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A report on significance of emotional intelligence and its impact on job satisfaction at liberty shoes ltd.,


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A report on significance of emotional intelligence and its impact on job satisfaction at liberty shoes ltd.,

A report on significance of emotional intelligence and its impact on job satisfaction at liberty shoes ltd.,

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  • 1. LOVELY PROFESSIONAL UNIVERSITY DEPARTMENT OF MANAGEMENT Report on Summer TrainingSIGNIFICANCE OF EMOTIONAL INTELLIGENCE AND ITS IMPACT ON JOB SATISFACTION Submitted to Lovely Professional University In partial fulfillment of the Requirements for the award of Degree of Master of Business Administration Submitted by: Name of the student: University Roll No. Reg No: DEPARTMENT OF MANAGEMENT LOVELY PROFESSIONAL UNIVERSITY PHAGWARA ( 2008-2010 )
  • 2. Projectsformba.blogspot.comACKNOWLEDGEMENT “Sometimes our light goes out, But is blown into flame by another human being. I owe deepest thanks, To those who have rekindled this light”Acknowledgement is the perfect way to convey heartiest thanks to all outstandingpersonalities.I consider myself fortunate to receive my summer training in an esteemed organizationlike LIBERTY SHOES LTD. Yet the opportunity could not have been utilized withoutthe guidance and support of many individuals.I am grateful to all staff members for providing me the required documents, whichlead to the successful completion of this project in its present
  • 3. Projectsformba.blogspot.comTable of contents:NO. PAGE NO.1.0 INTRODUCTION 4 1.1 Emotional Intelligence 4 1.2 Job Satisfaction 12 1.3 EI and Performance 13 1.4 Use of EI in HR Application 14 1.5 Objective, Need, Scope and Research methodology 1.6 Research Methodology2.0 LIBERTY INTRODUCTION 183.0 LITERATURE REVIEW 204.0 EMOTIONAL INTELLIGENCE AND JOB SATISFACTIO 285.0 SUMMARY 66 5.1 Findings 67 5.2 Limitations 68 5.3 Recommendations 696.0 BIBLOGRAPHY 707.0 QUESTIONNAIRE
  • 4. Projectsformba.blogspot.com1. Introduction to the SubjectIn the present scenario, cut throat competition, stretched goals, cultural differencesamong the diverse workforce and imbalanced work life have lead to increasing level ofstress in employees, also increase the job dissatisfaction. This satisfaction adverselyaffects the performance of the employees and becomes an undesirable and paramount theorganization problem. Hence the scientific researchers shown that the emotionalintelligent person is more adaptive to the environment and more productive for theorganization. Therefore, tools stress due to the job dissatisfaction can prove to beimportant for making the employees more efficient and effective. Research also revealthat emotional quotient contributes 80% in the success of the person as compared to the20% contribution of the intelligence quotient (IQ) only.Therefore, EQ is undoubtedly a very important dimension of a person’s personality.Researchers also suggest that Emotional Intelligence oriented interventions can besuccessful tools for making employees more job satisfied and stress less.By developing our Emotional Intelligence we can become more productive andsuccessful at what we do, and help others to be more productive and successful too. Theprocess and outcomes of Emotional Intelligence development also contains manyelements known to reduce stress for individuals and organizations, by decreasingconflicts, improving relationships and understanding and increasing stability, continuityand harmony which leads to the job satisfaction.1.1 Emotional intelligenceTo understand the concept of emotional intelligence,it would be useful to have an idea ofwhat emotions are . the word emotion comes from the latin word motere which means tomove this donates that all emotions induce desire to act the Oxford English dictionarydefines emotions as , any agitation or disturbance of mind ,feelings, passion.Emotional intelligence is the “capacity for recognizing our own feelings and those ofothers, motivating ourselves, and managing emotions well, in ourselves and in
  • 5. Projectsformba.blogspot.comrelationships”.from definition we can identify that emotional intelligence has two majorcomponents:PERSONAL COMPETENCESOCIAL COMPETENCEPersonal 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.Social competence means social awareness and management of relationships. Socialawareness is the ability to understand the feelings of others while management ofrelationships is the ability to work effectively with other persons.According to (Higgs and Dulewicz ,1999), EI is to achieve ones goals through the abilityto manage ones own feelings and emotions, to be sensitive to, and influence and tobalance ones motives and drives with conscientious and ethical behavior. EI isconceptualized as an intrapersonal construct in these definitions. According to otheracademics, EI is related to understanding and managing ones own and others feelingsand emotions (Cooper and Sawaf, 1998; Goleman, 1998).(Salovey and Mayer 1990) defined EI as a form of social intelligence that involves theability to monitor ones own and others feelings and emotions, to discriminate amongthem, and to use this information to guide ones thinking and action. They conceptualizedEI as conceptually related mental abilities that can be divided into four branches 1. The ability to recognize emotion/Perception of emotion. 2. The ability to use emotions to assist the thought process 3. The ability to Understanding emotions./aware of emotion 4. The ability to Managing emotions (Mayer and Salovey, 1997).The first branch involves the ability to understand emotions from the facial expressionand postures of a person . It involves the perception of a emotions expressed through
  • 6. Projectsformba.blogspot.comverbal channels of communication .The second branch involves the ability to useemotions to assist the thought process. Understanding emotions is the ability tounderstand emotional information, to understand how emotions combine and progressthrough relationship transitions, and to appreciate such emotional meanings. In additionto these, managing emotions is the ability to be open to feelings, and to modulate them inoneself and others so as to promote personal understanding and growth. It is also statedthat EI comes out if a person uses his or her competencies at the right time and place.Thus, EI can be considered as emotional competencies that a person uses in self-management and in relationships with others. These competencies supply effectivecommunication among individuals and control of emotions (Boyatzis et al., 2000).The concept of emotional intelligence received worldwide attention in 1995 with thepublication of the book Emotional Intelligence .Why It Can Matter More Than IQ byGoleman .Goleman defined emotional intelligence as: “a different way of being smart .It include knowing your feelings and using them to make good decision; managing yourfeelings well; motivating yourself with zeal.According to (Goleman, 1998), the emotional competencies are both linked to emotionalintelligence and they are based on emotional intelligence. EI indicates a persons“potential” to learn basic practical skills. Emotional competencies indicate the degree ofapplication of the potential while working. These competencies are learned and they leadto higher performance at offices/working areas. High EI does not guarantee thedevelopment of emotional competencies, it only shows that there is a potential to improveemotional competencies. Therefore, a certain level of emotional intelligence is necessaryto learn the emotional competencies (Gowing, 2001). For instance, the ability torecognize exactly what another person is feeling enables one to develop a specificcompetency such as influence. Similarly, people, who are able to regulate their emotions,will find it easier to develop a competency such as initiative or achievement drive(Cherniss, 2000).Goleman attests that the best remedy for battling our emotional shortcomings ispreventive medicine. In other words, we need to place as much importance on
  • 7. Projectsformba.blogspot.comour children the essential skills of Emotional Intelligence as we do on more traditionalmeasures like IQ and GPA."Emotional Intelligence is a master aptitude, a capacity that profoundly affects all otherabilities, either facilitating or interfering with them."--Daniel GolemanThe term encompasses the following five characteristics and abilities:  Self-awareness--knowing your emotions, recognizing feelings as they occur, and discriminating between them  Mood management--handling feelings so theyre relevant to the current situation and you react appropriately  Self-motivation--"gathering up" your feelings and directing yourself towards a goal, despite self-doubt, inertia, and impulsiveness  Empathy--recognizing feelings in others and tuning into their verbal and nonverbal cues  Managing relationships--handling interpersonal interaction, conflict resolution, and
  • 8. Projectsformba.blogspot.comGoleman’s definition of emotional intelligence proposes four broad domains of EQwhich consist of 19 competencies:Self-Awareness • Emotional self-awareness: Reading ones own emotions and recognizing their impact • Accurate self-assessment; knowing ones strengths and limits • Self-confidence; a sound sense of ones self-worth and
  • 9. 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 buildingANALYZING THE IMPACT OF EMOTIONAL INTELLIGENCE IN
  • 10. Emotions are all-pervasive in an organisation. These emotions can either positive and negative .Both these types of emotion will have an effect on the behavior of employees and this in turn will affect the total organizational culture.NEGATIVE EMOTIONS IN WORKPLACEMany organisational problems such as absenteeism, high employee turnover, decreasedproductivity,etc, can have their roots in the negative emotions in the organization towhich authorities have not paid attention. Some of the indicators for the existence ofnegative emotions at the workplace are the following.Poor working conditionsLack of job securityLack of team effortPoor career prospectsEmployees who are not suited for the jobVery high or low levels of stressLack of job securityConstant fear of change in the organisation Negative emotions that are not recognized can become toxic in anorganisation. If unchecked ,these emotion can lead the organization into serious trouble,affecting the normal work-flow of the organization . following are some of the existenceof negative emotions at the workplace.Low
  • 11. Projectsformba.blogspot.comHigh employee turnoverLack of motivationIncrease in conflictsLoss of team spiritLoss of faith in organisationReduction in production qualityIncrease in customer complaintsPOSITIVE EMOTIONS IN WORKPLACEPositive emotions in the workplace are those which helps in achievements oforganisatoinal goals. They can lead to high morale, improved performance, and betterjob satisfaction. People who have positive emotions can think better and do their workmore effectively. Healthy employees are the asset of organisation as there will bereduced absenteeism due to sickness and as a result ,reduced on spending on medicalbenefitsEMOTIONAL INTELLIGENCE IN INDIAN ORGANISATIONSMany Indian organisation have realized the importance of emotional intelligence andhave come out with innovative ways to motivate employees who are high on emotionalquotient and low on monetary cost to the organisation .These ‘reward and recognition’programs which include cash incentives ,gift certificates, and stock plans ,and paidholiday packages-all of which are aimed at motivating the employees emotionally.Emotional Intelligence as a factor for managerial promotions in Tata
  • 12. Projectsformba.blogspot.comThe Tata group which has about 10,000 managers all together , has developed a methodto continuously evaluate its managers with a high level of objectivity. They havedeveloped a matrix which tracks the emotional intelligence which they call ‘energy’ oftheir managers against intuition which they call ‘experience’ . The distinctive leaders asper this matrix have multi-location and multi-functional ‘experience’. they should alsohave a high level of physical , emotional , and intellectual energy.The analysis provided by the matrix helps the group to keep track of the potential leadersin the group and utilize their abilities for the betterment of the group . the matrix is fairlyeasy to follow and provides a rational basis for tracking key managers and inidennnnnnntifying high performers or proven leaders.L’Oreal’s experiment with Emotionally Intelligent SalespersonsCosmetic major L’Oreal gives importance to emotional intelligence as one of the criteriafor selecting applicants for sales jobs. The company realized that the sales staff chosenon the basis of emotional intelligence was more productive than those who were notselected on this basis . the sales staff chosen on the basis of emotional intelligenceachieved higher sales figures than those who were not selected based on emotionalintelligence as one of the selection criteria . it was also observed that the sales staff thatwas choosen on the basis of emotional intelligence stayed longer at the job than others. ‘1.2 Job satisfactionJob satisfaction refer to the collection of feelings that an individual holds towardshis or her job . A person with a high level of job satisfaction holds positive feelingsabout the job , while a person who is dissatisfied with his or her job holds negativefeelings about a job .Job satisfaction describes how content an individual is with his or her job. Jobsatisfaction has been defined as a pleasurable emotional state resulting from the
  • 13. Projectsformba.blogspot.comof one’s job, an affective reaction to one’s job, and an attitude towards one’s job. (Weiss2002) has argued that job satisfaction is an attitude but points out that researchers shouldclearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefsand behaviours. This definition suggests that we form attitudes towards our jobs by takinginto account our feelings, our beliefs, and our behaviors. The happier people are withintheir job, the more satisfied they are said to be. Job satisfaction is not the same asmotivation, although it is clearly linked. Job design aims to enhance job satisfaction andperformance, methods include job rotation, job enlargement and job enrichment. Otherinfluences on satisfaction include the management style and culture, employeeinvolvement, empowerment and autonomous work groups. Job satisfaction is a veryimportant attribute which is frequently measured by organizations.1.2.1 Job satisfaction and emotionsMood and emotions while working are the raw materials which cumulate to form theaffective element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to belonger lasting but often weaker states of uncertain origin, while emotions are often moreintense, short-lived and have a clear object or cause. There is some evidence in theliterature that state moods are related to overall job satisfaction. Positive and negativeemotions were also found to be significantly related to overall job satisfaction. Frequencyof experiencing net positive emotion will be a better predictor of overall job satisfactionthan will intensity of positive emotion when it is experienced. Emotion regulation andemotion labor are also related to job satisfaction. Emotion work (or emotionmanagement) refers to various efforts to manage emotional states and displays. Emotionregulation includes all of the conscious and unconscious efforts to increase, maintain, ordecrease one or more components of an emotion. Although early studies of theconsequences of emotional labor emphasized its harmful effects on workers, studies ofworkers in a variety of occupations suggest that the consequences of emotional labor arenot uniformly
  • 14. Projectsformba.blogspot.comIt was found that suppression of unpleasant emotions decreases job satisfaction and theamplification of pleasant emotions increases job satisfaction. The understanding of howemotion regulation relates to job satisfaction concerns two models: 1. Emotional dissonance. Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions, that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction.Social interaction model. Taking the social interaction perspective, workers’ emotionregulation might beget responses from others during interpersonal encounters thatsubsequently impact their own job satisfaction. For example: The accumulation offavorable responses to displays of pleasant emotions might positively affect jobsatisfaction. Performance of emotional labor that produces desired outcomes couldincrease job satisfaction1.3 EI and performanceA study of Indian situation confirmed the positive interrelationship between jobsatisfaction , job performance and job motivation.Recent studies showed that EI based competencies are better predictors of performancethan IQ by itself (Cherniss, 2000; Feist and Barron, 1996; Snarey and Vaillant, 1985).Success depends on not only EI, but also EI based on competencies (Goleman, 2001a).Emotional competencies indicate the level of individuals work performance. That is tosay, even though they have similar IQ levels, individuals may have different workperformance because of their EI. (Sevinc, 2001; Emmerling and Goleman, 2003). Adiscriminate function analysis indicated that EI scores were able to fairly identify highand low performers (Bar-On, 2005). An analysis of job competencies at 286organizations worldwide by Spencer and Spencer (1993) indicated that eighteen of the 21competencies in their generic model for distinguishing superior from average performerswere EI based (Goleman, 2001b)
  • 15. Projectsformba.blogspot.comMcClelland (1998) investigated that the division of leaders of a global food and beveragecompany with a critical mass of strengths in EI competencies outperformed yearlyrevenue targets by a margin of 15 to 20 percent. Among life insurance company CEOs,the very best in terms of corporate growth and profit were those who drew upon a widerange of emotional competencies (Goleman, 2000). (Boyatziss ,1999) research showedthat experienced partners at a large consulting firm contributed significantly more profitto the firm from their accounts if they had demonstrated a significant number of theemotional competencies.1.4 Use of EI in HR applicationsThe importance of emotional competencies and their relation to performance leadorganizations to develop and maintain emotional intelligence in their present employees(Emmerling and Goleman, 2003). Therefore, human resources (HR) departments usemore emotional competencies based applications. There are basically two ways toincrease emotional intelligence in an organization: 1. Hire people who are emotionally intelligent. 2. Develop emotional intelligence of the current employees (Jacobs, 2001).For both of the applications organizations need to determine competency models forevery position and job that describe the key competencies that are required for a certainjob (McLagan, 1980). These competency models can be either set for the organizationitself or determined for every occupation groups such as sale, marketing,
  • 16. Projectsformba.blogspot.com1.5 Objective, Need, Scope And Research Methodology1.5.1 Objectives of the Study  To study the co-relation between Job Satisfaction and Emotional Intelligence.  To find out the satisfaction level of the employees at Liberty Shoes LTD Karnal. To suggest measures to improve the satisfaction level of employees.Need of the StudyLIBERTY is doing a lot of retrenchment these days and employees are suffering from aslot of stress these days and are highly dissatisfied with their job. Research says thatEmotional Intelligence helps to reduce stress by 66%.So by this study I will be able tofind that whether there is any correlation between Emotional Intelligence and JobSatisfaction and if there exists a corelation than how company can use it to enhance theperformance of employees.1.5.3 Scope of studyThis proposed study is being limited to LIBERTY SHOES LTD,Karnal. This proposedstudy will help to find the impact of Emotional intelligence on job satisfaction .1.6Research MethodologyMethod is a way of doing something and methodology is a set of methods used in aparticular area of activity. The research methodology employed in the research is as givenby Philip Kotler.  Developing the problems and research objective  Developing the information
  • 17.  Collecting and analyzing the information  Presenting the information1.6.1 Research problemSignificance of Emotional Intelligence and its impact on Job Satisfaction atLIBERTY SHOES Ltd.1.6.2 Research DesignResearch Design is a series of advanced decisions that taken together comprise a masterplan or model for the conduct of an investigation. So research design provides aframework of plan for study, which guides the collection, measurement, analysis, andinterpretation of the data. The research carried out here is descriptive in nature.Descriptive research provides data about the population or universe being studied. It candescribe 5 W’s, 1H i.e. what, when, why, who, where, and how.1.6.3 Sample Design and SizeThe population of study is corporate office LIBERTY SHOES Ltd. And the sample sizeof 100 employees working in Corporate office, LIBERTY Ltd. This study is based onconvenience sampling for which areas of are limited to LIBERTY SHOES Ltd,Karnal.1.6.4 Method of Data Collection The fourth step of research methodology is data collection. It can be done throughprimary or secondary techniques. In this study both the techniques are used to collect thedata.  To collect primary data a survey will be conducted on Employee
  • 18. through a questionnaire, which will be filled by the employees of Corporate Office. Various questions will be asked to gain maximum information from the respondents.  For secondary data I have referred journals, magazines and Internet.1.6.5 Scaling TechniqueScaling techniques is used in this survey, for understanding the co-relation betweenemotional intelligence and job satisfaction and the answers of the respondents areelucidated by asking them to indicate their level of agreement on a given five point likertscale with values ranging from “1” (strongly disagree) to “5” (strongly agree).1.6.6 Hypotheses formationIn order to fulfill my first objective, following hypotheses is formed.H0- There is no correlation between job satisfaction and emotional intelligence.Ha- There is a correlation between job satisfaction and emotional intelligence.1.6.7 Data Analysis and InterpretationWeighted average will be calculated for all the values on the Likert scale andCORELATION will be applied to check the relation between Emotional intelligence andJob satisfaction.The data is processed and analyzed by tabulation interpretation so that the findings can becommunicated and can be easily understood. The findings are presented in the bestpossible way. Tables and graphs will be used for illustration of principal findings of
  • 19. Projectsformba.blogspot.comOverview of the industryDevelopment of the footwear industry in IndiaThe footwear industry in India has been dominated by the unorganized sector. Themarket size of the domestic footwear industry is around Rs120bn-150bn. According toLibertys estimates the organized sector occupies only 25% of the entire domesticfootwear market. Benefits available to the unorganized sector have given them anopportunity to produce shoes at a much lower cost. Besides the dominance of theunorganized sector, the footwear industry in India is driven only by necessity. Theaverage consumption of shoes is low at 0.6 pair per person as compared to the averageconsumption of shoes world over which is 5-6 pairs per person. Footwear consumption inIndia is not yet driven by fashion. The majority demand of shoes comes from need basedshoes like hawai chappals, 8 school shoes and plastic footwear. One of the primaryreasons for footwear not developing into an important fashion accessory is due to the lackof availability of good footwear brands due to the large presence of the unorganizedmarket. Besides low consumption of shoes, the Indian footwear market is alsocharacterized by low average realizations which are presently close to Rs150 per shoe.Footwear, as an industry has not been given the necessary opportunity to thrive. Taxstructure on footwear is higher as compared to tax on apparels. The excise on footwear is16% while that on apparels in nil. VAT on footwear is also higher at 12% as compared to4% on apparels With growth in organized retail as well as increasing consumer spend weexpect strong growth in the footwear sector. According to The Marketing Whitebook,2005, 13% of a consumers expenditure in organized retail is on footwear (Refer Exhibit13). The average consumption of shoes in India is expected to go up to 1-1.5 pairs perperson over the next 2-3 years from the current average consumption of 0.6 pairs perperson. Along with consumption the average realization per shoe is also expected to goup to Rs.300 from Rs.150 as on date. The recent introduction of the VAT regime hasgiven an opportunity to the organized sector to increase their share in the footwearmarket. In this changing scenario in the footwear market, we believe that Libertysstrategy of introducing various price points to cater to different income groups will helpthem in garnering a greater market share. Moving up the value chain by
  • 20. Projectsformba.blogspot.combrands to cater to higher income groups as well as putting up retail shops in malls willauger well for the company. This strategy will help establish theirbrands as well as increase margins. Another interesting aspect is the companys change infocus from mens shoes to concentrating on shoes for the entire family.ABOUT LIBERTY SHOES LTD.Liberty Shoes Ltd. is the only Indian company that is among the top 5 manufacturers ofleather footwear in the world with a turnover exceeding U.S. $100 million. It producemore than 50,000 pairs of footwear a day covering virtually every age group and incomecategory. Products are marketed across the globe through 150 distributors, 350 exclusiveshowrooms and over 6000 multi-brand outlets, and sold in thousands every day in morethan 25 countries including fashion-driven, quality-obsessed nations like France, Italy,and Germany.We produce more than 50,000 pairs of footwear a day covering virtuallyevery age group and income category. Products are marketed across the globe through150 distributors, 350 exclusive showrooms and over 6000 multi-brand outlets, and sold inthousands every day in more than 25 countries including fashion-driven, quality-obsessednations like France, Italy, and GermanyHistoryIt was the 25th December of 1954 when India was nurturing its growth as a free country,three dreamers in a small town in erstwhile Punjab thought of producing an Indian brandof footwear to make a basic necessity available to their countrymen..Mr. D P Gupta, Mr.P D Gupta and Mr. R K Bansal allowed their vision to cross every barrier and broughtcutting-edge technologies to their own country. Within a short span of time, the name,Liberty became a synonym to quality footwear in the domestic market and thisencouraged the company to invest further for enhancing production capacities and tocater to the demands of international
  • 21. Projectsformba.blogspot.comWith 50 years of excellence, today Liberty produces footwear for the entire family and isa trusted name across the world. In the domestic market it is one of the most admiredfootwear brands and holds the largest market share for leather footwear.Review of literatureGoleman (1998) research demonstrates that Emotional Intelligence has proven to betwice as important as any other competency in any job role. The tougher and morechallenging the role the more Emotional Intelligence becomes the important factor insuccess. Sales people, high in emotional intelligence, have proven to outperform othersby up to 319%. He also found that 90% of exceptional leaders results are attributed totheir Emotional Intelligence and observed that being successful is much more than justintelligence. IQ only accounts for about 4% to 20% of results. It shows the critical factorfor sustained achievement is not only a function of ability or talent but 80% ofachievement is dependent on Emotional Intelligence.McClelland (1999) found that when senior managers had a critical mass of emotionalintelligence capabilities, their divisions outperformed yearly earnings goals by 20%.Division leaders without that critical mass under performed by almost the same amount."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 companys businessresults."Egon Zehnder (2000) found that Emotional Intelligence Leads to Success in TopExecutives. Around the World For 515 senior executives analysed, those who wereprimarily strong in emotional intelligence were more likely to succeed than those whowere strongest in either relevant previous experience or IQ. In other words, emotionalintelligence was a better predictor of success than either relevant previous experience orhigh IQ. More specifically, the executive was high in emotional intelligence in 74 percentof the successes and only in 24 percent of the failures The study included executives
  • 22. Projectsformba.blogspot.comLatin America, Germany, and Japan, and the results were almost identical in all threecultures.George, J.M. (2000) reported that in Working With Emotional Intelligence, 80-90% ofthe competencies that differentiate top performers are in the domain of emotionalintelligence. While IQ and other factors are important, its clear that emotionalintelligence is essential to optimal performance. Leaders excellence begins and ends withtheir inner resources: “Executives who fail to develop self-awareness risk falling into anemotionally deadening routine that threatens their true selves. Indeed a reluctance toexplore your inner landscape not only weakens your own motivation but can also corrodeyour ability to inspire others.John Wiley & Sons, Ltd. (2000) investigates in his study the relationship between thegender composition of an employees work group and the employees job satisfaction,using a random sample over 1600 U.S. workers. After controlling possible confoundingvariables, analysis shows that the level of an employees job satisfaction is related to thegender composition of the employees work group, and that the relationship of thesevariables does not differ between male and female employees. Both men and womenworking in gender-balanced groups have higher levels of job satisfaction than those whowork in homogeneous groups. Employees working in groups containing mostly men havethe lowest levels of job satisfaction, with those working in groups containing mostlywomen falling in the middle. These results are consistent with predictions based onBlaus theory of social structure, that satisfaction would be highest for employees in moreheterogeneous groupsMcClelland (2000) reviewed 30 companies and found that higher EI scoresdifferentiated the top performers from average ones. Some of the companies reviewed bythem are: In a landmark study of one of the UKs largest restaurant groups, there wasclear evidence that emotionally intelligent leaders were more effective. Managers high inemotional intelligence had restaurants that outperformed others with increased guestsatisfaction, lower turnover, and 34% greater profit growth. The link between EQ andleadership was also clear at PepsiCo. In a pilot project, executives selected for
  • 23. Projectsformba.blogspot.comcompetencies far outperformed their colleagues, delivering, 10% increase in productivity,87% decrease in executive turnover ($4m), $3.75m added economic value, over 1000%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 waysome teams "walk on tip toes" when the boss is "having a bad day." Perhaps thats whytheir study showed the most effective leaders in the US Navy use EQ behaviors -- theyare warmer, more outgoing, emotionally expressive, dramatic, and sociable. A studyconducted by him of 358 leaders within Johnson and Johnson identified a strong linkbetween superior performing leaders and emotional competence. The conclusion ispowerful: "Emotional competence differentiates successful leaders."HayGroup (2000) found that there is a great deal of research that links emotionalintelligence with individual performance and organizational productivity. Partners high inemotional intelligence in a consulting firm delivered 139% more profit from theiraccounts than other partners. Sales people trained in emotional intelligence competenciesachieved a sustained 87% improvement in sales and the training delivered in excess of2000% return on investment in the first year. Sales people selected on emotionalintelligence competencies had 63% less turnover than those selected in the traditionalway. Insurance sales people strong in emotional intelligence sold policies on average oftwice the value of those low in emotional intelligence. Exceptional leaders attributed 90%of their success to their emotional intelligence.Eq Consortium (2000) A study of 80 Ph.D.’s in science who underwent a battery ofpersonality tests, IQ tests, and interviews in the 1950s when they were graduate studentsat Berkeley. Forty years later, when they were in their early seventies, they were trackeddown and estimates were made of their success based on resumes, evaluations by expertsin their own fields, and sources like American Men and Women of Science. It turned outthat social and emotional abilities were four times more important than IQ in establishingprofessional success and prestige.Benjamin Schneider (2001) found that whatever kind of organization you run, a primarymeasure of success would be the way your customers perceive you. Your
  • 24. Projectsformba.blogspot.comability to attract and retain customers requires far more than customer satisfaction. Tocreate loyal customers, organizations must endeavor for "customer delight.” Emotionalintelligence is at the core of relationships, and a sales maxim is that” relationships areeverything." Just how much do relationship factors affect sales and the customer’s viewof your organization? And what internal skills do your people need to create customerdelight? MetLife selected salespeople on the basis of optimism -- one of the emotionalintelligence competencies -- they outsold other MetLife salespeople by 37%. So theemotional skills of people in your organization have a profound affect on the relationshipbetween the organization and your customers.Boyatzis (2002) found in research conducted in Deming Center for Quality Managementthat 50% of time wasted in business is due to lack of trust. In other words, emotionalintelligence has a profound impact on productivity and individual success. Perhaps thatsone reason why after a Motorola manufacturing facility used HeartMaths stress and EQprograms, 93% of employees had an increase in productivity. Likewise, after supervisorsin a manufacturing plant received training in emotional competencies, lost-time accidentswere reduced by 50%, formal grievances were reduced from an average of 15 per year to3 per year, and the plant exceeded productivity goals by $250,000.Davidson (2002) found a significant correlation between the interpersonal emotionalcomponent and specific performance. Thus the capacities of empathy, socialresponsibility and social relations may predict better performance in the specificcharacters of IA. Moreover, the correlation between EI and adjustment dimensionsshowed significantly higher correlations; while cultural adjustment is not correlated withany EI dimensions, interaction fit correlates with all the EI dimensions except for stressmanagement; adjustment at the work place was only correlated with intrapersonalemotional component. The correlation between adjustment variables and successvariables shows that cultural adjustment is positively correlated with satisfaction amongglobal managers. Adjustment at work correlates negatively with the wish to terminate theassignment. In other words, those who adjust less well to work show greater interest interminating their
  • 25. Projectsformba.blogspot.comLorenzo Fariselli (2002) found that the power of EQ, or emotional intelligence, waseven greater for the most senior team members. While on average EQ explains over 66%of the variation in performance scores, for the most senior team a member that increasesto nearly 80%. In other words, the more senior you are, the more important it is to be anexpert with emotions. He says, “Around the globe we’ve seen that emotional intelligenceis the difference that makes the difference. Leaders who choose to be emotionallyintelligent create mission success and drive value,” He said that many organizations viewEQ as an investment they might make when they have the resources, but he offers adifferent suggestion: “EQ is most essential in times of stress and challenge; training inthis area is a ‘life ring,’ not an ‘investment.’”Matthews, G., Zeidner, M., & Roberts, R. D. (2002) found that the primary reasonpeople leave a job is relationship based. One of the key factors is the quality of therelationship between the employee and her/his supervisor/manager. As leadership guruRichard Leider says, "People dont leave companies -- they leave leaders." Whatdistinguishes relationships that lead to retention? They found the relationship between EIand effective leadership. Understanding precisely how EI relates to effective leadershipmay have several implications for human resource practitioners and leadership searchfirms, particularly in the area of selection and leadership development. Specifically,aspects of EI identified as underlying attributes of effective leaders may provideadditional selection criteria for identifying potentially effective leaders. Moreover,research on EI and effective leadership may identify new sets of emotion-based skills,which could be used in leadership training and development programs to enhanceleadership effectiveness. The knowledge gained from research into EI and leadership mayincrease the understanding of effective leadership and help produce powerful tools for theselection, and training and development of leaders, potentially enhancing organizationalclimates and performance.Dainy.N.garrison (2003) found in his study, “The Impact of Employee Attitudes onMarket Response and Financial Performance” that how employee satisfaction andengagement drive an organization’s bottom-line success, even if those employees have
  • 26. Projectsformba.blogspot.comdirect contact with customers. Results of the study suggest that influencing customerbehavior goes beyond advertising, beyond delivering on a brand’s “promise,” beyondcustomer service and beyond product research and development. Influencing customerbehavior, which in turn affects an organization’s success, also requires specific efforts tomaximize employee engagement and satisfaction. The study addresses a universalbusiness principal: it is far less costly, and more fiscally prudent; to serve and nurturerelationships with current customers than it is to acquire new customers.James R (2003) explored the emotion work of leadership, which was defined, as the needto manage ones owns emotions and to influence the emotions of others. The recentlyrenewed interest in emotions in the field of organizational behavior, as demonstrated inrecent research that focused on emotion in the workplace, emotion intelligence, and theemotional aspects of transformational leadership. They discussed the challenges thatglobal leaders face when dealing with emotions and emotional display in unfamiliarcultures. Finally, suggested the ways that increasing cultural intelligence might helpglobal leaders meet these challenges.Judith Timson (2004) observes that it is one emotion that is purely up to the individualto define and identify for herself. For workplace leaders, this knowledge can be veryuseful in maintaining high levels of employee satisfaction within your company. Givingemployees challenging (but not unrealistically so) and new opportunities and projects canhelp keep them interested in doing their job, which can in turn keep productivity levelshigh. This is also good to keep in mind when there is a job opening in your company;hiring from within will not only save on training costs, it will also provide employees innew positions with new challenges to keep them stimulated. Timson also notes thatanother source of satisfaction is in knowing that you have done something well, soleaders should also take care to offer genuine positive feedback. Compliments areexcellent motivators, if they are heartfelt, and they are free to give, so make sure youremployees know when they are doing a good job. High levels of employee satisfactionare correlated to high levels of productivity and low levels of absenteeism, so
  • 27. Projectsformba.blogspot.comcan save money by contracting a consulting firm to measure for employee satisfactionand to identify areas that can be improved to increase employee satisfactionMeeking Alan (2005) that job satisfaction is one of those terms that might mean differentthings to different people. For some there is no satisfaction in any kind of work. Forothers, all their personal dignity comes from their job. Job satisfaction can be measured interms of money, status, benefits, pension schemes and holiday bonuses. A good employerwill, of course, acre about all of these issues. Productivity is however, their mainresponsibility. At times, this sets up a conflict between a workers job satisfaction andemployers needs. This then is when unions appear most necessary. Their stated goal is toassure workers rights and create a decent working environment. Thus, job satisfactiondoes have an impact on union membership.Semra Ayden (2005) explained the effect of emotional intelligence and its dimensionson job satisfaction and organizational commitment of nurses had been investigated in thisstudy. This paper examined the relations among emotional intelligence, job satisfactionand organizational commitment of nurses and the mediating effect of job satisfactionbetween emotional intelligence and organizational commitment. It was found that jobsatisfaction is a mediator between emotional intelligence and organizational commitment.The other findings of the study was that self-emotional appraisal have direct effects onorganizational commitment whereas job satisfaction is a mediator between “regulation ofemotion” and organizational commitment.Cooper Cary (2007) warned that even a modest drop in job satisfaction could and canlead to emotional burnout of "considerable clinical importance." Depression and anxietywere now the most common reasons for people starting to claim long-term sicknessbenefits, overtaking reported illnesses such as back pain. He said;"Employers shouldseriously look at tackling the consequences of job dissatisfaction and related healthproblems with innovative policies. This would be a wise investment given the potentialsubstantial economic and psychological costs of unhappy or dissatisfied workers.Workers who are satisfied by and in their jobs are more likely to be healthier as well ashappier. New working practices and technological advances are rapidly changing the
  • 28. Projectsformba.blogspot.comwe work. Many jobs are becoming more automated and inflexible. Organizations arereducing their permanent workforce and converting to outsourcing, which is increasingfeelings of job insecurity. These trends have contributed to a workaholic culturethroughout the UK and Europe-a climate that is impacting negatively in the levels ofenjoyment and satisfaction that employees gain from their work." Line workers at everylevel are feeling these effects and most are unaware that something constructive can bedone. Management- from senior to junior- has a real part to play in developing EQ withinthe workplace, which is benefit, filled. Businesses, which are progressive and forwardthinking, should consider EQ awareness through education to benefit its most vitalresource-its employees. Emotional Intelligence has been shown to develop people andworking practice which in its turn, improves that all important efficiency and ‘bottomline’.David (2007) This investigation among 158 freshmen examined the association betweenemotional intelligence (emotional-relevant abilities) and stress (feeling of inability tocontrol life events), considering personality (self-perception of the meta-emotion traits ofclarity, intensity and attention) as a moderating variable. Results suggest that emotionalintelligence is potentially helpful in reducing stress for some individuals,, butunnecessary or irrelevant for others. We highlight results among the highly stressedintense but confused participants in particular because they have average emotionalintelligence, but do not appear to use it, presumably because they lack confidence in theiremotional ability.CHAPTER-44. EMOTIONAL INTELLIGENCE AND JOB SATISFACTION ANALYSIS4.1 Salary 4.1.1
  • 29. Strongly Agree Agree Indifferent Disagree Strongly Disagree 19 39 9 27 6 Strongly Disagree Strongly Agree 6% 19% Disagree 27% Indifferent Agree 9% 39% Figure 4.1.1Interpretation: This shows that most of the employees at LIBERTY are satisfied withthe salary provided to them as 39% of the respondent agrees and 19% strongly agree thatthe salary provide to them is sufficient and satisfactory whereas 27% disagree and 6%strongly disagree that they are not satisfied with the salary provided by company.4.2 Benefits 4.2.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 18 38 13 24
  • 30. Strongly Disagree Strongly Agree 7% 18% Disagree 24% Indifferent Agree 13% 38% Figure 4.2.1Interpretation: This shows that most of the employees are satisfied with the benefits thatare provided by LIBERTY as 38% of the respondents agree to the statement and 18%strongly agree whereas 24% disagree and only 7% strongly disagree that they are notsatisfied with the benefits that are provided to them by the company.4.3 Frequency and amount of bonuses 4.3.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 19 36 8 30
  • 31. Strongly Disagree Strongly Agree 7% 19% Disagree 30% Agree Indifferent 36% 8% Figure 4.3.1Interpretation: 36% of the respondents agree that they are satisfied with the amount andfrequency of bonuses provided to them, 19% of the respondents strongly agree and 8%shows an indifferent attitude towards the statement whereas 30% disagree and 7%strongly disagree that they are not at all satisfied with the amount and frequency ofbonuses that are provided to them by the company.4.4 Connection between pay and performance 4.4.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 17 39 15 24
  • 32. Strongly Disagree Strongly Agree 5% 17% Disagree 24% Indifferent Agree 15% 39% Figure 4.4.1Interpretation: 39% respondents agree that there is a connection between pay andperformance and 17% strongly agree whereas 15% shows an indifferent attitude and 24%disagree that there is no connection between pay and performance and 5% stronglydisagree to the statement.4.5 Security and administration of your pension plans 4.5.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 19 47 13 17
  • 33. Strongly Disagree Disagree Strongly Agree 4% 17% 19% Indifferent 13% Agree 47% Figure 4.5.1Interpretation: Maximum number of the respondents feel that there is security andadministration of their pension plans as 47% of the respondents agree to the statementand 19% strongly agree and very less respondents disagree to the statement as only 17%disagree and 4% strongly disagree.4.6 Workload 4.6.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 20 49 20 9
  • 34. DisagreeStrongly Disagree Strongly Agree 9% 2% 20% Indifferent 20% Agree 49% Figure 4.6.1Interpretation: The result shows that there is a lot of workload as 49% of therespondents agree and 20% strongly agree that there is a excessive work load inLIBERTY, 20% of the respondents showed an indifferent attitude and very less disagreei.e. only 9% and 2% strongly disagree that their no workload in the company.4.7 Flexibility of working hours 4.7.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 18 18 21 39
  • 35. Strongly Disagree Strongly Agree 4% 18% Disagree 39% Agree 18% Indifferent 21% Figure 4.7.1Interpretation: This shows that most of the people are dissatisfied by the flexibility ofhours provided by LIBERTY as 39% of the people disagree that the company is notproviding flexibility of hours and 18% agree and strongly agree that the company isproviding flexibility of hours and 21% of the respondent shows an indifferent attitudetowards the statement.4.8 Physical working conditions 4.8.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 19 43 24 12
  • 36. Disagree Strongly Disagree Strongly Agree 12% 2% 19% Indifferent 24% Agree 43% Figure 4.8.1Interpretation: Most of the respondents are satisfied by the physical working conditionsas 43% of the respondents agree that the physical working conditions provided by thecompany to them are satisfactory and 19% strongly agree. Only 12% disagree and 2%strongly disagree that they are not at all satisfied with the physical working conditionsthat are provided by the company.4.9 Opportunity for advancement 4.9.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 3 25 15 43
  • 37. Strongly Disagree Strongly Agree 14% 3% Agree 25% Disagree Indifferent 43% 15% Figure 4.9.1Interpretation: The result showed that most of the employees are dissatisfied with thecareer advancement opportunities that are provided at LIBERTY as 43% disagree withthe statement and 14% strongly disagree whereas only 3% strongly agree and 25% agreethat LIBERTY provides good opportunity for advancement.4.10 Job security 4.10.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 6 19 28 38
  • 38. Strongly Disagree Strongly Agree 9% 6% Agree 19% Disagree 38% Indifferent 28% Figure 4.10.1Interpretation: This shows that most of the people are dissatisfied with the statement asthere is less job security in LIBERTY as 38% disagree and responded that there is no jobsecurity and 9% strongly disagree whereas only 6% of the respondents strongly agree and19% agree that job security is provided by LIBERTY.4.11 Ability to influence decisions that affect you. 4.11.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 5 20 19 41
  • 39. Strongly Disagree Strongly Agree 15% 5% Agree 20% Disagree Indifferent 41% 19% Figure 4.11.1Interpretation: The result shows that the employees don’t have any access to the abilityto take the decisions that affect them as most of them have shown a negative attitudetowards the statement as 41% disagree and 15% strongly disagree whereas only 5%strongly agree and 20% agree that they are able to influence the decisions that affectthem.4.12 Opportunity to work on interesting projects 4.12.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 6 17 30 37
  • 40. Strongly Disagree Strongly Agree 10% 6% Agree 17% Disagree 37% Indifferent 30% Figure 4.12.1Interpretation: this shows that the employees at LIBERTY don’t get enough opportunityto work on interesting projects as 37% of the respondents disagree with the statement and10% strongly disagree that they don’t get any opportunity to work on interesting projects.Only 17% agree and 6% strongly agree with the statement.4.13 Access to company sponsored training and seminars 4.13.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 3 15 25 45
  • 41. Strongly Disagree Strongly Agree Agree 12% 3% 15% Indifferent Disagree 25% 45% Figure 4.13.1Interpretation: This shows that employees at LIBERTY are highly dissatisfied with thetraining and seminars that are sponsored by the company and that employees have noaccess to such seminars as most of the respondents disagree with the statement i.e. 45%disagree and 12% strongly disagree where as only 15% agree and 3% strongly agree thatthey have an access to training and seminar and are satisfied with them.4.14 Transparency in company’s policies 4.14.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 15 30 20 35
  • 42. Strongly Disagree Strongly Agree 0% 15% Disagree 35% Agree 30% Indifferent 20% Figure 4.14.1Interpretation: 30% of the respondents agree that their is transparency in companiespolicies, 15% strongly agree, 20% of the respondents shows an indifferent attitude and356% of the respondents disagree and responded that there is no transparency incompanies policies.4.15 Communication with your supervisor 4.15.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 10 30 23 35
  • 43. Strongly Disagree Strongly Agree 2% 10% Disagree 35% Agree 30% Indifferent 23%Figure 4.15.1Interpretation: the chart shows that 35% of the respondents are dissatisfied with thecommunication with their supervisor and 2% strongly disagree whereas 23% of therespondents showed an indifferent attitude towards the statement. 30% agree that theircommunication with their supervisor is good and 10% strongly agree.4.16 Your overall relation with your supervisor 4.16.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 10 30 23 35
  • 44. Strongly Disagree Strongly Agree 2% 10% Disagree 35% Agree 30% Indifferent 23%Figure 4.16.1Interpretation: This shows that 30% of the respondents agree, 10% strongly agree thattheir overall relation with their supervisor is good, 23% showed an indifferent attitudeand 35% of the respondents disagree that they are not satisfied with the overall relationwith their supervisor.4.17 Your relationship with your peers 4.17.1 Table Strongly Agree Agree Indifferent Disagree Strongly
  • 45. 15 49 15 21 0 Strongly Disagree Strongly Agree Disagree 0% 15% 21% Indifferent 15% Agree 49%Figure 4.17.1Interpretation: this shows that employees are satisfied with their relation with theirsupervisor to greater extent as 49% of the respondents agree and 15% strongly agree withthe statement, 15% of the respondents shows an indifferent attitude and 21% disagree thatthey are not satisfied with their relation with the peers.4.18 Your overall satisfaction with your job 4.18.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 15 33 10 37
  • 46. Strongly Disagree Strongly Agree 5% 15% Disagree 37% Agree 33% Indifferent 10%Figure 4.18.1Interpretation: Most of the employees are satisfied as 33% of the respondents agree,15% strongly agree with the statement, 10% of the respondents shows an indifferentattitude and 37% of them disagree, 5% strongly disagree and showed their dissatisfactiontowards their job.4.19 Negative feelings help me to address what I need to change in my life. 4.19.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 33 30 10 15
  • 47. Strongly Disagree 12% Strongly Agree Disagree 33% 15% Indifferent 10% Agree 30% 4.19.1 FigureInterpretation: This shows that 33% of the respondents strongly agree thatunconsciously but negative feelings help them to address the change in the life and 30%agree, 10% show indifferent attitude towards the statement, 15% disagree and there are12% people who strongly disagree with this statement as they find it difficult to handlethe negative feelings. Large population in LIBERTY Ltd. is there who are able to managetheir negative feelings.4.20 I use both positive and negative emotions as a source of wisdom about how tonavigate my life. 4.20.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 16 32 18 16
  • 48. Strongly Disagree Strongly Agree 18% 1 6% Disagree 16% Agree 32% Indifferent 18% Figure 4.20.1Interpretation: This shows that large population agree that their negative and positiveemotions are the source of wisdom to navigate their life as 16% strongly agree and 32%agree to the statement and 16% disagree, 18% strongly disagree that they don’t considertheir emotions as the source to navigate their life and 18% of the population shows anindifferent attitude towards the statement.4.21 I am able to motivate myself to try and try again in face of setbacks. 4.21.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 18 22 28 18
  • 49. Strongly Disagree Strongly Agree 14% 18% Disagree 18% Agree 22% Indifferent 28% Figure 4.21.1Interpretation: The result shows that 18% of people strongly agree that they are able tomotivate themselves to face the setbacks, 22% agree with the statement, 28% peopleshows an indifferent attitude whereas 18% disagree and 14% strongly disagree that theyare unable to motivate themselves to face the setbacks.4.22 I am calm under pressure. 4.22.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 21 19 8 27
  • 50. Strongly Disagree Strongly Agree 25% 21% Agree 19% Disagree Indifferent 27% 8% Figure 4.22.1Interpretation: This shows that 21% strongly agree and 19% agree that they are able toremain calm under pressure, which is very good for their work life where as 27%,disagree and 25% strongly disagree to manage the workload or pressure with calmness.This shows that large population is unable to manage the workload or pressure whereas8% shows an indifferent attitude towards the statement.4.23 I am effective at listening to other people problem 4.23.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 34 28 9 17
  • 51. Strongly Disagree 12% Strongly Agree Disagree 34% 17% Indifferent 9% Agree 28% Figure 4.23.1Interpretation: This shows that 34% of the respondents strongly agree that they areeffective at listening to other people problem and 28% of the respondents agree, 9%shows an indifferent attitude whereas 17% disagree and 12% strongly disagree that theyare not at all effective at listening to other’s problems. That means maximum respondentsat LIBERTY Ltd. are effective at listening to their co-worker’s problems.4.24 I can get the people calm down in difficult situation. 4.24.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 16 35 20 19
  • 52. Strongly Disagree Strongly Agree 10% 16% Disagree 19% Agree Indifferent 35% 20% Figure 4.24.1Interpretation: This shows that 16% of the respondents strongly agree that they getpeople calm down in difficult situation and 35% agree with the statement whereas 20%shows an indifferent attitude. 19% of the respondents disagree that they can’t get thepeople calm down in difficult situation and 20% strongly disagree which shows that mostof the respondents at LIBERTY Ltd. are able to get the people calm down in difficultsituation.4.25 I can easily shake-off negative feelings. 4.25.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 22 27 17 15
  • 53. Strongly Disagree Strongly Agree 19% 22% Disagree 15% Agree Indifferent 27% 17% Figure 4.25.1Interpretation: This shows that 22% of the respondents strongly agree that they areeasily able to shake-off their negative feelings, 27% agree with the statement whereas15% disagree and 19% strongly disagree that they are unable to shake-off their negativefeelings. This shows that large numbers of respondents are able to easily shake-off theirnegative feelings.4.26 I am sensitive to the emotional needs of the other’s. 4.26.1 TableStrongly Agree Agree Indifferent Disagree Strongly Disagree 39 47 14 0
  • 54. Strongly Indifferent Disagree 14% 0% Strongly Agree 39% Agree 47% Figure 4.26.1Interpretation: This statement reveals that 39% of the respondents strongly agree thatthey are sensitive the emotional needs of other people, 47% agree to the statement and14% shows an indifferent attitude towards this statement. This shows that maximumpeople at LIBERTY Ltd. are able to understand the needs of their colleagues, which isgood for the organization.4.27 People view me as an effective coach for others emotions. 4.27.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 24 37 11 15
  • 55. Strongly Disagree Strongly Agree 13% 24% Disagree 15% Indifferent 11% Agree 37% Figure 4.27.1Interpretation: 24% of the populations strongly agree that people view them as aneffective coach for other’s emotions that means they are able to understand the emotionsof the other people but 11% shows an indifferent attitude and 15% disagree and 13%strongly disagree with the statement that they are not an effective coach.4.28 I try to be creative with life’s challenges. 4.28.1 TableStrongly Agree Agree Indifferent Disagree Strongly Disagree 29 51 10 10
  • 56. Strongly Disagree Disagree Indifferent 10% 0% Strongly Agree 10% 29% Agree 51% Figure 4.28.1Interpretation: This shows that 29% of the respondents strongly agree, 51% agree thatthey are creative with the challenges of the life and always find new ways to face thechallenges of the life, which is again a good trait. 10% of the respondent’s don’t agreewith this statement as they found themselves not as much creative with life’s challenges.4.29 I respond appropriately to other people’s moods, motivation and desires. 4.29.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 19 29 25 17
  • 57. Strongly Disagree Strongly Agree 10% 19% Disagree 17% Agree Indifferent 29% 25% Figure 4.29.1Interpretation: This shows that most of the respondents respond appropriately to otherpeople’s mood as 19% of the respondents strongly agree to the statement and 29% agreehence large number of the respondents are able to respond to the mood and desires ofother’s and motivate them appropriately where 25% of the respondents shows anindifferent attitude and 10% strongly disagree with the statement.4.30 I cannot stop thinking about my problems. 4.30.1 TableStrongly Agree Agree Indifferent Disagree Strongly Disagree 25 59 6 7
  • 58. Strongly Disagree Disagree Strongly Agree Indifferent 3% 7% 25% 6% Agree 59% Figure 4.30.1Interpretation: The results shows that most of the respondents cannot stop thinkingabout their problems as 25% strongly agree and 59% agree which shows that 84% of therespondents cannot stop thinking about their problems and only 7% disagree and 3%strongly disagree that their problems don’t affect them to greater extent.4.31 I am capable of soothing myself after upsetting moments. 4.31.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 14 24 14 28
  • 59. Strongly Disagree Strongly Agree 20% 14% Agree 24% Disagree 28% Indifferent 14% Figure 4.31.1Interpretation: This statement shows that 14% of the respondents strongly agree thatthey are capable of soothing themselves after upsetting moments, 24% agree to thestatement, 14% of the respondents shows an indifferent attitude, 28% disagree and 20%strongly disagree that they are not unable to sooth themselves after upsetting moments.4.32 I worry about things that other people dont even think about. 4.32.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 7 20 28 29
  • 60. Strongly Disagree Strongly Agree 16% 7% Agree 20% Disagree 29% Indifferent 28% Figure 4.32.1Interpretation: This shows that very few respondents worry about things that otherpeople don’t even think about as only 7% of the respondents strongly agree to thestatement and 20% agree whereas 28% of the respondents show an indifferent attitude.Most of the respondents disagree with the statement that they don’t worry about thethings that people don’t even think about and 16% strongly disagree with the statement.4.33 I need someones push in order to get going. 4.33.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 13 32 14 26
  • 61. Strongly Disagree Strongly Agree 15% 13% Disagree Agree 26% 32% Indifferent 14% Figure 4.33.1Interpretation: 32% of the respondent’s agree that they need someones push in order toget going and 15% strongly agree to the statement whereas 14% shows an indifferentattitude. 26% of the respondents disagree and 15% strongly disagree that they don’t needsomeone’s push in order to get going.4.34 Sometimes I feel my life is full of dead ends. 4.34.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 21 36 4 25
  • 62. Strongly Disagree Strongly Agree 14% 21% Disagree 25% Indifferent Agree 4% 36% Figure 4.34.1Interpretation: This shows that most of the respondents feel that their life is full of deadends as 21% of the respondents strongly agree to the statement and 36% agree whereas4% shows an indifferent attitude and 25% disagree, 14% strongly disagree to thestatement i.e. they don’t feel sometimes that life is full of dead ends.4.35 I am not satisfied with my work unless someone else praises it. 4.35.1 Table Strongly Agree Agree Indifferent Disagree Strongly Disagree 27 49 3 17
  • 63. Strongly Disagree Disagree Strongly Agree 4% 17% 27% Indifferent 3% Agree 49% Figure 4.35.1Interpretation: This shows that most of the respondents are not satisfied unless someoneelse praises it as 27% of the respondents strongly agree to the statement and 49% agreeand only 3% of the respondents have shown an indifferent attitude whereas very lessrespondents strongly disagree i.e. only 4% strongly disagree that they are satisfied withtheir work even if someone else don’t praise it.4.36 People who are aware of their negative feelings are better pilots of life. 4.36.1 TableStrongly Agree Agree Indifferent Disagree Strongly Disagree 29 60 11 0
  • 64. Strongly Indifferent Disagree 11% 0% Strongly Agree 29% Agree 60% Figure 4.36.1Interpretation: This shows that maximum people agree that those having awareness oftheir feelings are better pilots of their life that means such people are able to run their lifein a better way as 60% agree with the statement and no respondent disagree with thestatement and only 11% shows an indifferent attitude.STATISTICAL TOOL: CORRELATIONHYPOTHESIS:H0- There is no correlation between job satisfaction and emotional intelligence.Ha- There is a correlation between job satisfaction and emotional intelligence.Correlation value of Emotional intelligence and job satisfaction is .851We know, R=0.851Coefficient of deterioration= (r)2 = (.851)
  • 65. = 72%72% variability in job satisfaction is employed by emotional intelligence.Now we check the probable error, P.E = 1-r2 √N = 1-0.72 √100 = 0.28 10 = 0.028 We know that, r <P.E………………………..No correlation r> P.E………………………...Weak correlation r>6P.E……………………….Strong correlation. i.e. [0.85>0.168] Hence there is strong correlation. r ± P.E r = 0.851, P.E = 0.028 0.822………………0.878Hence correlation lies between this range. So at the end the researcher can say that nullhypothesis got rejected and alternative hypothesis may be accepted for the givenrespondents.5. SummaryI have conducted this research by taking two variables, Emotional Intelligence and JobSatisfaction. The topic of my research is “ Study of Emotional Intelligence and it impacton Job Satisfaction”. This study is conducted on the employees of LIBERTY
  • 66. Projectsformba.blogspot.comLtd.Karnal. The sample size of the study is 100. It seems logical that emotionallyintelligent person is more job satisfied as compare to others and emotional quotient canbe assumed as the major determinant of job satisfaction. From my study I have found thecorrelation between the Emotional Intelligence and Job Satisfaction. The scope of thestudy as there are number of footweart industries in India is limited up to certainparameters, i.e. it is conducted on the employees working in LIBERTY SHOESLtd.Karnal. The research that is carried out is descriptive in nature and conveniencesampling is taken. The statistical tool, which is used for the study, is correlation, throughmy research I have found that strong correlation exists between Emotional Intelligenceand Job Satisfaction. Even it is found that employees in LIBERTY are more dissatisfiedby the extrinsic benefits provided by the company rather than the intrinsic benefits andthe end suggestions are given to enhance the satisfaction level of employees.Hence as there is a positive correlation between Emotional Intelligence and JobSatisfaction, at the time of selection and hiring of the employees, company shouldconduct a test to check the Emotional Intelligence of the employees and must providetraining and seminars to enhance the emotional
  • 67.  There is a strong correlation between Emotional Intelligence and Job Satisfaction. The value of correlation comes to be 0.85.  Employees are satisfied to greater extent with the intrinsic benefits provided by the company like salary, benefits, amount and frequency of bonuses.  Employees are dissatisfied to greater extent with the extrinsic benefits provided by the company like no participative management, less flexibility 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 LIBERTY as they are changing their norms very quickly they reduced the retiring age of an employee from 60 to 58 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 1200 employees with 1 week notice.  Employees are highly dissatisfied as LIBERTY 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.  Most of the employees are unhappy with their job and job profile.  Employees are dissatisfied with the training and development programs organized by the company.LimitationsAs the research is based on a sample, therefore findings may not reveal the factualinformation about the research problem, though an utmost care was taken to select thetruly representative sample. Carrying this survey was a great learning experience for mebut I faced some problems, which are listed
  • 68.  There is small sample size of the study due to organizational constraints.  Many of the respondents will not give response that makes the data collection vague to certain extent.  Only a small part of Footwear industry and small sample size is taken from LIBRTY Ltd. To study the emotional intelligence which is not sufficient to predict the exact impact of its on job satisfaction.  Generally the respondents were busy in their work and were not interested in responding rightly.  Respondents were reluctant to disclose complete and correct information about themselves and the organization.  Due 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 Questionnaire and the Questions were based on perception.  Employees 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.5.3 Recommendations  As there is positive correlation between the Emotional Intelligence and Job Satisfaction. So at the time of selection and hiring of the employees, they must conduct a test to check the Emotional Intelligence of the employees.  There should be proper training given to the employees on enhancing the emotional quotient and developing their Emotional Intelligence traits or
  • 69.  When 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.  Work hours should be provided.  Employees 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 six months before, not 1 week or 1 month.  Company must focus more on team building interventions to promote superior subordinate relationship.ConclusionSo it could be concluded that there is a strong correlation between Emotional Intelligenceand Job Satisfaction and there should be proper training given to the employees forenhancing the emotional quotient and developing their Emotional Intelligence traits orcharacteristics. Emotional competence is the single most important personal quality
  • 70. Projectsformba.blogspot.comeach of us must develop and access to experience a breakthrough. Perhaps many of thecompanies experiencing powerful results from EQ have done so with a modestinvestment of time and money. The American Express Financial Advisors project startedwith 12 hours of training. The Sheraton turn-around included less than 24 hours of EQtraining. The Air Force project cost around $10,000 in assessments. In other words,improving organizational EQ is within reach – and the return far exceeds the investment.As there is positive correlation between the Emotional Intelligence and Job Satisfactionso at the time of selection and hiring of the employees, they must conduct a test to checkSeth Emotional Intelligence of the employees which will help in reducing thedissatisfaction among the employees and will help in enhancing their satisfaction with thejob and their overall satisfaction with the company.6. BibliographyJournals  Goleman, D. (1998), Working with Emotional Intelligence, Bantam Books, New York, NY, .  HayGroup (2000), "Transformational leadership as management of emotion: a conceptual review", in Ashkanasy, N., Hartel, C.E.J., Zerbe, W.J. (Eds),
  • 71. in the Workplace: Research, Theory, and Practice, Quorum Books, Westport, CT, pp.221-35.  McClelland (2000), The Emotional Quotient Inventory (EQ-I): Technical Manual, Multi-Health Systems, Toronto, .  Boal, K.B., Hooijberg, R. (2000), "Strategic leadership research: moving on", The Leadership Quarterly Yearly Review of Leadership, Vol. 11 No.4, pp.515-50.  Benjamin Schneider (2001), "The EI debate: emotionally challenged", People Management, Vol. 7 No.8, pp.40.  Matthews, G., Zeidner, M., & Roberts, R. D. (2002), "Two many intelligences? Integrating social, emotional, and practical intelligence", in Bar-On, R., Parker, J.D.A. (Eds),The Handbook of Emotional Intelligence: Theory, Development, Assessment, and Application at Home, School and in the Workplace, Jossey-Bass/ Wiley, New York, NY,  James R (2003) Executive EQ: Emotional Intelligence in Leadership and Organisations, Grosset/Putman, New York, NY,  Judith Timson (2004) The Nature of Emotion: Fundamental Questions, Oxford University Press, New York, NY.  Semra Ayden (2005) "Emotions and hedonic experience", in Kahneman, D., Diener, E., Schwarz, N. (Eds),Well-being: The Foundations of Hedonic Psychology, Russell Sage,  Cooper Cary (2007) "Emotions and leadership: the role of emotional intelligence", Human Relations, Vol. 53 pp.1027-55.Websites  
  • 72.     Study---Medrad/1037097      QUESTIONNAIRE PART
  • 73. Projectsformba.blogspot.comPlease show the extent of your job satisfaction to which you agree with the followingstatement, by putting a tick in the respective boxes.Strongly agree (SA), Agree (A), Indifferent (I), Disagree (D), Strongly disagree (SD) SA A I D SD SalaryBenefitsFrequency and amount of bonusesConnection between pay and performanceSecurity and administration of your pension plansWorkloadFlexibility of working hoursPhysical working conditionsOpportunity for advancementJob securityAbility to influence decisions that affect youOpportunity to work on interesting projectsAccess to company sponsored training and seminarsTransparency in company’s policiesCommunication with your supervisorYour overall relation with your supervisorYour relationship with your peersYour overall satisfaction with your companyWhat would the company do to enhance your satisfaction as a company employee?……………………………………………………………………………………………………………………………………………………………………………………………… PART IIPlease show the extent to which you agree with the following statement, by putting a tickin the respective boxes.Strongly agree (SA), Agree (A), Indifferent (I), Disagree (D), Strongly disagree (SD) SA A I D SDNegative feelings help me to address what I need tochange in my
  • 74. Projectsformba.blogspot.comI use both positive and negative emotions as a source ofwisdom about how to navigate my life.I am able to motivate myself to try and try again in face ofsetbacks.I am calm under pressure. I am effective at listening to other people problem.I can get the people calm down in difficult situation.Some people make me feel bad about myself, no matterwhat I do.I am sensitive to the emotional needs of the other’s.People view me as an effective coach for others emotions.I try to be creative with life’s challenges.I respond appropriately to other people’s moods,motivation and desires.I cannot stop thinking about my problems.I am capable of soothing myself after upsetting moments.I worry about things that other people dont even thinkabout.I need someones push in order to get going.Sometimes I feel my life is full of dead ends.I am not satisfied with my work unless someone elsepraises it.People who are aware of their negative feelings are betterpilots of life. PART IIIName: ________________________________________Age(yrs): 18 to 25 _____ 25 to 35 _____ 35 to 45______ 45 and above ______Gender: Male _______ Female _______Designation: _________________________________________Work Experience