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- International Journal of Management (IJM)
Volume 7, Issue 3, March-April 2016, pp.293–297, Article ID: IJM_07_03_026
Available online at
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=7&IType=3
Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
© IAEME Publication
AN EXAMINATION OF EMOTIONAL
INTELLIGENCE (EI) FACTORS ON WORK-
RELATED OUTCOME AMONG
EMPLOYEES OF AUTOMOBILE INDUSTRY
B.Asha
Ph.D. Research Scholar, Bharathiar University & Assistant Professor at
Asan Memorial College of Arts and Science, Chennai, Tamilnadu
Dr. Jayasree Krishnan
Head of the Department MBA,
St. Joseph’s College of Engineering, Chennai, Tamilnadu
Cite this Article: B.Asha and Dr. Jayasree Krishnan. An Examination of
Emotional Intelligence (EI) Factors on Work-Related Outcome among
Employees of Automobile Industry. International Journal of Management,
7(3), 2016, pp. 293–297.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=7&IType=3
1. INTRODUCTION
Organizations today are facing major challenges in terms of competition, innovation,
productivity and work force diversity (Bhaskar, Haritha & Subrahmanyam, 2011). In
these aspects, emotional intelligence of employees would support played a major role
in providing their better work related outcomes. Emotional Intelligence is defined by
peter Salovey and John Mayer as the “ability to monitor and regulate one’s own and
other feelings, and use feelings to guide thought and action. EI is also defined, as the
ability of a person to manage himself/herself and others. EI addresses the emotional,
personal, Social and survival dimensions of intelligence, which are often more
important for daily functioning than the more cognitive aspects of intelligence” (Bar
On, 2002). It includes what they feel about themselves and also about others. It plays
a vital role in decision making. Its being motivated and remaining hopeful and
optimistic when you have setbacks in working toward goals. And it’s social skill,
getting along well with other people, managing emotions in relationships, being able
to persuade or lead others (Goleman, 1998).
http://www.iaeme.com/IJM/index.asp 293 editor@iaeme.com
- B.Asha and Dr. Jayasree Krishnan
2. PROBLEM STATEMENT
The term “emotional” in emotional intelligence refers to both moods and emotions.
Emotions actually sometimes feed into moods. Emotions are “high intensity feelings”
triggered a specific stimulus, evoke attention and interrupt cognitive processing or
behaviors (Forgas, 1992; Morris, 1989; Simon, 1982). Outstanding leaders,
executives and managers distinguish themselves by their ability to understand and
manage themselves and to understand and work with others. It is given that technical
and functional expertise is the foundation for effective performance. But Emotional
Intelligence (EI) competencies overwhelmingly distinguish outstanding leaders from
average performers.
Hence, the following are the research questions:
To find out the relationship between Job Satisfaction and Turnover Intension
To find out the difference between Emotional Intelligence and Turnover Intension
3. SCOPE OF THE STUDY
The scope of the study was restricted to employees of Automobile Company Hyundai
Dymos India at Sriperumbudur, Chennai.
4. REVIEW OF LITERATURE
Emotional intelligence brings the two worlds of intellect and emotions together. The
popularity of emotional intelligence has increased greatly in recent years and with that
has come debate (Matthews, Zeidner, & Roberts, 2004). Feelings are seen as
something that inhibits effective decision‐making and rationality (Albrow, 1992). In
reality feelings are a “central role” in the leadership process, not an additional factor
to consider (Fineman, 1993; Forgas, 1995). In addition feelings are necessary for
making good decisions in neurological studies (Goleman, 1995). The Western culture
has “viewed reason and intellect as opposing forces to supposedly non‐rational
phenomena like passion, intuition, feeling and emotions” (Matthews, Zeidner, &
Roberts, 2004). The intense emotional reaction could interfere with effective decision
making stating that a “reduction in emotion may constitute an equally important
source of irrational behavior” (Damasio 1994). Ambivalence in emotional expression
can deter an individual from developing positive interpersonal
relations. Ambivalence can be expressed by people who want to express their
emotions, agonize over it, and then fail to act (Emmons & Colby, 1995). Others may
express ambivalence by showing their emotion but then regret doing it (King &
Emmons, 1991). Both examples are linked to anxiety, depression, psychiatric
disorders, less social support and lower well‐being (Emmons & Colby, 1995; Katz &
Campbell, 1994).
5. OBJECTIVES OF THE STUDY
To study the influence of demographic factors on emotional intelligence of
employees at Hyundai Dymos.
To analyze the impact of emotional intelligence on job performance and turnover
intension of employees
6. RESEARCH METHODOLOGY
Descriptive Research Design was employed for data collection, analysis and
interpretation.
http://www.iaeme.com/IJM/index.asp 294 editor@iaeme.com
- An Examination of Emotional Intelligence (EI) Factors on Work-Related Outcome Among
Employees of Automobile Industry
6.1 Sampling Design
Population: Employees of Hyundai Dymos., Sriperumbudur, Chennai.
Frame: Middle level Employees of Hyundai Dymos, Sriperumbudur, Chennai.
Sampling Method: Simple Random sampling was employed for the study.
Sample Size: The size of the sample was confined to 120 respondents respectively.
6.2 Data Collection Design:
Primary data Collection Method: Survey Method was used for collection of data.
Primary data Collection Instrument: Questionnaire was used to collect the data.
Secondary Data: Books, Journals, Magazines etc.
6.3 Statistical Tools:
The main tools used for statistical analysis were Reliability analysis and One-Way
ANOVA.
Table 1 Reliability analysis and descriptive statistics of factors
Factors No. of items Mean SD Cronbach’s alpha
Self-awareness 8 3.91 0.66 0.770
Self-management 10 3.81 0.62 0.809
Social awareness 10 3.70 0.73 0.824
Relationship management 9 3.75 0.62 0.820
Work environment 11 3.62 0.87 0.763
Job stress 7 1.99 0.65 0.710
Job satisfaction 6 3.59 0.87 0.702
Turnover intention 5 3.53 0.96 0.698
Job performance 8 3.18 0.86 0.763
Table 5 represents the Cronbach’s alpha (Reliability) analysis. The statistics
(Cronbach’s alpha > 0.6) unveil that the data is consistent with each and every factor.
Also, the statistics is ranging from 0.698 to 0.824 across the factors. Hence, the data
is good for further analysis. In addition, the mean values interpret that the majority of
the employees match (Mean >3.5) the following factors namely, self-awareness, self-
management, social awareness, relationship management, work environment, job
satisfaction and turnover intention.
http://www.iaeme.com/IJM/index.asp 295 editor@iaeme.com
- B.Asha and Dr. Jayasree Krishnan
Table 5.1 Difference in emotional intelligence and job related factors between the employees
who earn different amount of salary
Annual Salary (in lakhs)
Factors of Emotional Below 5 5-10 10-15 Above 15
Intelligence and its
Impact on Employees F value P value
Mean (SD)
Self-Awareness 3.68 (0.76) 3.96 (0.56) 4.01 (0.63) 4.25 (0.59) 11.973
- An Examination of Emotional Intelligence (EI) Factors on Work-Related Outcome Among
Employees of Automobile Industry
social awareness, relationship management, work environment, job stress and
turnover intention. However, diploma and graduate employees have almost similar
level job satisfaction and job performance (p>0.05).
7. CONCLUSION
In this study, an increased level of emotional intelligence is linked to the higher use of
transformational leadership behavior and proper communication with superior in
Hyundai Dymos India company mid‐managers and employees. The findings from this
study indicate that leaders and superiors can develop and strengthen emotional
intelligence and in doing so, can more likely exhibit the use of transformational
leadership behaviors. As a result, if superiors are trained in EI and those skills are
fostered, they will be more likely to utilize transformational leadership, further
resulting in organizational effectiveness and follower satisfaction.
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http://www.iaeme.com/IJM/index.asp 297 editor@iaeme.com
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