Does Emotional Intelligence Matters? The study of Emotional intelligence and its implications on Job Satisfaction, Job Performance and Work Engagement of Employees in Pakistan

Middle East Journal of Applied Science & Technology (MEJAST)
Vol.3, Iss.2, Pages 35-48, April-June 2020
ISSN: 2582-0974 www.mejast.com 35
Country: Pakistan
Does Emotional Intelligence Matters? The study of Emotional
intelligence and its implications on Job Satisfaction, Job Performance
and Work Engagement of Employees in Pakistan
Shah Rukh Nadeem
Institute of Business Management, Pakistan. Email: shahrukhadeem1@gmail.com
Article Received: 27 March 2020 Article Accepted: 21 June 2020 Article Published: 29 June 2020
1. Introduction
While the previous century belonged to the domination of IQ, the new century has seen a
drastic paradigm shift from more focus on EQ than IQ. Emotional Intelligence is usually
defined as the attitude through which an individual interacts with its surroundings. Today
success in the corporate world is more entangled with emotional intelligence rather than
having a superior IQ. This is because the attitudes of human beings have evolved (George,
2000). Today the management sciences has transformed into a comprehensive study of
how workplace is not only managed but how are its operations run. Employees being the
most pivotal element of any organization have been a focus of attention. When it comes to
employees, emotional intelligence over the years has been found to be a major element
connected to their overall satisfaction (Goleman, Boyatzis and Mckee, 2002). To take this
concept further ahead the researchers have further concluded that emotional intelligence
has a very stark connection with elements pertaining to an individual working in any
organization which primarily include job satisfaction, job performance and work
engagement (Bachman, Stein, Campbell and Sitarenios, 2000). While there have been
many studies conducted on the impact of emotional intelligence on employee job
satisfaction and performance there hasn’t been anything particular related to its study in the
telecommunication industry in Pakistan; which is the most thriving sector in the country. I
through this research paper have tried to fill this gap and understand the implications of
emotional intelligence on the job performance and satisfaction of individuals working in
telecom sector.
ABSTRACT
Emotional intelligence has been a buzzword of the 21st century. Whereas the previous 100 years revolved around IQ and its
implications the modern digital economy lays more stress on the vitality of emotional intelligence and how it can be a pivotal
factor in the growth and success of an individual. This study meticulously examines the impact of emotional intelligence of
employees on their job satisfaction, job performance and work engagement. The study was conducted on a carefully selected
sample size of 150 employees currently part of the telecommunication ecosystem of Pakistan. The results of the study show a
very strong correlation between the emotional intelligence of individuals vis a vis the variables that are associated with
employment i.e. job satisfaction, job performance and engagement at work. The literature explains in depth about the internal
emotional state of employees and how it has a direct impact on their job attitude. This research is important from the fact that
it will help employers in the telecommunication industry to understand the factors which lead to positive and enhanced
emotional intelligence since it will have a direct impact on overall organizational performance.
Keywords: Emotional intelligence, Job Satisfaction, Job performance, Work engagement.

2. Literature Review
The study of emotional intelligence as a medium started gaining traction in the 1960s when
psychologists from different schools of thought began focusing on its impact (Mayer,
Salovey & Caruso, 2004). When the decade of 1970s came the studies started focusing
more on the role of emotional intelligence and cognitive processes. As time moved on the
term emotional intelligence started gaining more popularity till the time Mayer and Salovey
formalized it as a topic of study through their work. Since that time onwards, the term EI has
developed into a more refined construct (Beck, 2013).
Over the years EI has developed into a very important human ability courtesy which it is
able to handle his relationships and interact with its surroundings. The study of emotional
intelligence is based on the fact that when people are able to control, understand, manage
and adapt their emotions they usually tend to perform better in every aspect of life. This also
enables them to understand and react to the behaviors of the people around them which
leads to better understanding as a whole. Emotional intelligence is also directly proportional
to the social effectiveness of an individual whereby a positive EI leads to better and
enhanced relationships specially in work related ecosystem.
Extensive research on EI has revealed its wide spectrum of implications in our daily life. It
was found that EI has significant impact on our relationships (Fitness, 2001), mental health
(Zeidner et al., 2002) behaviors, academic achievement, managerial effectiveness
(Srivastava & Nair, 2010) and areas like stress management (Gohm, Corserand Dalsky,
2005) as well. Its multi-dimensional aspects have made it the one preferred field of study for
social scientists.
One of the interesting aspects which have caught the eye of researchers is the direct
correlation of EI with job satisfaction and performance. These days EI is considered to be
one of the top most evaluation and appraisal factor amongst recruiters, trainers and HR
professionals due to its direct connection with the well-being employees.
2.1 Job Satisfaction
To define job satisfaction verbatim from one of the great scholars; Locke (1976) we can
define job satisfaction as “the emotional experience which can be both positive and negative
that results when someone is appraised for the job or the work he does”. Another way of
defining job satisfaction is to see how content an employee is with this (Spector, 1997).
Most of our adult life is spent on job doing professional work. Whether you are an
entrepreneur or an employee your well-being at work is directly dovetailed with the

happiness in your life. Most of the people who are satisfied with their jobs report a balanced
life and positive behavior towards their relationships same is true vice versa. A happy
employee not only contributes to the growth of an organization but also leads his own
betterment in life (Shooshtarian et al., 2013). Consequently, a great deal of stress has been
given to the factors leading to job satisfaction of an individual. Employees who have higher
level of EI are best adapted to working life dynamics as they are able to mould there
behaviors accordingly (Cooper & Sawaf, 1997). Similarly employees with relatively less
awareness about their emotional state of affairs are not able to adapt and respond in a
positive manner to the ups and downs in professional life.
This skill is further accentuated when individuals are working in teams. A single individual
with a high sense of appraisal for his emotional well-being not only increases his own level
of satisfaction but also helps its peers improve theirs as well therefore a positive group
synergy is created (Shimazu, Shimazu, & Odahara, 2004).
In the light of the discussion that we have done, Job satisfaction can be defined as a
multi-faceted multidimensional construct (Hulin & Judge, 2003; cited in Judge & Klinger,
2007; Aziri, 2011) which can be correlated to how a particular employee perceive or
evaluates his job (Sempane et al., 2002). It is understandable that when employees have
superior satisfaction with their jobs, they have a tendency to see their jobs in a positive light
(Wang & Feng, 2003; Sarwar & Aburge, 2013). Therefore, it won’t be wrong to conclude that
job satisfaction is an important variable in the study of behaviours within an organization
and surely does play a significant role in many theories of individual behavior in
organizational sciences (Judge & Klinger, 2007). Over the years research has shown that
Job satisfaction can have a very significant impact on the anatomy of an organizational
which further leads to productivity and effectiveness (Aziri, 2011).
2.2 Work Engagement
Work engagement is directly correlated to the overall performance of an organization. In the
most simplest of terms an employee’s engagement at work can be described as a favourable
and satisfying condition of mind (Schaufeli & Bakker, 2004). Speaking in the context of
workplace it can be further described as favorable feeling towards work and job (Macey &
Schneider, 2008). When we talk about engagement at work and narrow down on the factors
that contribute usually the people who conduct the research highlight the positive aspects
and tend to ignore the negative ones which include lethargy towards work or burnout due to
pressing circumstances or pressure. By focusing on engagement, researchers are able to
attend to the positive aspects of work as opposed to the negative aspects as in burnout or

dissatisfaction towards job. Over the course of last few years two studies have been
conducted which develop a relationship between EI to engagement at workplace. One study
dealt with the availability of job resources reduced the effects of job demands (Bakker,
Hakanen, Demerouti, & Xanthopoulou, 2007) while the other focused on burnout
(Demerouti, Bakker, Nachreiner, 2001). Both studies concluded a positive relationship
between EI of an individual to the amount of work engagement he had. This construct is the
most important in the study since it is directly related to the productivity of organizations
since work engagement leads to positive outcome.
2.3 Job Performance
If you were to ask one of the key elements to an organizations success, it will have to be
employee job performance. The entre equilibrium of an organization is balanced on the
shoulders of its employees. High performing employees catapult their organization to glory
while low performing employees lead to deterioration in overall organization productivity
(Korkaew & Suthinee, 2012). Job performance can be described as the set of factors which
amalgamate and result in the overall contribution and achievement of an employee on job
(Rotundo & Rotman, 2002). For some authors like (Baytos and Kleiner 1995), work quality,
punctuality, performance, and productivity can be used to accurately measure the
performance of employees on job. Some of the other factors can be the role of training to
produce quality HR and productivity associated with a particular job role (Gatewood & Field,
1998).
The research has also revealed that job performance dovetailed with how a particular
employee makes use of his emotional quotient to improve or influence his job performance
(e.g., George & Brief, 1996). It has pros and cons since employees can put to affect either
a positive or a negative emotion to their advantage to improve performance. In the most
starkly simple and easy terms this can be described in that sense when an employees or an
individual has favourable emotions like being dedicated, enthusiastic and passionate it could
surely persuade him to provide enhanced level of customer support, he will be able to
complete his work efficiently and on time and have a positive contribution towards the
organization. Vice versa negative or repelling emotions which include burnout, stress at
work could lead to negative attitude at work. Emotional intelligence of an employee is
dovetailed with how he adapts and regulates his behavior at work and more so it has a great
effect on group dynamics. A positive EI affects the environment and ecosystem around an
individual which usually leads more positive organizational behavior that has a direct role in
the overall performance (Mossholder, Bedian, & Armenakis, 1981; Wong & Law, 2002).

3. Conceptual Framework
The following section contains the discussions on the development of the conceptual
framework presented in figure 1.
Figure 1: Conceptual Framework
3.1 Methodology and Development of Hypothesis
This is one of the key sections of the research since it entails the nuts and bolts which were
used to carry out the research. It is also critical for the fact since it further materializes the
conceptual framework around which forms the foundation of the whole research. Moreover,
it also sheds light on how the constructs were developed as well as focuses on the scales and
measures to make sense out of the data. The data summary has been carefully analyzed
based on the hypothesis and in the later section has been tabulated in the form of research.
The target audience for this research was the employees working in the telecommunication
sector in Pakistan. The audience was a mix of both genders and belonged from the lower to
the higher strata of the income group. The scope and aim of this study was to find out
whether any correlation exists between employees emotional intelligence and job
performance, job satisfaction and work engagement. The valid sample size of the research
was 150 respondents. This sample is worthwhile since it is based on structural equation
modeling (Jackson, 2003).
H1: Emotional Intelligence of an employee does have a positive influence and holds
significance on employee job satisfaction
significance on employee work engagement
significance on employee Job Performance

The above hypothesis was tested using various statistical tools. The software used to do the
statistical analysis was SPSS (Statistical Package for the Social Sciences). The data was
collected using by using questionnaire which was later developed on Google form to make it
easier for the respondents to respond to all the questions.
4. Results and Data Analysis
4.1 Descriptive Analysis
In order to make sense of the data and check the consistency and normality it was
imperative to carry out the descriptive analysis of the data. The results have been tabulated
in table no.2 below:
Table 2: Descriptive Analysis
Cronbach
Alpha
Mean Std.
Dev.
Skewness Kurtosis
Emotional Intelligence 0.72 3.45 0.41 0.33 -1.89
Job Satisfaction 0.85 3.37 0.48 0.38 -1.94
Job Performance 0.76 3.49 0.45 0.29 0.77
Work Engagement 0.77 3.60 0.42 0.42 0.66
Table 2 shows that the Cronbach alpha (reliability) of job satisfaction was the highest (α=
0.85, Mean = 3.37, Std. Dev = 0.48) and emotional intelligence the lowest (i.e. α = 0.72,
Mean = 3.45, Std. Dev = 0.41). The reliability of all the constructs are greater than 0.7
indicating acceptable internal consistency (Bryman & Bell, 2015).
The variable job performance has the lowest Skewness (SK=-0.29) while job satisfaction
has highest skewness (SK=0.38). However, the Kurtosis value is the highest for job
performance (KR=0.77) and it is the lowest for job satisfaction (KR=-1.94).
As the Skewness and Kurtosis values for all the variables lie between the range of +- 3.5 it
can be assumed that the constructs have univariate normality (Bryman and Bell, 2015).
4.2 Convergent Validity
In order to see whether the constructs are different from each other convergent validity was
checked. The results have been tabulate in table no. 3 below

Table 3: Convergent Validity
Mean Std.
Dev.
Reliability Variance
Emotional Intelligence 3.45 0.41 0.83 77%
Job Satisfaction 3.37 0.48 0.85 74%
Job Performance 3.49 0.45 0.77 75%
Work Engagement 3.60 0.42 0.65 72%
Table 3 shows that the reliability and variance explained for all the constructs are greater
than 0.70 and 0.60 respectively. This suggests that all the adopted constructs are different.
A. Discriminant Validity
In order to see whether the variables are different and unique discriminant validity was
checked. The results have been tabulate in table no. 4 below.
Table 4: Discriminant Validity
EI JS JP WE
Emotional Intelligence 0.75
Job Satisfaction 0.88 0.70
Job Performance 0.61 0.75 0.81
Work Engagement 0.55 0.56 0.77 0.84
The results of the table suggest that the square root of variance explained is greater than
the square of each correlation value. This suggests that the constructs used in the study are
distinctive and unique (Bryman & Bell, 2015).
B. Emotional Intelligence and Job Satisfaction
The hypothesis which displays that Emotional intelligence has a positive influence on
employee job satisfaction was examined through simple regression.
The results are tabulated in table 5.

Table 5: Regression Results
Unstandardized
Coefficient
Standardized
Coefficient
Model B Std. Error Beta T Sig
Constant 0.812 0.213 3.111 0.001
Emotional
Intelligence
0.855 0.065 0.713 10.376 0.000
Dependent Variable: Job Satisfaction R2
= 0.515, F-stat = 105.005, P< 0.05.
The regression results in tabulated in Table 5 reveal that emotional intelligence has a
positive and statistically significant effect on employee job satisfaction
C. Emotional Intelligence and Job Performance
The hypothesis that emotional intelligence has a positive effect on employee job
performance was examined through simple regression. The results have been tabulate in
table 6.
Unstandardized
Coefficient
Standardized
Coefficient
(Constant) 0.712 0.211 3.213 0.002
Emotional
Intelligence
0.845 0.025 0.711 8.654 0.001
Dependent Variable: Job Performance. R2
= 0.65, F-stat = 101.110, P < 0.05.
The regression results in Table 6 suggest that emotional intelligence has a positive and
statistically significant effect on employee job performance.
D. Emotional Intelligence and Work Engagement
The hypothesis that emotional intelligence has a positive influence on employee work
engagement was examined through simple regression. The results have been tabulate in
table 7.

Unstandardized
Coefficient
Standardized
Coefficient
1 (Constant) 1.54 0.53 3.21 0.02
Emotional Intelligence 0.19 0.14 0.07 1.115 0.000
Dependent Variable: Work Engagement R2
= 0.18, F-stat = 1.037, P < 0.05.
The regression results in Table 7 suggest that emotional intelligence has a positive and
statistically significant effect on employee job performance.
5. Discussion of Results
5.1 Emotional Intelligence and Job Satisfaction
A hypothesis proven with numbers holds great value in terms of application. We started off
with a hypothesis that emotional intelligence has a significantly positive impact on job
satisfaction. When the results were quantified and analyzed regression table no. 5; the
hypothesis was proved. In simple terms we can deduce form the regression results that
more emotional intelligent employees tend to be satisfied with their jobs and workplace
ecosystem. The correlation is positive which means that employees who have control over
their emotions and adapt positively to workplace dynamics tend to have a positive frame of
mind which in turn leads to greater job satisfaction. As conversed in the literature review as
well that previous studies have also shown a significant and more importantly a positive
relationship between emotional intelligence and job satisfaction. From an application point
of view, we can infer from the results that in order to promote job satisfaction within an
organization, the human resource department along with the management team should
look to keep in check employees level of emotional quotient since this is directly dovetailed
with the satisfaction of their workers which is biggest capital an organization has.
5.2 Emotional Intelligence and Job Performance
One of the main constructs of the research was job performance, while there are umpteenth
factors that impact job performance we wanted to test the impact of emotional intelligence
on an employee’s performance at work. The regression results which have been tabulated in
table no. 6 reveal that emotional intelligence has a significant and more importantly a
positive impact on an employee’s job performance. This is a very important development for
organizations who do not take emotional intelligence as a major contributing factor towards

overall employee job performance. The results have made this relationship more concrete.
A positive sense of emotional control and the ability to manage emotions during tough times
at job leads to better professional results. Since the correlation is positive it is important to
view EI in the light of dovetailing it with job performance. Since an employee’s performance
directly affects the organizational productivity therefore this construct needs to be focused
on more.
5.3 Emotional Intelligence and Work Engagement
We had three important variables and one of them was work engagement. Over the years
there have been lots of studies conducted on the work engagement and the factors that
actually promote and employee to be strongly engaged at work. We tried to establish a
relationship between emotional intelligence and work engagement by hypothesizing their
correlation. As suggested by regression results in table no. 7 the tabulated numbers suggest
a significantly positive relationship between both the variables. This shows that a high
quotient of emotional intelligence leads to more engagement at work. This is positive news
for a particular organization since they can laser focus on an employee’s EI to generate more
engagement at work. This will lead to increase in the overall productivity of the organization.
6. Conclusion
The study was significant at it helped me touch base with the psychological factor which
actually has a significant impact on how employees conduct themselves at work. Since a
major portion of our lives is spent on work it is indispensable for us to look for factors which
actually leads to greater work productivity. This is also important fir the fact that our
goodwill in life depends on how we perform at work since it leads to improvement in financial
and physical health; this works vice versa as well. The study was also important from the
fact that it helps me develop a correlation between four major variables which are not only
part of our lives but also a part of our personality.
The conclusion suggested a very strong and directly proportional relationship between all
the four variables. The results suggested that emotional intelligence is one of the key
elements in our personality which plays a pivotal role in how we interact with our workplace
ecosystem. Variables like Job satisfaction, Job performance and work engagement are all
positively correlated with emotional intelligence of a particular employee. This result show
holds tremendous significance to organizations that are pursuing excellence and want to be
productive. My research will help the telecommunication sector in Pakistan further enhance
their human resource capital and in turn make their organization and employees more
effective and productive.

7. Limitations and Future Research
While I tried to keep work on as much factors as possible to understand the correlation
between EI and the other 3 variables using quantitative approach. The future research can
further take this topic ahead and work on the mixed method approach which will further
highlight the results and we will be able to see new dimensions to the existing study.
Moreover, my research was limited to the telecom sector; future researchers can expand
this research to various key sectors of the economy.
Section-One
Please circle one number per statement to indicate your view towards the statements below,
where 1 means that you strongly disagree (or dislike) and 7 means that you strongly agree
(or like).
Emotional Intelligence
I know when to speak about my personal
problems to others at Workplace
6 5 4 3 2 1
I expect that I will do well on most things I try 6 5 4 3 2 1
I find it hard to understand the nonverbal
messages of other people
6 5 4 3 2 1
By looking at their facial expressions, I
recognize the emotions people are experiencing.
6 5 4 3 2 1
Section-Two
(or like).
Job Satisfaction
I get the chance to do different things from
time to time.
6 5 4 3 2 1
I like the way my job provides for steady
employment
6 5 4 3 2 1
I am satisfied with the way my boss handles
his/her workers
6 5 4 3 2 1

I am satisfied with my compensation and the
amount of work I do against it
6 5 4 3 2 1
I feel good about the feeling of
accomplishment I get from the job I do
6 5 4 3 2 1
Section-Three
(or like).
Job Engagement
My work gives me a feeling of personal
accomplishment.
6 5 4 3 2 1
I use good moods to help myself keep trying in
the face of obstacles
6 5 4 3 2 1
I always feel good and motivated while
working for my boss on the assigned task
6 5 4 3 2 1
I am aligned towards the greater goal of
organizations purpose of existence and feel
myself an important constituent of its journey
6 5 4 3 2 1
Section-Four
(or like).
Job Performance
Dealing with other colleagues at work
increases my work efficiency
6 5 4 3 2 1
Dealing with other colleagues at work helps
me to solve problems at work.
6 5 4 3 2 1
Dealing with other colleagues at work
increases my willingness to work with others
6 5 4 3 2 1

I feel that my emotional environment has a
positive impact on my work output
6 5 4 3 2 1
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Does Emotional Intelligence Matters? The study of Emotional intelligence and its implications on Job Satisfaction, Job Performance and Work Engagement of Employees in Pakistan