

from EIQ (EIQ meaning Emotional Intelligence Quotient) Emotional Intelligence is

the essential potential to feel, use, communicates, recognize, remember, learn from,
manage and understand emotions.

According to Freedman:

Emotional Intelligence is a way of recognizing, understanding and selecting how we

think, feel and act. It shapes our interactions with others and our understanding of
ourselves. It defines how & what we learn, it allows us to set priorities it controls the
majority of our daily actions.

2.3 : Types of Emotions:

Happiness – Happiness is a positive emotion. It is an expression of

pleasure, contentment and good-luck or good fortune.
 Increases blood pressure
 Increases heart rate
 Changes breathing
 Reduces levels of certain neuron chemicals
 Provides a boost to the immune system

Surprise – An expression used when something unexpected or sudden

occurs. Positive
 Dropped jaw, with open mouth
 Lifted and Curved eyebrows
 Eyes, opened wide
 Horizontal wrinkles crossing across the forehead

Disgust – Disgust is a strong feeling of dislike. Negative

 Wrinkle your nose up
 Raise your cheeks
 Raise your upper lip
 Lower your brow
 Form lines below your lower eyelid

Fear – A feeling that something dreadful or dangerous is about to happen.

Negative
 Eyebrows become drawn and raised
 Lips slightly drawn back with an opened mouth
 Upper eyelids show
 Wrinkles in the middle of their forehead

Anger – Anger is a strong feeling of irritation and unhappiness. Negative

 The brows become drawn together & lower
 Their lips will become set in a square shape, and pressed together firmly
 Their eyes will become bulgy
 Their nostrils will flare
 Their upper and lower eyelids will tense.
 Sadness – The state of being sad, unhappy, sorrowful. Negative
 The corners of the lips drop, and the bottom lip may tremble
 The inner corners of the eyebrows are drawn upwards.

2.4 : Importance of Emotional Intelligence

o Helps to relate well and cooperate with others in the workplace.

o Helps achieve your goals
o Maintain for satisfying personal relationships
o Live a more balanced lifestyle
o React to others with empathy and compassion
o Allows you to be more lively and creative
o Resolve conflict more easily
o Emotional competence plays an important role when it comes to success as an
employee. However, for many years, many people thought otherwise. For
most people including senior executives, it was thought that those with a
higher IQ were the most important aspect of a company‟s success.

2.5 : 16 Emotional Intelligence Key areas and Scales

1. Self-analysis: The degree to which you are in touch with your feelings and
emotions and notice when your mood changes.

2. Analysis of others: The extent to which you pay attention to and identify other
people‟s feelings and emotions.

3. Self-expression: How far you are able to describe and communicate your feelings
and emotions.
4. Discrimination: How far you pick up on emotional cues and can tell when
something is wrong or when someone is trying to deceive you.

5. Thinking: The degrees to which you follow your hunches and feelings and let your
feelings guide your thinking.

6. Judgment: The extent to which you allow your instincts and intuition to influence
your judgments and decisions.

7. Sensitivity: The extent to which you are able to capitalize on mood changes in a
positive way to explore and analyse things.

8. Problem solving: The extent to which you use your own and other people‟s
feelings and emotions to help solve problems.

9. Symptoms: Your ability to recognize a range of common emotions – for example,

happiness, anger, fear, surprise, interest etc.

10. Causes: How far you understand the factors that lead people to experience
different feelings and emotions.

11. Complexity: The extent to which you understand complex feelings, emotional
blends and contradictory states.

12. Transitions: The degree to which you are aware of and can anticipate how
emotions progress and change.

13. Openness: The extent to which you stay open to pleasant and unpleasant feelings
to help manage situations and events.

14. Monitoring: How far you are able to reflectively engage or ignore your feelings
and emotions to help guide your actions.

15. Self-control: Your ability to stay in control of your feelings and emotions
when you are under pressure and stress.

16. Managing others: The degree to which you are able to manage other people‟s
feelings and emotions in a sympathetic manner.
CHAPTER 3: PROBLEM STATEMENT

3.1 : problem statement of study

Emotional intelligence includes the ability to be aware & in control of one‟s own
emotions, to be empathic with others, to motivate oneself, & to be effective in
intrapersonal & interpersonal relationships (Goleman, 1995, & 1998; Mayer, &
Salovey, 1997).

However, no one has yet established the exact science so as to know the extent of
effect of these varying variables on one‟s emotional intelligence. Such a situation
served as a missing link for the present researcher. This study aims to establish a
relationship of different factor affecting in one‟s emotional intelligence.

3.2 : Importance of the Study

Emotional Intelligence is the characteristics of an employee that lead to the

demonstration of skills & abilities, which result in effective performance within an
occupational area. A cluster or related knowledge, skills and abilities that affect a
major part of one‟s job that correlates with the performance on the job, that can be
measured against well accepted standards and that can be improved via training and
development. An underlying characteristic of a person result in effective and /or
superior performance on the job. In other Words, Emotional Intelligence is
characteristics that outstanding performers do more often in more situations with
better results, than average performers. The study on the Emotional Intelligence of
Employees Working at Polycab is beneficial to the company in many ways as well as
this will assist the managers and employees for overall development of the
organization.

The following are some useful benefits of using Emotional Intelligence model for the
company, managers and employees as well. Emotional Intelligence is very important
for all employees as it is one of the important deciding factors for relationship
management resulting in motivation, retention, and self-management others.
For Employees:

 Identify the success criteria (i.e. behavioural standards of performance

excellence) required to be successful in their role.
 Support a more specific and objective assessment of their strength and
specify targeted areas for professional development.
 Provide development tools and methods for enhancing their skills.
 Provide the basis for a more objective dialogue with their manager or team
about performance, development and career related issues.
 Identify performance criteria to improve the accuracy and ease of the
hiring and selection process.
 Provide more objective performance standards.
 Clarify standards of excellence for easier communication of performance
expectations to direct reports.
 Provide a clear foundation for dialogue to occur between the manager and
employee about performance, development, and career-related issues.

For the Company

 It will be helpful to the company in the recruitment and selection of best

candidates because emotional intelligence of an individual plays an
important role in the working.
 To consider development and succession planning. And have talented
middle level managers with the potential to move up.
 To help focus their development, identify the components of EI that matter
most in the top positions in your company.
 Measure those whom the company wants to groom, to identify their
strengths and weaknesses.
 To structure training and future assignments, including stretch
assignments, to give the employees an opportunity to develop weaker
areas them.
  To develop high performance teamwork and build skilful interpersonal
cooperation and collaboration, some of the key elements of EI.
 To train people in the skills that comprises EI at the tactical levels of
employee‟s personality

3.3 : Scope of the Study

The scope of the study is to increase the employee‟s emotional intelligence at work
place and to help in future why some employees are outstanding performers while
others are not. Emotional Intelligence calls for recognizing and understanding of the
issues in the organizations on the basis of the results organization can choose a
strategy and actions to improve the performance of their employees.
CHAPTER 4: Objectives of the study

4.1: Objectives:

To find out the awareness level of employees towards handle of their emotions
at workplace.
To find out that the employees share their emotions with others employees.
To check whether situation of employees are facing emotional problems at
workplace.
Response of employees by emotional intelligence effects on work.
To check whether they can manage their situation or not.
To find out those employees can understand need & feeling of others at
workplace.
CHAPTER 5: Literature Review

Deepa.R (2009), emotional intelligence which is an ability to manage one's own

and others' emotions appropriately, has caught the attention of researchers in recent
times. it has a significant impact on the personal and professional success of
individuals. it has been empirically proven that EI impacts the performance and well-
being characteristics of individuals consolidates the research activities on EI in four
areas namely conceptualization, measurement, impact and development and
concludes with directions for future research for adapting this concept to Indian
context.

Krishnaveni.R and Deepa.R (2008), Today's workplace is dynamic in nature

and is characterized by time deadlines, cross cultural teams, work pressures and work
family conflicts, which in turn result in a highly stressed workforce. These factors
have a negative impact on the well-being of employees and the effectiveness of an
organization‟s success. It is in this context that this paper explains how emotional
intelligence can be used as a tool, to enhance the competencies of individuals and
teams in organisations and help them to gain competitive advantage

Goleman (1998) “Working with emotional intelligence” Competency research in

over 200 companies and organizations worldwide shows that about one-third of the
difference is due to technical skill and cognitive ability while two-thirds is due to
emotional competence. (In top leadership positions, over four-fifths of the difference
is due to emotional competence).

Bar-On’s (1997) “The Bar-On Emotional Quotient Inventory (EQ-I): A test of

emotional Intelligence” this study portrays social responsibility and empathy as
specific interpersonal skills. Goleman‟s 1995 model includes the same empathic
awareness and attunement, this is the skill required to recognizing emotions in others.
Knowing these varying EI models the study of the relationship of EI to moral/ethical
behavior and to values has been inconsistent. The moral/ethics/values dimensions are
often described as part of the basis for educational programs involving EI a well-
designed empirical research in this area is very much a necessity
5.1 : The model of emotional intelligence

Dr Goleman asserted that “The criteria for success at work are changing. We are
being judged by a new yardstick: not just by how smart we are, or by our training and
expertise, but also by how well handle ourselves and each other. This yardstick is
increasingly applied in choosing who will be hired and who will not, who will be let
go and who retained, who passed over and who promoted…” Goleman‟s definition of
emotional intelligence proposes four broad domains of EQ which consist of 19
competencies:

Self - Social

Self-Awareness
Social awareness
Emotional self-awareness Empathy
Accurate self-assessment Organisational awareness
Self-confidence Service orientation

Self-management Relationship management

Self-control Inspirational leadership
Trustworthiness Development others
Conscientiousness Influence
Adaptability Change catalyst
Achievement drive to succeed Conflict management
Initiative Building bonds
Teamwork & collaboration

REGULATION RECOGNITION

Source: http://www.psychometric-success.com/index.htm

Self-Awareness

 Emotional self-awareness: Reading one‟s own emotions and recognizing their

impact
 Accurate self-assessment; knowing one‟s strengths and limits
  Self-confidence; a sound sense of one‟s self-worth and capabilities

Self-Management

 Emotional self-control: Keeping disruptive emotions and impulses under

control
 Transparency: Displaying honesty and integrity; trustworthiness
 Adaptability: Flexibility in adapting to changing situations or overcoming
obstacles • Achievement: The drive to improve performance to meet inner
standards of excellence
 Initiative: Readiness to act and seize opportunities
 Optimism: Seeing the upside in events

Social Awareness

 Empathy: Sensing others‟ emotions, understanding their perspective, and

taking active interest in their concerns
 Organizational awareness: Reading the currents, decision networks, and
politics at the organizational level
 Service: Recognizing and meeting follower, client, or customer needs

Relationship Management

 Inspirational leadership: Guiding and motivating with a compelling vision

 Influence: Wielding a range of tactics for persuasion
 Developing others: Bolstering others‟ abilities through feedback and guidance
 Change catalyst: Initiating, managing, and leading in a new direction
 Conflict management: Resolving disagreements
 Building bonds: Cultivating and maintaining a web of relationships
 Teamwork and collaboration: Cooperation and team building

There is general agreement that the factors that Goleman and his colleagues have
identified are indeed emerging as a key element of workplace success. This is because
the way that most organizations work has changed in the last 20 years. There are now
fewer levels of management than there were and management styles tend to be less
autocratic. In addition, the move towards more knowledge based, team working and
customer focused jobs means that individuals generally have more autonomy, even at
fairly low levels within organizations. Whereas, the other model by Boyle and
Humphrey gathered data from 43 studies and performed a 3-part test to classify their
findings. The first stream was a four-branch ability test which categorizes that EI into
different branches. They were perception and expression of emotion, emotional
facilitation of thinking, understanding and analyzing emotions and employing
emotional knowledge. The second stream used a self-report measure to capture the
emotions that employees were feeling the workplace. The final stream used to
measure the data was a traditional test to measure social skills.

Performance Decisions Behaviour

Emotional
Self-control

Emotional Emtional
mngement self -
of others awarenwss

Emotions
Emotional
Emotional
self-
expression
management

Emotional
Emotional
awareness of
reasoning
others

Source: Study by Ernest H. Boyle, 2010

The EI streams measured the main concepts behind EI. Boyle and Humphrey‟s main
hypothesis in this study was to prove that all three EI streams are correlated with job
performance. Each section of the test confirmed Boyle and Humphrey‟s main
hypothesis. “The three streams of EI research, ability measures, self- and peer-report
measures, and mixed models, all predict job performance equally.”

The term emotional intelligence (EI), first introduced in the 1990s by Peter Salovey of
Yale University and John (Jack) Mayer of the University of New Hampshire, refers to
how thinking about emotion and integrating emotion into cognitive processes both
facilitate and enhance reasoning. Similar to conceptualizations of intelligence, EI
involves the capacity to engage in abstract reasoning, but about emotions in particular.
According to the Salovey and Mayer model, there are individual differences in EI,
such that individuals who are more skilled at perceiving, using, understanding, and
managing emotions are more successful at accomplishing many learning and social
tasks than those who are less skilled.

To understand the relevance of EI, it is important to grasp the critical role emotions
play in social interactions and human behaviour. Research conducted by Charles
Darwin in the late 1800s, Silvan Tomkins in the 1960s, Paul Ekman from the 1970s
into the early 2000s, and many others show that the experience and expression of
emotion communicates important information about one‟s relationships. For example,
anger signifies that someone or something is blocking one‟s goal, and fear signifies
that someone or something in the environment poses a threat. Work by neuroscientist
Antonio Damasio demonstrates that the ability to integrate emotional information
with rational decision-making and other cognitive processes is essential for people to
manage their daily lives. Individuals unable to attend to, process, or experience
emotion due to damage to specific brain areas (i.e., prefrontal lobe area) make
decisions that put themselves at risk.

Mayer and Salovey’s (1997) four branch model of EI

 Managing
emotion

Understanding
emotion
Emotional
Intelligence Using
emotion

Perceving
emotion

Source: Four branch model of Emotional Intelligence, (Mayer and Salovey‟s (1997)

THE ABILITY MODEL OF EI: The Ability Model of EI proposed by

Salovey and Mayer includes four relatively distinct emotion-related abilities:

Perceiving Emotion Perceiving emotion involves identifying and differentiating

emotions in one‟s physical states (including bodily expressions), feelings, and
thoughts, and in the behavioural expressions of others (such as facial expressions,
body movements, voice), as well as in the cues expressed in art, music, and other
objects. Persons skilled in perceiving emotion are adept at differentiating between the
range of emotion expressions (frustration, anger, and rage) in themselves and in
others.

Using Emotion Using emotion to facilitate thought refers to the use of emotion
both to focus attention and to think more rationally, logically, and creatively. For
example, positive emotions such as joy and amusement are more useful in stimulating
creative thought while slightly negative moods such as sadness are more conducive to
engaging in deductive reasoning tasks. Persons skilled at using emotions are better
able to generate specific emotional states to carry out a task effectively.

Understanding Emotion Understanding emotion is the ability to label emotions

accurately with language and to know the causes and consequences of emotions,
including how emotions combine, progress, and shift from one to the other (e.g., in
some situations, fear and anger combine to create jealousy). Persons skilled in this
area have a rich feelings vocabulary and are knowledgeable about what causes various
emotions and what behaviours or thoughts may result from their occurrence.

Managing Emotion Managing emotion is the ability to regulate moods and

emotions and involves attending and staying open to pleasant and unpleasant feelings
as well as engaging in or detaching from an emotion depending on its perceived utility
in a particular situation. To manage emotions effectively, persons must garner the
other skill areas of EI: They must be able to accurately monitor, discriminate, and
label their own and others‟ feelings, believe that they can improve or modify these
feelings, assess the effectiveness of these strategies, and employ strategies that will
alter these feelings. By effectively managing emotions, persons can accomplish
situational goals, express socially appropriate emotions, and behave in socially
acceptable ways.
CHAPTER 6: Research Methodology

6.1 : Research design:

The study is mainly a descriptive research designed to know the reason for emotional
intelligence for employees at workplace. The research is a descriptive study in nature
as it studies the opinions of the employees.

6.2 : Data collection

A. Sources of data:

Primary data: The primary data is collected with the help of structure
questionnaire by taking employees in Polycab. The information has been
collected by way of interactions with employees in the organization.
Secondary data: In secondary data collection are through internet sites,
articles in magazines and books.

B. Data Collection Tools:

To conduct a survey of potential people, structure questionnaire has been selected as

an instrument for gathering valuable information from the customer.

Questionnaire consist 5 level of rating scale.

(1) Always (2) Usually (3) Sometime (4) Rarely (5) Never

 Scaling technique: We have used likert scale technique for preparing

questionnaire

6.3 : Sampling design:

Population: Population of the company is 530 employees.

Sampling size: For this research we have used sample of 70 employees.

Survey method: For this research non-probability convent sampling method is

used.
Limitations:

Carrying this survey was great learning experience for us but we faced some
problems, which are listed below:

 There is small sample size of the study due to organizational restrictions.

 Many of the respondents will not give response that makes the data collection
unclear to positive level.
 Generally the respondents were busy in their work and were not interested in
answering rightly.
 Respondents were reluctant to disclose complete correct information about
themselves & the organisation. Due to lack of awareness it is difficult to get
proper data from the employees.
CHAPTER 7: Data Analysis and Interpretation

Personal information:

(A) Gender of the respondents.

Particulars No.of Employees % of Employees

Male 55 79
Female 15 21

% of Employees
90%
79%
80%
70%
60%
50%
40% % of Employees
30% 21%
20%
10%
0%
1 2

Interpretation:

This graph shows that out of 70 employees 79% are males and 21% are females.
 (B)Age of the respondents.

Particulars No.of Employees % of Employees

20 to 30 12 17
30 to 40 28 40
40 to 50 22 31
50 & Above 8 11

% of Employees
45%
40%
40%
35% 31%
30%
25%
20% 17% % of Employees
15% 11%
10%
5%
0%
1 2 3 4

Interpretation:

This graph shows that out 70 employees there are 17% employees are between 20 –
30 years, 40% employees are 30 – 40 years, 31% employees are 40 – 50 years, and
11% employees are above 50 years.
Rating scale = (A= Always, U= Usually, S= Sometime, R= Rarely, N= Never)

Self- Awareness

1. You able to handle your emotions at work.

Particular No.of Employees % of Employees

Always 20 29
Usually 22 31
Sometime 10 14
Rarely 12 17
Never 6 9

35
31
29
30

25

20 17
14
15
9
10

0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 29% respondents are always handle their emotions at work,
31% respondents are usually handle it, 14% respondents are sometime handle it, 17%
respondents are rarely handle it and 9% respondents are never handle their emotions
at work.
 2. You loose up your nerves when you see any other person in pain.

Particular No.of Employees % of Employees

Always 8 11
Usually 17 24
Sometime 15 21
Rarely 20 29
Never 10 14

35
29
30
24
25
21
20
14
15
11
10

0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 11% respondents are always loose up their nerves when
they see any other person in pain, 24% respondents are usually loose this, 21%
respondents are sometime loose this, 29% respondents are rarely loose this, and 14%
respondents are say never lose this.
 3. When you have been humiliated, you still feel embarrassed weeks after the
incident.

Particular No.of Employees % of Employees

Always 5 7
Usually 8 11
Sometime 17 24
Rarely 22 31
Never 18 26

35
31
30
26
24
25

20

15
11
10 7
5

0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 7% respondents are always have been humiliated, they still
feel embarrassed weeks after the incident,11% respondents are usually humiliates ,
24% respondents are sometime humiliates, 31% respondents are rarely humiliates,
and 26% respondents are never humiliates.
 4. Like to share emotions with others.

Particular No.of Employees % of Employees

Always 21 30
Usually 15 21
Sometime 13 19
Rarely 12 17
Never 9 13

35
30
30

25
21
19
20 17
15 13

10

0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 30% respondents are always like to share emotions with
others, 21% respondents are usually like to do this, 19% respondents are sometime
like to do this, 17% respondents are rarely like to do this, and 13% respondents are
never do this.
 5. You have certain compulsive habits that you just can‟t seem to stop (e.g.
overeating)

Particular No.of Employees % of Employees

Always 7 10
Usually 15 21
Sometime 12 17
Rarely 30 43
Never 6 9

50
45 43
40
35
30
25 21
20 17
15
10 9
10
5
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 10% respondents are always have compulsive habits that
they just can‟t seem to stop, 21% respondents are usually have this habits, 17%
respondents are sometime have this habits, 43% respondents are rarely have this
habits, 9% respondents are never have this habits.
 6. You are aware of how your behaviour impacts others.

Particular No.of Employees % of Employees

Always 22 31
Usually 15 21
Sometime 24 34
Rarely 4 6
Never 5 7

40
34
35
31
30
25
21
20
15
10 7
6
5
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 31% respondents are always aware of how their behaviour
impacts others, 21% respondents are usually aware about this, 34% respondents are
sometime aware about this, 6% respondents are rarely aware about this, 7%
respondents are never aware about this.
 7. You tend to postpone or avoid discussing touchy topics.

Particular No.of Employees % of Employees

Always 11 16
Usually 15 21
Sometime 22 31
Rarely 20 29
Never 2 3

35
31
29
30

25
21
20
16
15

10

5 3

0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 16% respondents are always tend to postpone or avoid
discussing touchy topics, 21% respondents are usually avoid this kind of topics, 31%
respondents are sometime avoid this kind of topics, 29% respondents are rarely avoid
this kind of topics, 3% respondents are never avoid this kind of topics.
 8. Can you strongly protest against mistreatment?

Particular No.of Employees % of Employees

Always 25 36
Usually 10 14
Sometime 12 17
Rarely 18 26
Never 5 7

40
36
35
30
26
25
20 17
14
15
10 7
5
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shoes that the 36% respondents are always strongly protest against
mistreatment , 14% respondents are usually protest against it, 17% respondents are
sometime protest against it, 14% respondents are rarely protest against it, 7%
respondents are never protest against it.
 9. Can you think that positive mood leads to new idea?

Particular No.of Employees % of Employees

Always 45 64
Usually 9 13
Sometime 12 17
Rarely 2 3
Never 2 3

70 64
60

50

40

30

20 17
13
10
3 3
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 64% respondents are always thinks their positive mood
leads to new idea, 13% respondents are usually thinks this, 17% respondents are
sometime thinks this, 3% respondents are rarely thinks this, 3% respondents are never
thinks
this.
 Average value of 1st dimension: self-awareness

Sr. Particular Always Usually Some- Rarely Never

no % % time% % %
1 You able to handle your 29 31 14 17 9
emotions at work.
2 You loose up your nerves 11 24 21 29 14
when you see any other
person in pain.
3 When you have been 7 11 24 31 26
humiliated, you still feel
embarrassed weeks after
the incident.
4 Like to share emotions 30 21 19 17 13
with others.
5 You have certain 10 21 17 43 9
compulsive habits that
you just can‟t seem to stop
(e.g. overeating)
6 You are aware of how 31 21 34 6 7
your behaviour impacts
others.
7 Can you strongly protest 16 21 31 29 3
against mistreatment?
8 Can you strongly protest 36 14 17 26 7
against mistreatment?
9 Can you think that 64 13 17 3 3
positive mood leads to
new idea?
Average value 26 19.67 21.56 22.330 10.11
Social Awareness

10. You face emotional problems at workplace.

Particular No.of Employees % of Employees

Always 32 46
Usually 12 17
Sometime 11 16
Rarely 10 14
Never 5 7

50 46
45
40
35
30
25
20 17 16
14
15
10 7
5
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 46% respondents are always face emotional problems at
workplace, 17% respondents are usually face this, 16% respondents are sometime
face this, 14% respondents are rarely face this, 7% respondents are never face this.
 11. Your emotions hamper your work.

Particular No.of Employees % of Employees

Always 10 14
Usually 19 27
Sometime 32 46
Rarely 3 4
Never 6 9

50 46
45
40
35
30 27
25
20
14
15
9
10
4
5
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 14% respondents are always thinks that their emotions
hamper their work, 27% respondents are usually thinks this, 46% respondents are
sometime thinks this, 4% respondents are rarely thinks this, 9% respondents are never
thinks this.
 12. Some people make you feel bad about yourself, and you react angrily with
them.
Particular No.of Employees % of Employees
Always 15 21
Usually 9 13
Sometime 31 44
Rarely 2 3
Never 13 19

50
44
45
40
35
30
25 21
19
20
15 13
10
5 3
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 21% respondents are always thinks that some people make
them feel bad about themselves and they react angrily with others, 13% respondents
are usually thinks this, 44% respondents are sometime thinks this, 3% respondents are
rarely thinks this, 19% respondents are never thinks this.
 13. You believe in emotional intelligence effects on work.

Particular No.of Employees % of Employees

Always 30 43
Usually 15 21
Sometime 18 26
Rarely 2 3
Never 5 7

50
45 43
40
35
30 26
25 21
20
15
10 7
5 3
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 43% respondents are always believe that their emotional
intelligence effects on their work, 21% respondents usually believe this, 26%
respondents sometime believe this, 3% respondents rarely believe this, 7%
respondents never believe this.
 14. Can you receive help, as well as give?

Particular No.of Employees % of Employees

Always 48 69
Usually 7 10
Sometime 11 16
Rarely 3 4
Never 1 1

80
69
70
60
50
40
30
20 16
10
10 4
1
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 69% respondents are always receive help from others, as
well as give it, 10% respondents are usually doing this, and 16% respondents are
sometime doing this, 4% respondents rarely doing this, 1% respondents never doing
this.
Average value of 2nd dimension: Social Awareness

Sr. Particular Always Usually Some- Rarely Never

no % % time% % %
10 You face emotional 46 17 16 14 7
problems at workplace.
11 Your emotions hamper 14 27 46 4 9
your work.
12 Some people make you 21 13 44 3 19
feel bad about yourself¸
and you react angrily with
them.
13 You believe in emotional 43 21 26 3 7
intelligence effects on
work.
14 Can you receive help, as 69 10 16 4 1
well as give?
Average value 38.6 17.6 29.6 5.6 8.6
Self -Management

15. You face problem to handle your work when you are too depressed or too
excited.
Particular No.of Employees % of Employees
Always 5 7
Usually 15 21
Sometime 40 57
Rarely 6 9
Never 4 6

60 57

50

40

30
21
20
9
10 7 6

0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 7% respondents are always faces problems to handle their
work when they are too depressed or too excited, 21% respondents are usually faces
this. 57% respondents are sometim faces this, 9% respondents are rarely faces this,
3% respondents are never faces this.
 16. You get panic, when you get angry.

Particular No.of Employees % of Employees

Always 11 16
Usually 28 40
Sometime 20 29
Rarely 2 3
Never 9 13

45
40
40
35
29
30
25
20 16
15 13

10
5 3

0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 16% respondents are always get panic, when they are in
anger, 40% respondents are usually get panic, 29% respondents are sometime get
panic 3% respondents rarely get panic, 13% respondents are never get panic.
 17. When you face major problems, you are not able to think anything else.

Particular No.of Employees % of Employees

Always 42 60
Usually 7 10
Sometime 12 17
Rarely 5 7
Never 4 6

70
60
60

50

40

30

20 17
10
10 7 6

0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 60% respondents are always thinks that when they face
major problems, they are able to think anything else, 10% respondents are usually
thinks this, 17% respondents are sometime thinks this, 7% respondents are rarely
thinks this, 6% respondents are never thinks this.
 18. You overreact to minor problems.

Particular No.of Employees % of Employees

Always 2 3
Usually 5 7
Sometime 11 16
Rarely 44 63
Never 8 11

70
63
60

50

40

30

20 16
11
10 7
3
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 3% respondents are always overreact to minor problems,
7% respondents are usually overreact to it, 16% respondents are sometime overreact
to it, 63% respondents are rarely overreact to it, 11% respondents are never overreact
to it.
 19. You avoid fights, expressing your opinion, or doing what you want for fear
that you will upset others or lose their love/friendship.

Particular No.of Employees % of Employees

Always 46 66
Usually 5 7
Sometime 8 11
Rarely 3 4
Never 8 11

70 66

60

50

40

30

20
11 11
10 7
4
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 66% respondents are always avoid fights, expressing their
opinions, or doing what they want for fear that they will upset others or lose others
love/friendship, 7% respondents are usually avoid this, 11% respondents are
sometime avoid this, 4% respondents are rarely avoid this, 11% respondents are never
avoid this.
 20. You keep yourself up at night thinking about the problems in your life.

Particular No.of Employees % of Employees

Always 12 17
Usually 10 14
Sometime 35 50
Rarely 6 9
Never 7 10

60
50
50

40

30

20 17
14
9 10
10

0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 17% respondents are always keep themselves up at night
thinking about the problems in their life, 14% respondents are usually doing this, 50%
respondents are sometime doing this, 9% respondents are rarely doing this, 10%
respondents are never doing this.
 21. You feel that without your friends or family, you would be nothing – you
might as well not even exist.

Particular No.of Employees % of Employees

Always 40 57
Usually 8 11
Sometime 18 26
Rarely 3 4
Never 1 1

60 57

50

40

30 26

20
11
10
4
1
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 57% respondents are always feels that without their friends
or family, they would be nothing-they might as well not even exist, 11% respondents
are usually feels this, 26% respondents are sometime feels this, 4% respondents are
rarely feels this, 1% respondents are never feels this.
 22. If you are happy your productivity increases?

Particular No.of Employees % of Employees

Always 43 61
Usually 7 10
Sometime 16 23
Rarely 5 7
Never 1 1

70
61
60

50

40

30
23
20
10
10 7
1
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 61% respondents are always thinks that when they are
happy their productivity increases, 10% respondents are usually thinks this, 23%
respondents are sometimes thinks this, 7% respondents are rarely thinks this, 1%
respondents are never thinks this.
 23. Can you express anger freely, then let it go?

Particular No.of Employees % of Employees

Always 4 6
Usually 11 16
Sometime 5 7
Rarely 47 67
Never 3 4

80
70 67

60
50
40
30
20 16

10 6 7
4
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 6% respondents are always expresses their anger freely,
then let it go, 16% respondents are usually doing this, 7% respondents are sometime
doing this, 67% respondents are rarely doing this, 4% respondents are never doing
this.
 Average value of 3rd dimension: self-management

Sr. Particular Always Usually Some- Rarely Never

no % % time% % %
15 You face problem to handle 7 21 57 9 6
your work when you are too
depressed or too excited.
16 You get panic, when you get 16 40 29 3 13
angry.
17 When you face major problems, 60 10 17 7 6
you are not able to think
anything else.
18 You overreact to minor 3 7 16 63 11
problems.
19 You avoid fights, expressing 66 7 11 4 11
your opinion, or doing what you
want for fear that you will upset
others or lose their
love/friendship.
20 You keep yourself up at night 17 14 50 9 10
thinking about the problems in
your life.
21 You feel that without your 57 11 26 4 1
friends or family, you would be
nothing – you might as well not
even exist.
22 If you are happy your 61 10 23 7 1
productivity increases?
23 Can you express anger freely, 6 16 7 67 4
then let it go?
Average value 32.56 15.11 26.22 19.22 7
Relationship Management

24. You exactly know what to say to make someone feel better.

Particular No.of Employees % of Employees

Always 38 54
Usually 17 24
Sometime 12 17
Rarely 2 3
Never 1 1

60
54

50

40

30
24

20 17

10
3
1
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 54% respondents are always exactly knows what to say to
make someone feel better, 24% respondents are usually knows this, 17% respondents
are sometime knows this, 3% respondents are rarely knows this, 1% respondents are
never knows this.
 25. Your anger keeps coming back in certain situation or with specific people.

Particular No.of Employees % of Employees

Always 8 11
Usually 28 40
Sometime 13 19
Rarely 19 27
Never 2 3

45
40
40
35
30 27
25
19
20
15 11
10
5 3

0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 11% respondents are always have anger that come in back
in certain situation or with specific people, 40% respondents are usually have this,
19% respondents are sometime have this, 27% respondents are rarely have this, 3%
respondents are never have this.
 26. Can you understand the needs & feelings of others, without any judgment or
criticism?

Particular No.of Employees % of Employees

Always 6 9
Usually 4 6
Sometime 15 21
Rarely 26 37
Never 19 27

40 37
35
30 27
25
21
20
15
9
10
6
5
0
1 2 3 4 5

% of Employees

Interpretation:

This graph shows that the 9% respondents are always they can understands the need
and feelings of others, without any judgement or criticism, 6% respondents are
usually understands this, 21% respondents are sometime understands this, 37%
respondents are rarely understands this, 27% respondents are never understands this.
 Average value of 4th dimension: Relationship-management

Sr. Particular Always Usually Some- Rarely Never

no % % time% % %
24 You exactly know what to say to 54 24 17 3 1
make someone feel better.
25 Your anger keeps coming back 11 40 19 27 3
in certain situation or with
specific people.
26 Can you understand the needs & 9 6 21 37 27
feelings of others, without any
judgment or criticism?
Average value 24.67 23.33 19 22.33 10.33
CHAPTER 8: Findings

Major 31% respondents are usually handling their emotions at work.

Major 29% respondents are rarely loose up their nerves when they see any
other person in pain.
Major 31% respondents have rarely been humiliated, they still fill embarrassed
weeks after the incident.
Major 30% respondents are always likes to share their emotions with others.
 Major 43% respondents are rarely have certain compulsive habits that they
just can‟t seem to stop.
Major 34% respondents are sometimes aware of how their behaviour impacts
on others.
Major 31% respondents are sometimes tending to postpone or avoid
discussing touchy topics.
Major 36% respondents are always protesting strongly against mistreatment.
Major 64% respondents are always things that their positive mood leads to
new idea.
Major 46% respondents are always face emotional problems at workplace.
Major 46% respondents are sometimes their emotions hamper their work.
Major 44% respondents are sometimes reacts angrily with some people who
make them feel bad about themselves.
Major 43% respondents are always believed that emotional intelligence effects
on work.
Major 69% respondents always receive helps, as well as give.
Major 57% respondents are sometimes faces problems to handle their work
when they are too depressed or too excited.
Major 40% respondents usually get panic, when they get angry.
Major 60% respondents always not able to think anything else when they face
major problems.
Major 63% respondents rarely overreact to minor problems.
 Major 66% respondents always avoid fights, expressing their opinion or doing
what they want for fear that they will upset others or lose their love /
friendship.
Major 50% respondents sometimes keep themselves up at night thinking about
the problems in their lives.
Major 57% respondents sometimes feel that without their friends or family,
they would be nothing-they might as well not even exist.
Major 61% respondents always think that if they are happy their productivity
increases.
Major 67% respondents rarely express their anger freely, then let it go.
Major 54% respondents always know exactly what to say to make someone
feel batter.
 Major 40% respondent‟s anger usually keeps coming back in certain situation
or with specific people.
Major 37% respondents rarely can understand the needs and feelings of others,
without any judgment or criticism.

CHAPTER 9: Recommendation

Organisation should pay attention towards emotional intelligence need of employees.

Organisation should choose those employees who are having a high level of
emotional intelligence because these people are more emotionally balanced &
they have a better understanding of every circumstances they can perform
very well in these situation weather it is stress, happiness, anger, love etc.
Organisation should give training to employee to develop their emotional
intelligence, because emotional intelligence can be learned at any age and at
any time in life, it is not an inborn characteristics. Emotional intelligence
techniques should be used to boost up the thinking of employees.
Employees should check from time to time the level of emotional intelligence
as to provide them feedback & get better performance out of them because
 when there is an effective communication between the two sides better will be
the results for both the parties hence increased productivity & performance.

CHAPTER 10: Conclusion

Emotional intelligence plays an important role for employees in their workplace. This
report has made a better understanding about the various reasons for emotion and
better control over the emotions. Handling emotions is an important requirement for a
HR for himself and among the employees as well. This will help to motivate the
employees to give their best. Understandings the potential and the talent that the
employees and ensure the difference that employees bring to that the workplace and
value them to make it a part of the organisational success. Emotionally intelligent
workplace can made through organizational strategies, leadership skills, development
programs, and self-awareness and self-management tools. The researcher from the
study concludes that emotional intelligence is needed at every point of work place
performance and it is very important nowadays.
Bibliography

https://www.zaubacorp.com/company/POLYCAB -INDUSTRIES-
PRIVATE-LIMITED/U31300MH1998PTC114308

https://m.tradeindia.com/Seller-7567487-Polycab-wires-pvt-ltd-/

polycab.com

polycab.com/philosophy1/

https://slideplyercom/slide/9846319/

Human Capital-Volume 14 published in March, 2011

HRM Review – published October 2010

http://www.psychometric-success.com/index.htm

Study by Ernest H. Boyle, 2010

Four branch model of Emotional Intelligence, (Mayer and Salovey‟s (1997)

www.affirmativeactionhoax.com/pdfs/Goleman.pdf

mindfulconstruct.com/.../salovey-mayer-on-emotional-intelligence-
 Annexure

Questionnaire

Personal information:

 Gender of the respondents

(a) Male (b) Female

 Age of the respondents

(a) 20 to 30 (b) 30 to 40
(c) 40 to 50 (d) 50 & above

Rating scale:

(1= Sometime, 2= Always, 3= Usually, 4= Rarely, 5= Never)

Sr. Questions S A U R N
No
Self-Awareness
1 You able to handle your emotions at work.

2 You loose up your nerves when you see any

other person in pain.
3 When you have been humiliated, you still feel
embarrassed weeks after the incident.
4 Like to share emotions with others.

5 You have certain compulsive habits that you

just can‟t seem to stop (e.g. overeating)
6 You are aware of how your behaviour impacts
others.
7 You tend to postpone or avoid discussing
touchy topics.
8 Can you strongly protest against mistreatment?

9 Can you think that positive mood leads to new

idea?

Social awareness
10 You face emotional problems at workplace.

11 Your emotions hamper your work.

12 Some people make you feel bad about

yourself¸ and you react angrily with them.

13 You believe in emotional intelligence effects

on work.
14 Can you receive help, as well as give?

Self- management
15 You face problem to handle your work when
you are too depressed or too excited.
16 You get panic, when you get angry.

17 When you face major problems, you are not

able to think anything else.
18 You overreact to minor problems.

19 You avoid fights, expressing your opinion, or

doing what you want for fear that you will
upset others or lose their love/friendship.
20 You keep yourself up at night thinking about
the problems in your life.
21 You feel that without your friends or family,
you would be nothing – you might as well not
even exist.
22 If you are happy your productivity increases?
23 Can you express anger freely, then let it go?

Relationship management
24 You exactly know what to say to make
someone feel better.
25 Your anger keeps coming back in certain
situation or with specific people.
26 Can you understand the needs & feelings of
others, without any judgment or criticism?