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Running head: EMOTIONAL INTELLEGENCE 1 Relationship between Emotional Intelligence and Job Satisfaction Faraji C. Edwards Walden University EMOTIONAL INTELLIGENCE 2 Relationship between Emotional Intelligence and Job Satisfaction Part 1 Problem Statement The task of ensuring that employees are satisfied with their jobs and the environment that they are operating is often challenging for most managers. Employees are satisfied with their jobs when they find personal meaning in their careers, take pride in whatever they undertake and where they work, and have the feeling that their firms value them. In a competitive environment, organizations desire to retain its highly-skilled and talented workforce by creating program such as training, promotion, coaching, rewards, incentives and bonuses. While these strategies are effective, they sometimes fail to meet the desired objective of attaining full job satisfaction. This raises the question over whether factors such as emotional intelligence also have a role to play in increasing employee job satisfaction. The impact of emotional intelligence on job satisfaction has attracted numerous academic attentions. Emotional intelligence is the capacity to recognize personal feelings and those of others in order to motivate the self and to maintain emotions in both the self and the relationships (Raj & Ms Deepti, 2016). Employees who express high job satisfaction also have high emotional intelligence. In addition, Dabke (2014) asserts that emotional intelligence results in employee’s satisfaction with life, a phenomenon that manifests itself in form of high job satisfaction. Further, Wolfe and Hyub (2013) found that the influence of emotional intelligence on job satisfaction manifests itself in form of the length of job tenure of an employee. To them, high emotional intelligence increases employee’s longevity in an organization. While these studies point to the existence of a positive correlation between emotional intelligence and job satisfaction, not much has been done on ways of improving emotional intelligence among employees. In light of the Lisa Barrow Lisa Barrow: Include sources to support these assertions. Lisa Barrow Lisa Barrow: Good use of sources. EMOTIONAL INTELLIGENCE 3 above, there is need to conduct a qualitative study on ways of improving emotional intelligence of employees with a view to increase job satisfaction and retention. Part 2 Purpose Statement The purpose of this qualitative study is to investigate the relationship between emotional intelligence and job satisfaction. In particular, the research seeks to explore various practices that organizations have put in place to improve workers’ emotional intelligence in order to promote job satisfaction. This is because while the impact of emotional intelligence on job satisfaction ...
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1) The document examines the relationship between emotional intelligence and employee engagement. It analyzes data from a sample of 60 employees using Yule's coefficient of association to determine the level of association.
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16Personal Consequences of Employee CommitmentUniversity o.docx
1
6
Personal Consequences of Employee Commitment
University of Maryland Eastern Shore
Submitted in partial fulfillment of the requirements for Course #xxxx
Title
Professor
Date
Journal:
Personal consequences of employee commitment. Academy of
Management Journal, 32(3), 649-661.
Date:
1989
Author(s):
Romzek, B., S.
Introduction
The purpose of the study was to examine the positive or negative consequences of employee commitment on nonwork and career satisfactions with the central hypotheses as positive. The study analyses used panel data that tested the effects of employee commitment on satisfaction with nonwork and career progress. Findings support that organizational involvement has positive consequences for individuals.
Hypothesis and Research Question:
The author submitted two hypotheses that tested for positive or negative consequences of employee commitment on nonwork and career satisfactions. Controlling for family involvement and age, the author’s first hypotheses tested to determine if employee commitment would have positive consequences for individuals’ nonwork satisfaction. The second hypotheses tested to determine if employee commitment would have positive consequences for individuals’ satisfaction with their career progress and future prospects.
Method/Type of Study
Research Design
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Research Participants
The study surveyed a random sample of 484 respondents in the first wave of the survey which took place in 1982. The same respondents were contacted for the second wave in 1984 and resulted in 368 of the original individuals responding. The original sample was drawn from personnel listings solicited through nine public agencies; three federal offices, three state offices, and three local governments based in the states of Kansas and Missouri. The author noted that the “agencies represented diversity in the level of government, scope of services provided, and size and constituted an availability sample.” Other than collecting data on age as a control variable, the author did not indicate additional demographic information as being collected for study purposes. Without the data, it is very difficult to determine if the findings can be generalized to the population.
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Q6) Do you have ability to control your feeling while trying to so.docx
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In the atop table the percentage of the people who answered STRONGLY YES were 4 (18.2 %)
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Running head: SUMMARY1
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16Personal Consequences of Employee CommitmentUniversity o.docx
1
6
Personal Consequences of Employee Commitment
University of Maryland Eastern Shore
Submitted in partial fulfillment of the requirements for Course #xxxx
Title
Professor
Date
Journal:
Personal consequences of employee commitment. Academy of
Management Journal, 32(3), 649-661.
Date:
1989
Author(s):
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Introduction
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Running head: RESEARCH ANALYSIS 1
Copyright © 2016 Capella University. Copy and distribution of this document is prohibited.
Research Analysis
Ruby Grace J
Capella University
RESEARCH ANALYSIS 2
Copyright © 2016 Capella University. Copy and distribution of this document is prohibited.
Is There a Relationship Between Leadership and Emotional Intelligence?
Many researchers have analyzed the utility of emotional intelligence in effective leaders.
In this fast-paced world where organizations change rapidly, it is important for employees and
leaders to adapt to changes and move toward further success to maintain a competitive edge. One
of the good leadership traits, along with being trustworthy, kind, approachable, and wise is to
have a calm state of mind, irrespective of the situation. This quality a leader possesses actually
indicates that he/she has a high degree of emotional intelligence.
One only needs to look at the recent corporate scandal such as Toshiba’s accounting
scandal, where the company admitted to overstating its income by almost two billion dollars
which is four times its estimate, (Matthews & Gandel, 2015) and a corporate success such as
LinkedIn, where the company’s recent strategy to help young people build their own professional
networks earned an additional 25 million subscribers, to know that leadership makes a huge
difference to an organization (Lipscombe-Southwell, n.d.). LinkedIn has shown a massive
growth in its user base and popularity under the leadership of its CEO, Jeff Weiner, in the recent
past, especially since 2013. It is obvious that great leaders ignite and inspire to bring out the best
in their employees to not only boost their individual potential but also boost the potential of the
company as a whole. Generally, when people try to gauge the reason behind the success of
leaders, they speak of strategy, vision, or powerful ideas and tend to ignore another powerful
element that is — emotional intelligence.
“Emotional intelligence is the ability to understand and manage not just your own
emotions but also those of the people around you. People with a high degree of emotional
intelligence know exactly what they’re feeling, what it means and how it can affect other people”
(Finkle, 2012, p. 2).
RESEARCH ANALYSIS 3
Copyright © 2016 Capella University. Copy and distribution of this document is prohibited.
Emotional intelligence in relation to leadership has been an area of research for a decade
now. This paper evaluates the research literature on the question "Is there a relationship between
leadership and emotional intelligence?" in terms of re.
G0332047050
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A La CarteNameQty.Qty.UOMCostEntrée1Pork & Prawn Gyoza (6 PCS per Serve)5All Purpose Flour27054g.0.05Warm Water13527ml.0.02Salt1/41Tsp0.01Mince Pork21010g.0.07Mince Prawn9010g.0.27Savoy Cabbage21010g.0.01Garlic30.6Cloves0.01Cheives6010g.0.01Soy Sauce (Shoyu)30.6Tsp0.01Oyster Sauce30.6Tsp0.01Sugar10.2Tsp0.01White Pepper1/20.0166666667Tsp0.01Potato Starch20.4Tsp0.01Sesami Oil10.2Tsp0.01Fixed Cost - Utility (per Month)500.00Fixed Cost - Rent (per Month)2,500.00Fixed Cost - Staff (per Month)14,400.00Total Cost0.50Selling Price1.672Vegetable Spring Rolls (5 PCS per Serve) (V)4Vermicelli Noodle10025g.0.15Vegetable Oil11Tsp0.01Garlic20.5Cloves0.01Carrot (grated)10025g.0.03Cabbage (grated)10025g.0.03Soy Sauce (Vegetarian)10.25Tsp0.01White Pepper1/40.25Tsp0.01Sugar10.25Tsp0.01Sesami Oil1/20.25Tsp0.01Corn Flour21Tsp0.01Tofu (Hard) Chop10025g.0.33Frozen spring roll wrappers (21.5 cm)205PCS0.20Sweet Chilli Sauce30ml.0.05Fixed Cost - Utility (per Month)500.00Fixed Cost - Rent (per Month)2,500.00Fixed Cost - Staff (per Month)14,400.00Total Cost0.87Selling Price2.893Chicken Soup (Clear Soup) (GF)4Chicken Breast800200g.1.80Brown Onion (Chop)5012.5g.0.02Carrot (Chop)10025g.0.03Daikon (Chop)10025g.0.03Potato (Chop)10025g.0.02Coriander Root20.5Root0.01Coriander (Chop)20.5Tbsp0.01Whole Black peppercorn1/20.125Tsp0.01Salt1/40.0625Tsp0.01Garlic20.5Cloves0.01Fixed Cost - Utility (per Month)500.00Fixed Cost - Rent (per Month)2,500.00Fixed Cost - Staff (per Month)14,400.00Total Cost1.95Selling Price 6.494Beef Noodle Salad (Cold) (GF) Beef Rib Eye (Grilled)150150g.3.45Soba Noodle (GF)200180g.0.60White Sesami1010g.0.01Black Sesami1010g.0.01Pumpkin Seed1010g.0.01Carrot (shredded)3030g.0.02Zuchini (shredded)3030g.0.02Daikon (pickle)3030g.0.03Spring Onion (Chop)1010g.0.01Coriander (Chop)1010g.0.01Soy Sauce (Shoyu)11Tbsp0.01Sesami Oil11Tsp0.01White pepper1/41/4Tsp0.01Sugar1/21/2Tsp0.01Mirin11Tbsp0.01Japanese Dressing22Tbsp0.02Fixed Cost - Utility (per Month)500.00Fixed Cost - Rent (per Month)2,500.00Fixed Cost - Staff (per Month)14,4.
SPT 208 Final Project Guidelines and Rubric Overview .docx
SPT 208 Final Project Guidelines and Rubric
Overview
Marketing and advertising are often used interchangeably, yet throughout this course you have learned that marketing is a much larger concept that requires a
strong understanding of consumer behavior, products and services, and often the greater economic environment. Marketing is applicable to every industry and
discipline in one way or another, but within the sport industry we have the chance to see the application of marketing concepts as if under a spotlight due to the
industry’s global reach and importance to society.
Your final project is the creation of an Opportunity and Consumer Analysis. You will select a sport team, individual, facility, or organization as the focus of your
consumer and opportunity analysis. When selecting your area of focus, think about your interests and career aspirations. As you progress through the course,
you will have the opportunity to practice the skills required for this project in several milestone activities. Your final deliverable will include a strengths,
weaknesses, opportunities, and threats (SWOT) analysis of your selected focus; a consumer analysis; an analysis of successful marketing and media strategies;
and a brief 1-, 3-, and 5-year plan that allows you to explain your intended use of a proven marketing strategy and various media opportunities. Please note that
your Opportunity and Consumer Analysis will be an eligible artifact to include in your program portfolio, as it will highlight your ability to recognize consumer
characteristics and opportunities for brand improvement.
The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three and Five. The final Opportunity and Consumer Analysis will be submitted in Module Seven.
This assessment addresses the following course outcomes:
• Analyze consumer behaviors for the influence of political, cultural, and social events on consumer motivation at the local, national, or international
levels within the sport industry
• Illustrate the application of key marketing strategies in successful sport-specific marketing campaigns
• Identify proven marketing strategies that can be successfully applied to specific sport marketing scenarios to attract consumers
• Compare media opportunities for successfully communicating and marketing towards specific consumers within the sport industry
Prompt
Develop a comprehensive Opportunity and Consumer Analysis. Select a sport team, individual, facility, or organization and provide a thorough analysis of the
existing marketing strategies and consumers, and determine an opportunity for greater consumer reach. Outline a brief 1-, 3-, and 5-year plan for the marketing
opportunity.
Specifically, the following critical elements must be addressed:
I. Marketing Foc.
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Copyright © 2016 Capella University. Copy and distribution of this document is prohibited.
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Copyright © 2016 Capella University. Copy and distribution of this document is prohibited.
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Overview
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levels within the sport industry
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• Identify proven marketing strategies that can be successfully applied to specific sport marketing scenarios to attract consumers
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Running head: CODE OF ETHICS 1
CODE OF ETHICS 4
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Sharlene Salinas
Professor Bradshaw
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July 31, 2019
Three Mountains Regional Hospital Code of Ethics
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Code of Ethics
· Uphold the policies of the Three Mountains Regional Hospital (Merry & Walton, 2017).
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· Act responsibly and honestly by avoiding perceived or actual conflicts of interest (Merry & Walton, 2017).
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Course Description:
This general education course is a study of the birth and evolution of the music form of Rock and Roll. It is a study of both the historical and musical elements of rock with a focus on the performers and the songs in the genre. Some of the objectives for this course include:
Increasing awareness of the wide range of musical styles that “add up” to form rock
Provide insight on the cultural evolution of rock and how it applies to society
Study how technological advances have influenced both the performers and composers in rock
Prerequsites:
None
Required text:
None
Required listening: Spotify playlist MCY127TS
Course Requirements and Grading:
Test 1 20%
Midterm exam 25%
Test 3 20%
Final exam 25%
Essay on live musical performance 10%
Essay assignment will consist of attending a live musical performance at the Frost School of Music (or approved off campus performance). At the conclusion of the performance, you will obtain signatures of two or more participants. You will compose an essay that will summarize the performance (ensemble, repertoire, etc.). You will compare and/or contrast the performance with details we have studied in class. The essay should be two to three pages long, computer printed, double spaced, and stapled. It will be due on Thursday, November 19.
Conduct and rules:
Rock and roll is a joyous art form. I intend for the class to be a fun and learning environment. I hope to engage you as adults, not as adolescents. However, inappropriate language or behavior to one another will not be tolerated, and will result in the student facing disciplinary action and potential removal from the class. You are adults. I am not your baby-sitter. If you fail to attend class regularly, you will find it much more difficult to excel in the course. SHOW UP AND PAY ATTENTION! It will make your life easier in the long run. Plagiarism on your essay will not be acceptable, and will result in the loss of 10% of your final grade. Cheating is rampant. While I will make every effort to curb the options students might have to copy one another on tests, I can’t stop it completely. I will have assistance from the Honor Council on test days, and cheating will result in a zero on that test. None of you can afford this. I truly believe that if you will engage the material, come to the lectures, and actively listen to the required listening material, you will not find a need to cheat.
If you are feeling overwhelmed by any of the material, please make an appointment to meet with me during office hours.
Lectures and listening:
Each class will consist of a lecture and a period of listening to music appropriate to that lecture. The music played in class will be made available to you through Blackboard in addition. You will be responsible for the material presented.
Spring 2020 – Business Continuity & Disaster R.docx
Spring 2020 – Business Continuity & Disaster Recovery Planning (ISOL-632-50)
Incident Management
S no
Disaster Type
Plans & Precautions
Initial Action
Stabilization Strategy
1
Thunderstorm
2
Floods
3
Tornadoes
4
Severe weather such as blizzard
5
Hurricanes
6
Explosion such as bomb threats
.
Sports Business Landscape Graphic OrganizerContent.docx
This document outlines key aspects of careers in the sports business industry including content providers, distribution channels, goods and service providers, common job titles, typical training and education requirements, standard job roles and responsibilities, average salary outlooks, current job availability in various locations, and overall job outlooks along with potential pros and cons of different positions.
Spring 2020Carlow University Department of Psychology & Co.docx
Spring 2020
Carlow University
Department of Psychology & Counseling
Professional Counseling Program
LGBT Lives Cultures & Theories
PRC-742-G1, PY-235-DA, WS-237-DA
3 Credits; No Prerequisites
Course Syllabus- Spring 2020
Wednesday’s 6:00pm-8:30pm
Instructor: Michelle Colarusso, Ph.D., LPC, NCC Office: TBD
Cell phone: 724-396-9769 E-mail: [email protected]
Office hours: By appointment only Location: Antonian Hall 403
Carlow's Mission Statement
The mission of Carlow University, a Catholic liberal arts university, is to involve persons, primarily women, in a process of self-directed, lifelong learning which will free them to think clearly and creatively, to discover and to challenge or affirm cultural and aesthetic values, to respond reverently and sensitively to God and others, and to render competent and compassionate service in personal and professional life.
Course Description
This course will address issues related to counseling gay, lesbian, bisexual and transgender clients. These include issues of sexual identity development, coming out, homophobia and heterosexism, family and relationship issues, multicultural issues, youth, aging, spirituality, HIV/AIDS, and substance abuse as well as ethical and professional issues in working with gay, lesbian, bisexual and transgender clients through affirmative counseling/therapy.
Learning Outcomes and Assessment
What students will learn
How students will learn it
How students will demonstrate learning
Impact dominant culture has on LGBT individuals
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Multifaceted issues facing specific LGBT populations
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Familiarize themselves with theories of identity development
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Affirmative counseling/therapy and their knowledge and skill in providing it.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Variety of counseling issues that have particular relevance to LGBT clients.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Access to local and national resources available to assist in work with LGBT clients.
Readings, Experiential Activities, Class Discussions
Class Participation, Reflection Journals, Exam
Course Requirements and Resources
Methods of Involvement & Examination
Methods of Instruction
Classes will consist of didactic and experiential elements, including lectures, large and small group discussions, modeling, structured role-plays and simulations, live or video demonstrations, and student presentations in class and on CelticOnline/Schoolology. Primary methods include lecture/discussion, readings, and a variety of experiential exercises. Students will immurse themselves into the LGBTQ Cul.
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMESSpotlight ARTWORK.docx
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMES
Spotlight ARTWORK Tara DonovanUntitled, 2008, polyester film
HBR.ORG
What Is
the Theory
f ̂ Fiof
y
Firm?
Focus less on competitive advantage and more on growth
that creates value, by Todd Zenger
f asked to define strategy, most execu-
tives would probably come up with
something like this: Strategy involves
discovering and targeting attractive
markets and then crafting positions that
deliver sustained competitive advan-
tage in them. Companies achieve these
positions by configuring and arranging
resources and activities to provide either
unique value to customers or common
value at a uniquely low cost. This view of strategy as
position remains central in business school curricula
around the globe: Valuable positions, protected from
imitation and appropriation, provide sustained profit
streams.
Unfortunately, investors don't reward senior
managers for simply occupying and defending po-
sitions. Equity markets are full of companies with
powerful positions and sluggish stock prices. The
retail giant Walmart is a case in point. Few people
would dispute that it remains a remarkable firm. Its
early focus on building a regionally dense network
of stores in small towns delivered a strong positional
advantage. Complementary choices regarding ad-
vertising, pricing, and information technology all
continue to support its low-cost and flexibly mer-
chandised stores.
Despite this strong position and a successful stra-
tegic rollout, Walmart's equity price has seen little
growth for most of the past 12 or 13 years. That's be-
cause the ongoing rollout was anticipated long ago,
and investors seek evidence of newly discovered
value—value of compounding magnitude. Merely
sustaining prior financial returns, even if they are
outstanding, does not significantly increase share
price; tomorrow's positive surprises must be worth
more than yesterday's.
Not surprisingly, I consistently advise MBA stu-
dents that if they're confronted with a choice be-
tween leading a poorly run company and leading a
well-run one, they should choose the former. Imag-
ine assuming the reins of GE from Jack Welch in Sep-
tember 2001 with shareholders' having enjoyed a 40-
fold increase in value over the prior two decades. The
expectations baked into the share price of a company
like that are daunting, to say the least.
To make matters worse, attempts to grow often
undermine a company's current market position.
As Michael Porter, the leading proponent of strat-
egy as positioning, has argued, "Efforts to grow blur
June 2013 Harvard Business Review 73
SPOTLIGHT ON STRATEGY FOR TURBULENT TIMES
uniqueness, create compromises, reduce fit, and
ultimately undermine competitive advantage. In
fact, the growth imperative is hazardous to strategy."
Quite simply, the logic of this perspective not only
provides little guidance about how to sustain value
creation but also discourages growth that might in
einy way move a compeiny away from i.
Sport Ticket sales staff trainingChapter 4Sales .docx
Sport Ticket sales staff training
Chapter 4
Sales Staff
Developed not born
Skill set of a seller
Different to skill set of a manager
Sales process
Develop lifelong relationship with purchaser
Best source of increasing business
Upselling
Referrals
Sales Department
Recruit
Train
Develop
Motivate
Retain
Recommendations
Balance in house and outsourced
Communication between sales manager and sales staff
Success celebrations
Gather feedback from sales staff
Recruiting/Hiring
Personality, creativity (intangibles)
Fit with organization
Dress for success (opportunity taken seriously)
Positive attitude
Welcoming personality
Poised/confident (not over confident)
Initiative (carry conversation)
Energy, enthusiasm, commitment
Sales positions
10-20 inside sales staff
Supervisor to staff ratio 1:8
Annual training
New employee training (1 week to 1 month)
Ideal structure
8-16 Part-time
2 ½ months than ready to replace nonperforming FT
6-8 full time season ticket dedicated
3-6 full time group sales dedicated
Self-training
One book per month, mentor, seminars, practice
Sales Culture
Desired outcomes
Effectiveness
Productivity
Stability
Long term growth
Created by the sales manager (leadership)
Orlando Magic three A’s
Action
Visible displays
Find needs, wants, desires of employees
Reward accomplishments
Attitude
Believe in sales staff
Atmosphere
Visible signs of success
gong
Retaining/Motivating
Database management
Lead distribution
Reporting
Evaluation
Satisfy need of employees first
Better able to meet customer needs
Achieve organizational goals
Four types of sales employees
Competitor
Rivalries, win contests
It’s All About me
Recognized as best
Achiever Team Builder
Recognition of achievements, group success
Empathetic Seller
Cultivate relationships, not volume producers
Sales Career
Exploration
Establishment
Maintenance
Disengagement
Employee rate feeling appreciated and informed as top want
Sport Consumer Incentivization
Chapter 3
Incentives
Depend on consumption motives
Items of perceived value that add to offer
Overcome indifference or resistance
Later stage of buying/communication process
Price based incentives
Discounting core product damaging
Contingency based
Consumer action (provide info, prior purchase, etc) prior to price reduction
Attract infrequent customers
8% increase in attendance (top 10, 2004)
“cherry pickers” – only attend with promotion
MLB
14% increase, 2% watering down effect, more is better, weekdays (vs. high attendance – max total entertainment value)
Incentives continued
Rule changes, star players (consumption incentive)
Place based incentives
26 fundamental motives for sport consumption
Primary motives
Achievement
Ordinary runners (sense of accomplishment)
Perfect attendance
Vicarious achievement (enhance self esteem through success of athlete)
Sponsors – increased sales volume, exposure
Craft
Developing or observing physical skill
Winning record – highest predictor of attendance/s.
SPOTLIGHT ARTWORK Do Ho Suh, Floor, 1997–2000, PVC figures, gl.docx
SPOTLIGHT ARTWORK Do Ho Suh, Floor, 1997–2000, PVC figures, glass plates, phenolic sheets, polyurethane resin; modules 100 x 100 x 8 cm
Installation view at Lehmann Maupin Gallery, New York
Why We Love
to Hate HR
...and What HR
Can Do About It
by Peter Cappelli
SPOTLIGHT ON RETHINKING HUMAN RESOURCES
Peter Cappelli is a
professor of management
at the Wharton School and
the author of several books,
including Will College
Pay Off? A Guide to the
Most Important Financial
Decision You’ll Ever Make
(PublicAffairs, 2015).
HBR.ORG
July–August 2015 Harvard Business Review 55
These feelings aren’t new. They’ve erupted now
and in the past because we don’t like being told how
to behave—and no other group in organizational life,
not even finance, bosses us around as systematically
as HR does. We get defensive when we’re instructed
to change how we interact with people, especially
those who report to us, because that goes right to the
core of who we are. What’s more, HR makes us per-
form tasks we dislike, such as documenting problems
with employees. And it prevents us from doing what
we want, such as hiring someone we “just know” is
a good fit. Its directives affect every person in the
organization, right up to the top, every single day.
The complaints also have a cyclical quality—
they’re driven largely by the business context. Usu-
ally when companies are struggling with labor issues,
HR is seen as a valued leadership partner. When
things are going more smoothly all around, manag-
ers tend to think, “What’s HR doing for us, anyway?”
This doesn’t mean that HR is above reproach.
Quite the contrary: It has plenty of room to improve,
and this is a moment of enormous opportunity. Little
has been done in the past few decades to examine the
value of widely used practices that are central to how
companies operate. By separating the effective from
the worthless, HR leaders can secure huge payoffs for
their organizations. But it’s important to understand
HR’s tumultuous history with business leaders and
the economy before turning our attention to what the
function should be doing now and in the future.
The “Personnel” Pendulum
How top executives feel about HR pretty reliably re-
flects what’s going on in the U.S. economy. When the
economy is down and the labor market is slack, they
see HR as a nuisance. But sentiments change when
labor tightens up and HR practices become essential
to companies’ immediate success.
Think back to the Great Depression. People would
put up with nearly anything to stay employed. Line
managers complained that personnel departments
were getting in the way of better performance, which
they thought could be achieved with the “drive” sys-
tem: threatening workers and sometimes even hit-
ting them if they failed to measure up.
Similarly, business leaders didn’t put a lot of
stock in HR during the 2001 and 2008 recessions, be-
cause employees—keenly aware of how replaceable
th.
Sponsorship Works 2018 8PROJECT DETAILSSponsorship tit.docx
Sponsorship Works 2018 8
PROJECT DETAILS
Sponsorship title:
Audi Cup
Duration of sponsorship:
2009-present
Case study entered by:
Audi AG
Sponsor’s industry sector:
Automotive
Rights-holder:
Audi AG (Ownership Platform)
Agency:
brands and emotions GmbH
– Lead Agency, Audi Cup
Other organisations involved in the
planning, activation or evaluation:
FC Bayern Munich;
Several service providers (including event
agency, TV commercialisation,
TV production, etc.).
Campaign summary
Launched in 2009, the year of Audi’s 100th anniversary,
the Audi Cup is a pre-seasonal worldwide football
tournament. Leading teams including FC Barcelona,
Real Madrid and Manchester United meet in Munich
for the biennial Audi Cup during the summer break in
football.
The event is an owned and mainly refinanced
platform by Audi with a strong international media
presence, achieving around 2.5 billion consumer
contacts across television and online media at each
tournament in around 200 countries. With cutting-edge
technologies as an integral part of its staging and
coverage, the event provides a global opportunity to
highlight Audi’s “Vorsprung durch Technik” values.
Planning
Business needs
The Audi Cup provides an ideal platform to present
a strong, resonating connection between top-level
international football and the brand’s “Vorsprung
durch Technik” positioning. Audi has been involved in
international football for over 14 years and the launch
of the Audi Cup in 2009 established a new benchmark
in proprietary sports marketing, creating a whole new
way for Audi to implement its own rights in a highly
controlled and targeted manner.
Taking a “high-tech” approach to the world of
football broadcasting and marketing, the Audi Cup
meets the clear business need for Audi to demonstrate
Audi and the Audi Cup
A u d i a n d t h e A u d i C u p
Sponsorship Works 2018 9
A u d i a n d t h e A u d i C u p
and underpin its core brand proposition as a highly
innovative, technologically advanced automotive
company.
The development and implementation of tools
including the first ever implementation of digital overlay
of led boards in live broadcasting and the first ever live
holographic press conference in sport, a dedicated
chatbot and Alexa Skill and the Audi Player Index, not
only underline Audi’s status as a “high-tech” brand but
genuinely enhance enjoyment of the tournament for
fans, building a truly relevant connection.
Sponsorship selection
Audi’s long association with football, with its focus on
high-profile, global clubs, saw the brand develop from
a classic sponsor to an owner and organiser of various
leading platforms in its own right – the Audi Cup, Audi
Summer Tour and Audi Football Summit. With these
properties and its year-round association with the
game, Audi set itself the goal of elevating its successful
sponsorships into full ownership; Audi shifted from a
host or a marque associated with the.
SPM 4723 Annotated Bibliography You second major proje.docx
SPM 4723
Annotated Bibliography
You second major project for the course will be an annotated bibliography. Instead of writing a
paper, an annotated bibliography requires you to research a particular legal topic or question, of
your choosing, in sports and find academic and law review articles that address that topic. You
will develop a question about a legal topic in sports and find seven law review articles to
summarize. Each article summary should be 300-350 words in length and should both explain
the contents of the article and its relevance to your question or topic. The summaries should be
written in your own words. You are required to select law review articles using LexisNexis. The
format for the annotated bibliography is explained below.
Please put your topic as the title for your paper. Next, each annotation should begin with the
APA citation for the article in bold print (do not include web links), followed by a summary of
the article (300-350 words) explaining how it addresses your question. The complete annotated
bibliography should be double-spaced, 12pt Times New Roman font with one-inch margins. You
will be submitting it through Turnitin via Canvas, do not include your name, course number,
date or UFID on your annotated bibliography (similar to the case briefs). You should start each
annotation on a separate page, and please remember to begin each annotation with the APA
citation for the article as instructed above. This assignment is due on Wednesday, April 22nd.
1.Which of the following is not a key component of the conceptual framework of accounting?
Select one:
a. internal users
b. the objective of financial reporting
c. cost constraint on useful financial reporting
d. elements of the financial statements
2.The balance sheet and income statement for Joe's Fish Hut are presented below:
Joe's Fish Hut
Balance Sheet
As at December 31
2016
2015
ASSETS
Current Assets
Cash
$180,623
$60,300
Accounts receivable
$18,900
$14,200
Inventory
$23,600
$25,300
Total Current Assets
$223,123
$99,800
Property, plant & equipment
$129,000
$184,000
Less: Accumulated depreciation
$-26,900
$-21,600
TOTAL ASSETS
$325,223
$262,200
LIABILITIES AND EQUITY
Liabilities
Current Liabilities
Accounts payable
$28,000
$41,800
Current portion of bank loan
$9,500
$9,500
Total Current Liabilities
$37,500
$51,300
Non-current portion of bank loan
$71,000
$42,000
TOTAL LIABILITIES
$108,500
$93,300
Shareholders' Equity
Common shares
$80,000
$54,400
Retained earnings
$136,723
$114,500
TOTAL SHAREHOLDERS' EQUITY
$216,723
$168,900
TOTAL LIABILITIES AND EQUITY
$325,223
$262,200
Joe's Fish Hut
Income Statement
For the Year Ended December 31, 2016
Sales
$137,000
COGS
$83,200
Gross Profit
$53,800
Operating Expenses
Insurance Expense
$1,600
Rent Expense
$5,380
Salaries Expense
$5,150
Telephone Expense
$840
Interest Expense
$1,340
Depreciation Expense
$5,300
Total Operating Expenses
$19,610
Operating Profit Before .
Speech Environment and Recording Requirements• You must have a.docx
Speech Environment and Recording Requirements
• You must have an audience of at least 5 adults 18 years or older for all speeches. The audience must be live and in person, that is, physically present. Virtual attendance is not permitted. Your video recording must show the 5 individuals sitting as ENGAGED audience members. The audience should be visible before, during, and after the speech and you should be facing your audience. The camera should be placed behind your audience.
• You are required to record and post all 3 speeches in order to earn a passing grade in this course.
• The video must be of a high enough quality that the instructor is able to see your full facial expressions and gestures. Your instructor will need to be able to hear your voice very clearly. You risk a failing grade if your instructor is not able to discern facial expressions or subtle changes of vocal intonation on the recording.
• Be sure to record your presentation from head to toe. Your instructor needs to be able to see your posture and other elements.
• Be certain to record your video in landscape (wide), not portrait (tall).
• You may not stop the recording and re-record a section of your speech. What you
submit must be a complete presentation from start to finish with NO EDITING. You could record your speech a few times and then pick the best presentation to send. Just make sure you only submit one copy of your best speech.
• You will upload your speech following the YouTube directions and proper privacy guidelines. Speech capture directions and instructions are in Module 1 of the Blackboard online classroom.
• Be certain to provide a video link to your speech that is available for your instructor and college administrators to view without requiring passwords or special permissions. Submitting a link that does not immediately provide this access results in a failing grade for your speech and could result in a failing grade for the course. You cannot use Google Hangouts or other mediated communication in place of a live audience. Your live audience must be physically present at the location you deliver your speech.
• Any attempt to circumvent live speech audience requirements perceived by your instructor as deceptive, dishonest or otherwise disingenuous results in a zero for your speech with no opportunity to make it up and may result in a failing grade in the course and referral to the appropriate FSCJ administrative official for academic dishonesty.
• The video link (URL) you provide for your speech must remain posted, active and viewable until 14 calendar days following the official scheduled end of the semester, according to the official FSCJ academic calendar. Removing your speech from the URL or link you provide automatically reverts any score you have to a zero and will result in a failing grade for the course.
• Attempts to work around presenting in front of a live audience are considered academic dishonesty.
• Posting your speech on a screen or readin.
Sped4 Interview 2.10.17 Audio.m4aJodee [000008] And we are .docx
Sped4 Interview 2.10.17 Audio.m4a
Jodee: [00:00:08] And we are looking at the collaborative process between secondary special ed teachers and transitioning and transition specialists when transitioning students with autism spectrum disorder or other disabilities from secondary to higher. OK so the first question is is describe the condition process as you understand it from the guidelines of the secondary transition plan.
Sped4: [00:00:52] OK. So first thing is a series of assessments that are appropriate for assessing it can include you know obviously interviewing the teacher not not the teacher the student and then sometimes parents are involved in that process. Then there's other batteries of tests. Things like the couter doing AZCIS things other interests inventories and things of that nature to get that. Looking at transcripts students grades grade reports in those things and taking those all that data and that assessment information and looking at that.That's my understanding and interpretation and kind of what I do.
Jodee: [00:01:46] So you know it's the responsibility of the secondary teacher special ed teacher as the case manager to interview the students. And you know one of the big pieces that we look at is the age appropriate goals. You know if you've got a student who is who is autistic academically They're very bright. They can do the work but they have absolutely zero social skills. And they want you maybe studied to be. They want to go into broadcast journalism or something along those lines. So it's like having you determined you know is it like a collaborative effort. You determine and work with the other person you know because sometimes you have to be that person and say yes might not be the best fit for you. How does that kind of playing into things.
Sped4: [00:02:51] I don't know like I don't mind doing that or being the one.
Sped4: [00:02:58] I haven't run into that exact situation but I have other situations where students wanted to go straight to university from high school and just had these visions of grandeur. But their GPA would not allow for that or they had other deficiencies and things of that nature. And so it's just it's sometimes it's like literally printing out the requirement and showing them just saying you know these aren't going to work. It's not a possibility. However it doesn't mean that you can't go on to higher education. And just providing them alternative routes like one if there is enough time if there for example is there a sophomore or a junior. You know we look at like Well is there enough time to get rid of these deficiencies. Can you take some of these courses. Can you do that to get your GPA up to get rid of the deficiencies et cetera. Is that feasible. Is that feasible with money or mom is mom and dad going to pay for that you know. And is there enough time or looking. OK well if that's not an option then community college is not necessarily a bad thing to do it right. When did yo.
Speech Recognition in the Electronic Health Record (2013 u.docx
Speech Recognition in the Electronic Health
Record (2013 update)
Introduction
Many technologies exist to assist with better clinical documentation and speech recognition technology (SRT) is one
solution. Since SRT uses mathematic probabilities, the technology can be complicated. The goals of its use in
healthcare today, however, are clear: Increase productivity, decrease costs, and improve documentation while
placing it closest to the point of care.
This practice brief focuses on increasing the understanding of how speech recognition works by highlighting the
driving forces that are shaping current and future applications of this technology and its associated benefits and risks.
This practice brief also provides tools including illustrated work flow, tasks and skills, and best practices to assist in
efficient and effective application of SRT for day-to-day operations.
Driving Forces
Payment reform. Quality measures. Meaningful use. EHR adoption. Transition to ICD-10-CM/PCS. Health
information exchange. Consumer engagement. Personal health records and patient portals. What do these areas have
in common? They all point to the increasing need for accurate, complete, and accessible data in an environment that
requires real-time documentation.
Documentation should improve the quality of the patient encounter and create efficiencies.
In the past, handwriting provided an immediate record of care. Legibility came to the forefront as an issue and
documentation was often not as comprehensive when compared to a well-constructed dictated note. Today, speech
recognition or speech-to-text is used in conjunction with the EHR and is considered a viable option in the face of the
growing demand for near-real-time data.
Front-end speech recognition (FESR) and back-end speech recognition (BESR) technologies can help in the
production of legible and comprehensive document(s). It also serves as a productivity tool to help lower costs and
increase productivity, especially when compared to the manual labor required by traditional dictation and
transcription.
Emerging Roles
In 2012, The Association for Healthcare Documentation Integrity (AHDI) coined the term "healthcare
documentation specialist (HDS)," which they define as "an umbrella term that includes medical transcriptionists,
speech recognition editors and QA specialists."1
For the purposes of this practice brief, the term "HDS" will be used when referring to this role. Visit AHDI's website
for more information on the role of the HDS (www.ahdi.org).
Copyright © 2013 by The American Health Information Management Association. All Rights Reserved.
http://www.ahima.org/copyright
The use of medical scribes is increasing in various healthcare settings due to growing EHR implementations and the
need for timely, detailed point-of-care documentation.
There are distinct differences between HDS and scribes. HDS professionals work in a "one-way process" while
scri.
Sped Focus Group.m4aJodee [000001] This is a focus group wi.docx
Sped Focus Group.m4a
Jodee: [00:00:01] This is a focus group with the secondary special education teachers. So anybody feel free to chime in and we just talked about the secondary transition plan and theoretical principles of Situation and support. So the first question is How does political correctness influence transition process. So think about some of the terminology that's changed. For example we don't refer to kids with cognitive impairment as being mentally retarded. So how does that PC influence the transition process. And anybody can feel free to speak up if they would like.
TS5: [00:00:49] Well I guess I'll start because I'm probably the least politically correct person around. I think you make an example of the fact of you know you know with. What you can and cannot say Well not everybody is up to date on the current lingo and everybody apparently might may be in denial about where their child is at cognitively when using certain terms they may expect more from their or their child than they're actually capable because we're not using terms of people understand or that people use. Obviously I'm not talking about in a hurtful way but you know I mean I have a student now that he's I guess they went out of their way to label him. You know he has a label of autism. But I keep telling these people on my autism is not his problem his cognitive is his problem as long as that IEP keeps talking about autism then that seems to be the direction of where they want to go with the services. And and I keep saying that autism is not the problem. So that's just my 2 cents on.
Jodee: [00:02:12] How has that worked so far just to kind of pair off your response on that TS5 how has it like you're able to see that it's not the Autism that's a problem. How do you stear that to the correct path and have deal with this and what the kid is capable of doing regarding transition.
Sped5: [00:02:34] Well I was fortunate in this area where I think it was an issue of the mom was in denial that it wasn't all the other teachers were like no. This is what this is what he needs. You know because of the IEP I'm trying to get him. You know support all the time and it's just a matter of when they look at the IEP and says why is it that it will be this and this and I'm like I didn't write the IEPP I didn't put down autism. I'll just tell you what I see now what I have and that's what it is. And so it wasn't until at an an IEP meeting that the other teachers who see them every day too are like no this is where he's at. He needs the support he needs this because of x y z. So you know that's just for example.
Jodee: [00:03:25] Okay TS7 I'm going to kind of put you on the spot on for a minute when we talked a couple of days ago about that one student what were some of the things that you might have encountered in working with the parents on regarding transitioning him. And you know just to give a bit with a bit of background history it was a young man diagnosed with.
Specialized Terms 20.0 Definitions and examples of specialized.docx
Specialized Terms
20.0
Definitions and examples of specialized terms for adaptive behavior assessments including content and statistical terms are proficient.
Limitations of Standardized Assessments
20.0
Substantial explanation of at least two limitations of standardized assessments is provided.
Consultative Role of Special Education Teacher
20.0
The description of consultative role of the special education teacher in helping parents/ guardians understand the process of assessments and terminology is expertly addressed.
Aesthetic Quality
5.0
Design is pleasing. Skillful handling of color, text and visuals creates a distinctive and effective presentation. Overall, effective and functional audio, text, or visuals are evident.
Mechanics of Writing (includes spelling, punctuation, grammar, and language use)
5.0
Submission is virtually free of mechanical errors.
Organization
5.0
The content is well-organized and logical. There is a sequential progression of ideas that relate to each other. The content is presented as a cohesive unit and provides the audience with a clear sense of the main idea.
Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style)
5.0
Sources are documented completely and correctly, as appropriate to assignment and style, and format is free of error.
Total Percentage
100
.
Special notes Media and the media are plural and take plural verb.docx
Special notes: Media and the media are plural and take plural verbs. The use of personal pronouns "we" and "you" are unacceptable in academic writing except when otherwise indicated. The use of the first person "I" is not called for in this assignment.
Write a 700- to 1,050-word paper in which you answer the following questions:
· What were the major developments in the evolution of mass media during the last 120 years or so? Discuss at least five forms of major mass media in order of development. Choose from movies, recorded music, radio, television, video games, internet streaming, and social media. Newspapers may be included but only those developments in the last 120 years or so. We are not requesting the history of mass media, mass media developments before 1900, and identification of communications devices that are person to person and not mass media such as the telegraph and telephone.
· What innovations did each provide to consumers (what was new about them)? How did each medium change the lives and behavior of people after its introduction?
· What is meant by the term media convergence, and how has it affected everyday life?
· Conclude with a reflection on why media literacy is important for responsible media consumption today.
Format your essay according to appropriate course-level APA guidelines. Spelling and grammar check your work.
Note: your first paper will be annotated with regard to formatting, spelling, grammar, and usage, for which you will not be penalized, but you are responsible for applying these notes to subsequent assignments.
.
SPECIAL ISSUE ON POLITICAL VIOLENCEResearch on Social Move.docx
SPECIAL ISSUE ON POLITICAL VIOLENCE
Research on Social Movements and Political Violence
Donatella della Porta
Published online: 15 July 2008
# Springer Science + Business Media, LLC 2008
Abstract Attention to extreme forms of political violence in the social sciences has been
episodic, and studies of different forms of political violence have followed different
approaches, with “breakdown” theories mostly used for the analysis of right-wing radicalism,
social movement theories sometimes adapted to research on left-wing radical groups, and
area study specialists focusing on ethnic and religious forms. Some of the studies on extreme
forms of political violence that have emerged within the social movement tradition have
nevertheless been able to trace processes of conflict escalation through the detailed exam-
ination of historical cases. This article assesses some of the knowledge acquired in previous
research approaching issues of political violence from the social movement perspective, as
well as the challenges coming from new waves of debate on terrorist and counterterrorist
action and discourses. In doing this, the article reviews contributions coming from research
looking at violence as escalation of action repertoires within protest cycles; political
opportunity and the state in escalation processes; resource mobilization and violent
organizations; narratives of violence; and militant constructions of external reality.
Keywords Political violence . Social movements
Attention to extreme forms of political violence in the social sciences has been episodic, with
some peaks in periods of high visibility of terrorist attacks, but little accumulation of results.
There are several reasons for this. First, some of the research has been considered to be more
oriented towards developing antiterrorist policies than to a social science understanding of the
phenomenon. In fact, “many who have written about terrorism have been directly or indirectly
involved in the business of counterterrorism, and their vision has been narrowed and distorted
by the search for effective responses to terrorism…. [S]ocial movement scholars, with very few
exceptions, have said little about terrorism” (Goodwin 2004, p. 259). Second, studies of
different forms of political violence have followed different approaches, with “breakdown”
theories mostly used for the analysis of right-wing radicalism, social movement theories
sometimes adapted to research on left-wing radical groups, and area study specialists focusing
on ethnic and religious forms. Third, and most fundamentally, there has been a tendency to reify
Qual Sociol (2008) 31:221–230
DOI 10.1007/s11133-008-9109-x
D. della Porta (*)
Department of Political and Social Sciences, European University Institute,
Badia Fiesolana, Via dei Roccettini 9, 50016 San Domenico di Fiesole Firenze, Italy
e-mail: [email protected]
definitions of terrorism on the basis of political actors’ decisions to use violence (Tilly 200.
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- 1. Running head: EMOTIONAL INTELLEGENCE 1 Relationship between Emotional Intelligence and Job Satisfaction Faraji C. Edwards Walden University EMOTIONAL INTELLIGENCE 2 Relationship between Emotional Intelligence and Job Satisfaction Part 1 Problem Statement The task of ensuring that employees are satisfied with their
- 2. jobs and the environment that they are operating is often challenging for most managers. Employees are satisfied with their jobs when they find personal meaning in their careers, take pride in whatever they undertake and where they work, and have the feeling that their firms value them. In a competitive environment, organizations desire to retain its highly-skilled and talented workforce by creating program such as training, promotion, coaching, rewards, incentives and bonuses. While these strategies are effective, they sometimes fail to meet the desired objective of attaining full job satisfaction. This raises the question over whether factors such as emotional intelligence also have a role to play in increasing employee job satisfaction. The impact of emotional intelligence on job satisfaction has attracted numerous academic attentions. Emotional intelligence is the capacity to recognize personal feelings and those of others in order to motivate the self and to maintain emotions in both the self and the relationships (Raj & Ms Deepti, 2016). Employees who express high job satisfaction also have high emotional
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- 5. intelligence and job satisfaction are objects of study that are not easily quantified. Thus, the study will be based on subjective ontology and a constructivist epistemology. Therefore, the best mechanism to achieve objectivity will be to triangulate across multiple fallible perspectives. In order to gain more perspectives about the phenomena under study, multiple qualitative research methods will be used. These will include: observation, interviews, questionnaires, as well as focus groups. Positionality forms an important component of reflexivity. Reflexivity will entail conducting a self-scrutiny, as well as a self-conscious awareness of the link between the relationship between the researcher and the subject of study. There will be an accurate Lisa Barrow Lisa Barrow: You haven't clearly stated what the problem is and why it is important to address it. Lisa Barrow Lisa Barrow: This is quite vague. How will this study differ from other studies? Lisa Barrow
- 6. Lisa Barrow: What are the strategies? Lisa Barrow Lisa Barrow: Not necessarily. There are several quantitative studies focusing on these topics. Lisa Barrow Lisa Barrow: Why? Provide a rationale. Lisa Barrow Lisa Barrow: Can you not use one or two of these techniques? Lisa Barrow Lisa Barrow: How will this be done? EMOTIONAL INTELLIGENCE 4 expression of the voice that leads to the reporting of the study findings. Reflecting about my positionality will enable me to negotiate my research status and allow the research team to participate in the study process on equal terms. There will be various sources of data for the study. Examples will include: real-world observation, conducting interview of participants of the research, as well as using focus groups and questionnaires to gain additional information and understanding.
- 7. Research Questions 1. What is the relationship between emotional intelligence and job satisfaction? 2. In what ways is emotional intelligence improved in the workplace? 3. What are the indicators of job satisfaction in an organization? 4. How likely are employees to leave an organization when their emotional intelligence is low? 5. Does emotional intelligence result in improved employee performance? Annotated Bibliography Raj, A., & Uniyal, D. (2016). A Study of Emotional Intelligence in Relation to Job Satisfaction Among The Senior Secondary Teachers of Dehradun District. International Journal of Multidisciplinary Approach & Studies, 3(3). In an attempt to investigate the relationship between emotional intelligence of senior secondary school teachers with their job satisfaction, Raj and Uniyal (2016) used a random sampling technique to select 300 senior teachers in Dehradum
- 8. district. Their research findings were published in an article titled A Study of Emotional Intelligence in Relation to Job Satisfaction Among The Senior Secondary Teachers of Dehradun District. Using Teachers’ Lisa Barrow Lisa Barrow: You will need to narrow the scope of your study and thus the tools relied on. Lisa Barrow Lisa Barrow: Be more specific, include demographics of participants, location and etc. These questions are too broad. Lisa Barrow Lisa Barrow: Avoid closed ended questions. Lisa Barrow Lisa Barrow: Will your participants be teachers? EMOTIONAL INTELLIGENCE 5 Emotional Intelligence Inventory and Teacher Job Satisfaction Questionnaires, the researchers found that all senior secondary teachers who scored below average in emotional intelligence also had low job satisfaction. Further, individuals who had higher job satisfaction also had high
- 9. emotional intelligence. As a result, the researchers recommend programs geared towards improving employees’ emotional intelligence. Dabke, D. (2014). Can Life Satisfaction be predicted by Emotional Intelligence, Job Satisfaction and Personality type?. Prin. LN Welingkar Institute of Management Development & Research, 22. In a scholarly work titled Can Life Satisfaction be predicted by Emotional Intelligence, Job Satisfaction and Personality type, Danke (2014) examines the concept of life satisfaction as a whole, and relates it to emotional intelligence and job satisfaction. In the above research, data was gathered with the use of battery tests from two hundred middle and senior level managers who finished the MSCEIT test of El, NEO Personality scale, Satisfaction with Life Scale, and the Index of Job Satisfaction. Dabke revealed a positive correlation between Life Satisfaction and Job Satisfaction. Thus, the study concludes that various aspects of emotional intelligence influences job satisfaction. Job satisfaction further affects life satisfaction.
- 10. Wolfe, K., & Kim, H. J. (2013). Emotional intelligence, job satisfaction, and job tenure among hotel managers. Journal of Human Resources in Hospitality & Tourism, 12(2), 175-191. In this article, Wolfe and Kim (2013) examine the relationship between emotional intelligence and job satisfaction, and the association between emotional intelligence and job tenure. After gathering data from supervisory and managerial workers in company and hotel industry, Wolfe and Kim (2013) found that various emotional intelligence aspects such as EMOTIONAL INTELLIGENCE 6 intrapersonal, general mood, and stress management, are key indicators of job satisfaction. Further, the researchers revealed that some interpersonal components of emotional intelligence
- 11. such as communication and rewards are predictors of longevity. EMOTIONAL INTELLIGENCE 7 References Dabke, D. (2014). Can Life Satisfaction be predicted by Emotional Intelligence, Job Satisfaction and Personality type?. Prin. LN Welingkar Institute of Management Development & Research, 22. Raj, A., & Uniyal, D. (2016). A Study of Emotional Intelligence in Relation to Job Satisfaction Among The Senior Secondary Teachers of Dehradun District. International Journal of Multidisciplinary Approach & Studies, 3(3). Wolfe, K., & Kim, H. J. (2013). Emotional intelligence, job satisfaction, and job tenure among hotel managers. Journal of Human Resources in Hospitality & Tourism, 12(2),
- 12. 175-191.