Hr Project

A PROJECT REPORT ON“A Study on Emotional Intelligence Among Youth Employees in L & T ltd Bilaspur Jamnagar” UNDER SUPERVISION OF: SUBMITTED BY: NAME : PRASHANT SINGH 071193140 ENROLLMENT NO : Submitted in partial fulfillment of the requirements for qualifying Master of Business Administration (MBA) 2011 1 “A Study on Emotional Intelligence Among Youth Employees in L & T ltd Bilaspur Jamnagar” Under Supervision of : Submitted By: Name Programme Code Enrollment No. Regional Centre Study Centre Code : : : : : Prashant Singh MBA 071193140 Raipur 1505 2 CERTIFICATE OF ORIGINALITY This is to certify that the project titled “A Study on Emotional Intelligence Among Youth Employees in L & T Ltd Bilaspur Jamnagar” is an original work of the Student and is being submitted in partial fulfillment for the award of the “MBA (OPERATION)” of Indira Gandhi National Open University. This report has not been submitted earlier either to this University or to any other University/Institution for the fulfillment of the requirement of a course of study. Signature of Student Signature of Supervisor ……………………… …………………………… 3 I gratefully acknowledge the support.ACKNOWLEDGEMENT With Candor and Pleasure I take opportunity to express my sincere thanks and obligation to my esteemed guide………. nothing in my life would be possible without God. encouragement & patience of my family. It is my pleasant duty to thank all the staff member of the computer center who never hesitated me from time during the project. and as always. It is because of his able and mature guidance and cooperation without which it would not have been possible for me to complete my project. Finally. Thank You! (Prashant Singh) 4 . (Prashant Singh) 5 .DECLARATION I hereby declare that this project work titled “A Study on Emotional Intelligence Among Youth Employees in L & T Ltd Bilaspur Jamnagar” is my original work and no part of it has been submitted for any other degree purpose or published in any other from till date. Title of the Project 2. Research Methodology PAGE NO 7 8 52 73 76 78 81 95 97 100 7. Bibliography 10. Introduction 3. Questionnaire 6 .TABLE OF CONTENT TOPIC 1. Conclusion 9. Review of literature 4. Hypothesis 6. Objective of Study 5. Result and Discussion 8. “A Study on Emotional Intelligence Among Youth Employees in L & T Ltd Bilaspur Jamnagar” 7 . 8 . M/s Larsen & Toubro Ltd. construction and manufacturing company. its ECC Division undertake engineering contracts of various construction in the field of Electrical. engineering. A thrust on international business has seen overseas earnings grow significantly. with a global spread of offices. customer-focused approach and the continuous quest for world-class quality have enabled it to attain and sustain leadership in all its major lines of business. It is one of the largest and most respected companies in India's private sector. Mechanical & Civil Engineering. and have established a reputation for strong customer support. ECC Division is prestigious organization having business worldwide. The company's businesses are supported by a wide marketing and distribution network. with facilities in China and the Gulf region.Chapter – 1 INTRODUCTION COMPANY PROFILE Larsen & Toubro Limited (L&T) is a technology. It continues to grow its overseas manufacturing footprint. 9 . Seven decades of a strong. L&T believes that progress must be achieved in harmony with the environment. L&T has an international presence. A commitment to community welfare and environmental protection are an integral part of the corporate vision. coal is found in abundance thus various thermal power plant are established at various places. Chattisgarh state have rich natural resources. Chandigarh etc. Delhi. and whole India is distributed in regions having respective regional headquarters. viz. Sipat Super Thermal Power Plant is one of the biggest Thermal Power Plant. the workforce consist of employees from all over India. Our Principal employer is M/s National Thermal Power Corporation Ltd. works. Mumbai. The workforce consist of 2500 workmen and Engineers and staff in various cadre. Hyderabad.The Company having its headquarter at Chennai. Ahamadbad. Kolkata. Operating Divisions: • • • • • • • Engineering & Construction Projects (E&C) Heavy Engineering (HED) Construction Power Electrical & Electronics (EBG) Machinery & Industrial Products (MIPD) IT & Technology Services Financial Services Railway Project • • L&T's Signature of Excellence is evident on: 10 . wherein our company execute construction of Boiler Erection & Electrical Cabling works and some other misc. which coordinate all activities of sites within their region. The world's largest coal gasifier made in India and exported to China The world’s biggest EO reactor for a petrochemical complex in the Gulf The world’s largest FCC regenerator for a refinery Asia’s highest viaduct The world’s longest limestone conveyor L&T played a critical role in building India’s first nuclear powered submarine L&T played a major role in India's maiden moon mission 11 . Power projects executed in India. the Middle East and South East Asia.• • • • • • • • • Hydrocarbon projects executed in India. the Gulf and Sri Lanka. Henning Holck-Larsen (4. Henning HolckLarsen and Soren Kristian Toubro.02.HISTORY OF CONCERN The evolution of L&T into the country's largest engineering and construction organization is among the most remarkable success stories in Indian industry.4.1907 .7.1982) Beginning with the import of machinery from Europe. L&T was founded in Bombay (Mumbai) in 1938 by two Danish engineers. Today. L&T rapidly took on engineering and construction assignments of increasing sophistication. 12 .27.3.1906 .7. the company sets global engineering benchmarks in terms of scale and complexity.2003) Soren Kristian Toubro (27. Both of them were strongly committed to developing India's engineering capabilities to meet the demands of industry. but the of dairy equipment for a modest capacity with the start of This prompted them to 1939.an area where 13 their capability became well respected. ECC was incorporated. Offices were set up in Kolkata (Calcutta). would not have THE JOURNEY dreamt. L&T became a Public Company with of the War) who of Rs. proved to fifty-five acres and undeveloped to be recognised aswas acquired in Powai. And the courage and glass.and New Delhi.service facilities. the sudden internment of German engineers (because a paid-up capital were to put up a The In December 1950. soaps to dare. the two friends decided to forgo represented British manufacturers of equipment used to manufacture products such as hydrogenated oils. own operation in India. one day. This crisis forced the opportunity stand on their own feet and innovate. Independence and Denmark in 1940 stopped supplies of Danish expertise offered L&T the Germany's invasion of the subsequent demand for technology and products.2 million.. create In 1944. Chennai (Madras) These products In 1948. imports equity capital. could use the earthmoving office at a time! equipment. USA. By 1945. high standards. They started manufacturing dairy equipment partners to to consolidate and expand. of a new company. reliable fabricator withToday. PUBLIC LIMITED COMPANY Again.the Company had begun to expand.office in Mumbai agreement was so small thatTractor Company. All they had was a dream.EARLY DAYS Henning Holck-Larsen and Soren Kristian Toubro. and led to the formation The war-time need to swampand refit ships offered landmark. L&T decided to build a portfolio of foreign history in that land. Powai stands as a tribute to the vision of the men who transformed this uninhabitable repair into a manufacturing L&T an opportunity. soda ash plant for the Tatas. be a success. they represented Danish manufacturers finances required were beyond the the early were available at attractive prices. Larsen & Toubro Private Limited was born. the Company the comforts of working in Europe. and started their In 1938. to handle these operations. as they were learning about India in history classes that they would. Around then. large numbers of war-surplus Caterpillar In equipmentyears. the Second World War inraise additionalwere restricted. In first L&T signed an (Bombay) with Caterpillar only one of the partners for marketing Their 1945. compelling February a small work-shop to undertake jobs and provide them to start 1946. gave L&T a chance to enter the field of installation . collaborations. of L&T came marsh and jungle a indigenously. school-mates in Denmark. L&T also started two repair and fabrication shops . At the end of the war. Butof the partners. and on 7th retainer. Hilda Ltd. biscuits. . Audco India Limited (1961). U. In 1956. Toubro retired from active management in 1962. In the decades that followed. and strong customer orientation. Holck-Larsen was awarded the Magsaysay Award for International Understanding in recognition of his contribution to India's industrial development. Today. and renamed as L&T House . Prestigious orders executed by the Company during this period included the Amul Dairy at Anand and Blast Furnaces at Rourkela Steel Plant. and witnessed the formation of many new ventures: UTMAL (set up in 1960). In the decade that followed. high quality of products and services.sales turnover in that year was Rs. the company grew into an engineering major under the guidance of leaders like N. Eutectic Welding Alloys (1962) and TENGL (1963). K. V. Kulkarni and A. 14 . and by 1973 had become one of the Top-25 Indian companies. S. D. L&T had widened its capabilities to include some of the best technologies in the world. It is also taking steps to grow its international presence. He retired as Chairman in 1978. Naik.R.S. In 1976. L&T is one of India's biggest and best known industrial organisations with a reputation for technological excellence. Rao.its Corporate Office. the company grew rapidly. M. S. Subramaniam. EXPANDING HORIZONS By 1964. The sixties saw a significant change at L&T . Desai. L&T emerged as the largest erection contractor in the country. a major part of the company's Bombay office moved to ICI House in Ballard Estate. With the successful completion of these jobs. The sixties were also a decade of rapid growth for the company. A decade later this imposing grey-stone building was purchased by L&T. M.10.9 million. For an institution that has grown to legendary proportions, there cannot and must not be an 'end'. Unlike other stories, the L&T saga continues... 15 VISION The L&T vision reflects the collective goal of the company. It was drafted through a large scale interactive process which engaged employees at every level, worldwide. 16 AWARDS & RECOGNITIONS Major Awards Received by L&T in 2011L&T CMD Ranks among Top News Makers in Indian and Global Media Mr. A.M. Naik, Chairman & Managing Director, L&T, has emerged as among the most high profile of India’s corporate leaders in the Indian and the global media. A recent survey of press citations saw Mr. Naik’s rankings soar among the country’s news makers. He was ranked Number 10 in the Indian media, having seen a rise of 157 per cent. In the survey of global media, Mr. Naik is ranked 12th. L&T CMD Honoured with CHEMTECH Hall of Fame Award In recognition of L&T’s CMD, Mr. A.M. Naik’s stellar contributions to the industry and nation, the Mumbai based CHEMTECH Foundation has conferred on him its prestigious Hall of Fame Leadership & Excellence Award 2011. (February 24, 2011) L&T bags ’India Shining Star Award’ for Outstanding CSR L&T bagged the ’India Shining Star CSR Award’, instituted by the Wockhardt Foundation, for Outstanding CSR in the sector for companies engaged in heavy engineering. (February 19, 2011) 17 L&T The Institute of Chartered Accountants of India (ICAI) – the country’s apex body of Chartered Accountants – has bestowed its highest honour. L&T was ranked ’India’s Most Respected Company’ in the Infrastructure category. CFO. (January 30. L&T. The award was presented at the 11th International Conference of the Centre in Mumbai on February 11. Businessworld’s rankings of ’Most Respected Companies’ saw stellar honours for L&T. CFO. ICAI Bestows Top Honour on Mr. In the sector-wise survey. Deosthalee. development projects and Information Technology of the L&T Group.M.L&T wins Award for ’Company with Best CSR & Sustainability Practices-2011’ L&T’s CSR initiatives were again in the limelight as it bagged the award for ’Company with the Best CSR and Sustainability Practices’ by the Asian Centre for Corporate Governance and Sustainability. 2011) Finance Minister Presents Coveted ET Company of the Year Award to Mr. for his outstanding contribution to business leadership as a finance professional. In the overall rankings. Y.M. 2011.2011’ Rankings Leading business magazine. Y. L&T wins Top Honours in Businessworld’s ’Most Respected Company . Deosthalee.M. A. ‘Business Achiever – Corporate’ for the year 2010 on Mr. The institute saluted his role in providing strategic direction to the business of financial services. Naik 18 . L&T emerged second. capacity. assess.BOARD OF DIRECTORS Director Name A M Naik S N Talwar M M Chitale S Rajgopal Subodh Bhargav J S Bindra V K Magapu Y M Deosthalee M V Kotwal J P Nayak K V Rangaswami K Venkataramanan Ravi Uppal N Mohan Raj A K Jain Bhagyam Ramani Thomas Mathew T N Hariharan Designation Chairman & Managing Director Non Executive Director Non Executive Director Non Executive Director Non Executive Director Non Executive Director Whole-time Director & Senior Executive Vice President . of others.IT & Technology Services Whole-time Director & CFO Whole-time Director & Senior Executive Vice President Heavy Engineering Whole-time Director & President .Machiney & Industrial Products Whole Time Director & President Whole-time Director & President . skill or a self-perceived ability to identify. and of groups so that they can become more effective in their field of work. and manage the emotions of one's self.Engineering & Constrution Projects Whole-time Director Nominee of LIC Nominee Nominee Nominee of LIC Company Secretary EMOTIONAL INTELLIGENCE Emotional Intelligence is the ability. Emotional Intelligence (EI) has been recently validated with 19 . initiative. which does not change much after our teen years. Unlike IQ. commitment. There are five major categories that include: Self Awareness. understanding others. EI is quite different from IQ. innovation. conscientiousness. develop and change as it is largely a learned area of expertise. which is a score derived from one of several different standardized tests designed to assess intelligence. Some of the subcomponents that affect all aspects of EI include: accurate self-assessment. conflict management skills. political awareness. the level of our emotional intelligence can continue to grow. computer programmers. men appear more self-confident. The EI skills are not readily measured on standard intelligence or expertise tests. On the average. However there are reports that there are far more similarities than differences between women and men and there are five major categories with five components each that complete the EI profile. communication. The concept of EI appears to be especially important for employee categories such as. People with emotional intelligence may have tremendous advantages over highly intelligent people who are unable to deal with situations due to lack of emotional intelligence skills. 20 . and the ability to initiate or management change. self-confidence. To know your emotional intelligence you need to understand the 25 abilities that matter the most. self-control. Empathy.about 25 major skill areas that can influence one’s career and create abilities that improve his/her worth at work. and handle stress better. optimism. adaptability. team capabilities. adapt easily. Self-Regulation. Motivation. physicians etc. optimistic. who can make a competitive difference with emotional intelligence abilities that help a person to collaborate (not compete against the team). industry leaders. and Social Skills. and discrimination of one's emotions. 21 . Additional. Hence it can be clearly said that EI affects the output of individuals and the organization. mood management or control over emotions. and recreational life. self-doubt. and balancing of honest expression of emotions against courtesy.. and impulses. though less often mentioned qualities include selection of work that is emotionally rewarding to avoid procrastination. Typically. response with appropriate (adaptive) emotions and behaviors in various life situations (especially to stress and difficult situations). attention to. "emotional intelligence" is considered to involve emotional empathy. and to manage them best according to the situation.Records show that the output of programmers with higher emotional intelligence showed more than the average production return in the United States. Emotional Intelligence Quotient is defined as a set of competencies demonstrating the ability one has to recognize his or her behaviors. possession of good social skills and communication skills). good self-motivation and goal management) and a balance between work. accurate recognition of one's own and others' moods. Emotional intelligence (EQ) is our ability to handle our selves well and to relate to. Emotional intelligence is the ability to manage feelings effectively. as well as their clarity in differentiating within those biases to exercise clear and sound judgment. and interact with others effectively. consideration. and work smoothly with other people toward a common goal. and low achievement (i. moods. integrity in the face of treachery. It is grace under fire. express oneself appropriately..e. and respect (i. EQ is the pattern of how people's biases in their thinking leads them to think one thing or choice is better than another. home.e. In essence. wisdom in the midst of chaos. promotes apathy and builds hostility. but especially in positions of leadership. No other element or combination of elements has ever proven more predictive of long-term success. creates acrimony. corrodes motivation and commitment. many of which are cited in Daniel Goleman's books. an accurate measure of emotional intelligence among employees can literally mean the difference between a company's success and failure. every-employee-counts business climate where such competencies as managing one's emotions. All across the company.It is the element that matters most when it comes to excellence in the workplace and effectiveness in relationships. Through these incredible instruments you can discover the development level of all personality traits. leadership. how 22 . and the ability to function productively in a changing environment are key to organizational success. It wastes time. The most accurate measure of emotional intelligence available anywhere can be found right here through the CORE Multidimensional Awareness Profile (CORE MAP) and the CORE Personal Effectiveness Profile (CORE PEP). In positions of leadership EQ is absolutely crucial. It is more important than technical expertise and book learning according to numerous studies. handling encounters well. stripped down. no company can afford not knowing the EQ of each employee. how an individual is likely to cope under stress. In the new. Emotional Intelligence and Working with Emotional Intelligence. teamwork. Why? Because low levels of EQ among the ranks can be remedied with training and/or coaching once the problem is identified and properly addressed. Emotional and interpersonal ineptitude in leaders lowers everyone's performance. and low achievement (i. Typically.e. "emotional intelligence" is considered to involve emotional empathy. good self-motivation 23 . and how it has proven to impact the bottom line in the workplace. and respect (i. is a term being used more and more within human resources departments and which is making its way into executive board rooms. and impulses. and discrimination of one's emotions. Emotional Intelligence Quotient. Inc. The Importance of Emotional Intelligence in the Workplace: Why It Matters More than Personality By Mike Poskey. relating and communicational styles. though less often mentioned qualities include selection of work that is emotionally rewarding to avoid procrastination. and balancing of honest expression of emotions against courtesy. accurate recognition of one's own and others' moods. What is Emotional Intelligence? Emotional Intelligence Quotient is defined as a set of competencies demonstrating the ability one has to recognize his or her behaviors.. consideration. how it is different than personality.e.. ZERORISK HR. and to manage them best according to the situation. attention to. This article will help shed some light on what EQ is. and much more. mood management or control over emotions. possession of good social skills and communication skills).easily angered or frustrated an individual is likely to become. moods. or EQ. Additional. response with appropriate (adaptive) emotions and behaviors in various life situations (especially to stress and difficult situations). self-doubt. Clients are often astounded at the knowledge they gain about the EQ of self and others through these instruments and the insights of the highly trained facilitators who administer them. home. personality refers to the emotion. personality cannot be used to predict EQ. Less effective. thinker. but we cannot tell which ESTJ will make sound judgments under stress and which ones will maim everyone in his/her path when under stress. For example. and 2) cannot give up on a prospect who is not going to buy when they could be focusing their efforts on more promising opportunities. as EQ can identify both the biases and clarity in one's thinking patterns that allow them to make good sound decisions. "People see what they want to see." —Red Barber How is EQ Different from Personality? In psychology. and thick skin to develop and close new business. thought. However. which allows them to have the energy. as well as their clarity in differentiating within those biases to exercise clear and sound judgment. Personality influences one's tendencies. It is desirable for salespeople to have persistence. and recreational life. EQ is the pattern of how people's biases in their thinking leads them to think one thing or choice is better than another. and behavior patterns unique to an individual. We know we want an extrovert. however are insistent salespeople who 1) turn off prospective buyers because they are too pushy. Like Intelligence Quotient (IQ). Personality tests typically only distinguish four categories of temperament but do not distinguish which melancholy person is actually high in ambition.and goal management) and a balance between work. In essence. and judger (ESTJ) from the Myers-Briggs Type Indicator for the vacant leadership role. personality only refers to the biases in the behaviors themselves. drive. business people know that they want an extrovert to fill the sales position. sensor. 24 . but they cannot tell from a temperament test which ones will be persistent from those who will be insistent. such as a preference for introversion or extroversion. and are gifted at educating and persuading in a sales situation and resolving customer complaints in a customer service role.An employee with a "good" personality may be fun. and use humor to build rapport in tense situations. solve problems." 25 . social. These employees also have empathy. manage change well. It boils down to their ability to exercise clear and sound judgment in those situations their job/role presents on a regular basis. As managers and business executives we have often asked ourselves the following questions: Why do certain employees get into accidents more often than others? Why do they violate company ethics and policies? Why do they ignore the rules of the organization? Why do they use illegal drugs while on the job? Why do some people cause conflict while others are so gifted at resolving it? Why do they put self-interest ahead of the organizational values? Why do some salespeople build large books of new business with ease while others struggle to do so even though they seem to be putting forth the required effort? In many cases the answer to the above questions lies in "emotional intelligence" rather than the individual's "personality type. A "good" personality tells you nothing about the fact that the employee can also make errors in judgment due to lack of "clarity" when making decisions within their own biases. and outgoing. energetic. An employee with high emotional intelligence can manage his or her own impulses. communicate with others effectively. However. This is why people with varying personality styles can successfully perform the same job. having a "good" personality doesn't necessarily equate to success in the workplace. This "clarity" in thinking and "composure" in stressful and chaotic situations is what separates top performers from weak performers in the workplace. remain optimistic even in the face of adversity. and master their strengths  Leveraging diversity: cultivating opportunities through diverse people Political Acumen & Social Skills. and showing an active interest in their concerns and interests   Customer service orientation: the ability to anticipate. Social Competencies—Competencies that Determine How We Handle Relationships Intuition & Empathy. Our adeptness at inducing desirable responses in others."Unmet emotional needs cause the majority of problems at work." —EQI. Our awareness of others' feelings.org EQ Competencies that Correlate to Workplace Success The following outlines a set of five emotional intelligence competencies that have proven to contribute more to workplace achievement than technical skills. Influencing: using effective tactics and techniques for persuasion and desired results Communication: sending clear and convincing messages that are understood by others Leadership: inspiring and guiding groups of people Change catalyst: initiating and/or managing change in the workplace 26     . cognitive ability. and meet customers' needs  People development: ability to sense what others need in order to grow. Understanding others: an intuitive sense of others' feelings and perspectives. needs. recognize. and concerns. develop. This competency is important in the workplace for the following reasons. and standard personality traits combined. This competency is important in the workplace for the following reasons. Knowing one's internal states. This competency is important in the workplace for the following reasons. and new information      27 .   Conflict resolution: negotiating and resolving disagreements with people Building bonds: nurturing instrumental relationships for business success Collaboration and cooperation: working with coworkers and business partners toward shared goals  Team capabilities: creating group synergy in pursuing collective goals Personal Competencies—Competencies that Determine How We Manage Ourselves Self Awareness. Self-control: managing disruptive emotions and impulses Trustworthiness: maintaining standards of honesty and integrity Conscientiousness: taking responsibility and being accountable for personal performance Adaptability: flexibility in handling change Innovation: being comfortable with an openness to novel ideas. and intuitions. approaches. and resources. impulses. resources. preferences. Emotional awareness: recognizing one's emotions and their effects and impact on those around us    Accurate self-assessment: knowing one's strengths and limits Self-confidence: sureness about one's self-worth and capabilities Self Regulation. This competency is important in the workplace for the following reasons. Managing one's internal states. Additional research unearthed the following success stories. Achievement drive: striving to improve or meet a standard of excellence we impose on ourselves     Commitment: aligning with the goals of the group or organization Initiative: readiness to act on opportunities without having to be told Optimism: persistence in pursuing goals despite obstacles and setbacks Emotional Intelligence's Impact on the Bottom Line To date. many companies have focused their selection criteria and training programs on hard skills (e. and have a direct impact on the bottom line. these are critical success factors that should not be dismissed. Emotional tendencies that guide or facilitate reaching goals. education) and the assessment of personality traits. This competency is important in the workplace for the following reasons. assertiveness skills. empathy. the Hay Group states one study of 44 Fortune 500 companies found that salespeople with high EQ produced twice the revenue of those with average or below average scores. In another study. and political/social acumen were never measured in the selection process or focused on in training and development programs. In reality. A Fortune 500 company in financial services proved that their high EQ salespeople produced 18 percent more than the lower EQ 28 . Topics including competencies like stress management. technical expertise. technical programmers demonstrating the top 10 percent of emotional intelligence competency were developing software three times faster than those with lower competency. For example..Self Expectations & Motivation. industry knowledge.g. commitment and integrity. initiate change and 29 . All of these cases are starting to prove the value of having highly emotionally intelligent employees make up your workforce if you want a competitive advantage in this highly competitive business world. After turning to an emotional intelligence-based selection assessment and EQ training and development program. One recent study conducted by a Dallas corporation measured that the productivity difference between their low scoring emotional intelligence employees and their high scoring emotional intelligence employees was 20 times. Lastly. they increased retention by 67 percent in the first year. influence.. A community bank that reduced staff by 30 percent due to the sluggish economy assessed the remaining workforce for their emotional intelligence competencies. A Texas-based Fortune 500 Company had utilized personality assessments for candidate selection for years with little results in reducing turnover in their high turnover sales force. self-confidence. which they calculated added $32 million to their bottom line in reduced turnover costs and increased sales revenues. a correlation was found among low emotional intelligence and theft and shrinkage. and the bank is now producing more with less people. and a person's ability to communicate. Emotional intelligence is defined as a person's self-awareness. Inc. self-control. A large metropolitan hospital reduced their critical care nursing turnover from 65 percent to 15 percent within 18 months of implementing an emotional intelligence screening assessment. through a series of recent studies conducted by ZERORISK HR. placed them in the right role for those competencies.salespeople. One other study in the construction industry yielded results showing workers with low emotional intelligence had a higher likelihood of getting injured while on the job. 5. Motivating you. 1998). emotional and communications theories. Managing your own emotions. 1998). improving relationships and understanding. continuity and harmony. communication and influence. and empathy. Transactional Analysis.. By developing our Emotional Intelligence in these areas and the five EQ domains we can become more productive and successful at what we do. such as NLP (Neuro-Linguistic Programming). Emotional Intelligence embraces and draws from numerous other branches of behavioural. Recognizing and understanding other people's emotions. and increasing stability. and commitment and integrity. 4.accept change (Goleman. subordinates. and help others to be more productive and successful too. superiors and clients (Goleman. managing the emotions of others Three of the most important aspects of emotional intelligence for a leader's ability to make effective decisions are self-awareness. 1998).e. 30 . 2. Knowing your emotions. The process and outcomes of Emotional Intelligence development also contain many elements known to reduce stress for individuals and organizations. 3. Studies have shown that emotional intelligence impacts a leader's ability to be effective (Goleman. i. by decreasing conflict. Managers who do not develop their emotional intelligence have difficulty in building good relationships with peers. Managing relationships. Goleman identified the five 'domains' of EQ as: 1. According to Alexander H. Thus. morale is an indicator of attitudes of employees towards their jobs. feelings and sentiments towards these variables. However. which in turn. It is the sum total of employees’ attitudes. It is a state of mind and spirit affecting willingness to work. superiors and environment. Morale is a by-product of motivation and group relationships in the organization. It represents the attitudes of individuals and groups in an organization towards their work environment and towards voluntary cooperation to the full extent of their capabilities for the fulfillment of organizational goal. “Morale is the capacity of a group of people to pull together persistently in pursuit of a common purpose. 31 . It refers to the spirit of the organization.INTRODUCTION OF MORALE Morale is a group phenomenon consisting of pattern of attitudes of members of the group. It is a mental process which once started permeates in the entire group creating a mood which results in the formation of a common attitude. affect5s organizational and individual objectives.” These definitions reveal that morale is the degree of enthusiasm and willingness with which the members of a group work to perform their assignments. Leighton. CONCEPT AND NATURE OF MORALE Meaning of Morale? The term ‘morale’ has been defined in many ways. all the definitions revolve around the attitude towards work for the accomplishment of organization goals. It shapes the climate of an organization. Morale represents a composite of feelings. William Spriegel has defined morale as the cooperative attitude or mental health of number of people who are related to each other on some basis. attitudes and sentiments that contribute to general feelings of satisfaction. It recognizes the influences of job situation on attitudes of individuals and also includes 32 . the term ‘morale’ is used to describe an overall ‘climate’ prevailing among the members of a group. high morale is reflected in good team work and team spirit. Morale represents the collective attitudes of the workers. they are clear about the goals—individual and organization and are satisfied with human relations in the organization. It has to be qualified with the degree. Like the worked ‘health’. workers have few grievances. Morale is both an individual and group phenomenon. we can say morale is high and vice versa. sense of contentment and need fulfillment through work. It is not an absolute concept which can convey a specific amending. the word ‘morale’ by itself does not convey any favorable or unfavorable meaning. morale is the degree of enthusiasm and willingness with which the members contribute their efforts towards the organization goals. High morale represents an attitude of satisfaction with desire to continue in and willingness to strive for the goals of the group. Therefore. If the enthusiasm and willingness to work of a group is high. We can only refer to the degrees of morale. Thus. It is manifestations of direct and indirect satisfaction. frustrations and complaints. it is a relative concept. High morale is to be built and maintained by continuous efforts.Nature of Morale Generally. Morale is dynamic in nature. Managers cannot achieve high morale once and then forget about it for several years. high morale is necessary for an organization. Morale is multi-dimensional in nature in the sense that it is a complex mixture of several elements. Just as good health is essential for an individual. as high morale or low morale. We cannot say that there is morale or nor morale among the member of a group. morale has to be qualified like the word ‘health’. Under conditions of high morale. Thus. In the latter case. Morale is a composite of feelings. Raising morale to high level and maintaining it is long-run and measures such as gimmicks contests. Motivations Morale should be distinguished from motivation. Motivation provides high potential for morale and morale reflects motivation. But motivation is something that moves a person to action. It is a process of stimulating individuals to actions to accomplish desired goal. they are quite different. attitude and sentiments that contribute to general feeling of satisfaction at eh workplace. Morale is mostly regarded as a long term phenomenon.the role of human needs as motivational forces. Motivation is concerned with ‘mobilization of energy’ whereas morale is concerned with ‘mobilization of sentiments’. Though both are cognitive concepts. 33 . Morale vs. or one-shot Actions. Thus. dependability. Willing cooperation towards objectives of the organization.. 34 . confidence and devotion. his organization and his environment. morale of employees should be high to achieve the organizational objectives efficiently and effectively. II.IMPORTANCE OF MORALE Morale is an important part of organizational climate. Low morale exists when attitude inhibit the willingness and ability of the group to attain company objectives. Loyalty to the organization and its leadership or management. High morale exists when employees’ attitude is favorable towards their jobs. Good discipline i. Employees with high morale like their jobs and co-operate fully with the management towards the achievement of goals of the organization. It is a vital ingredient of organization success because it reflects the attitudes and sentiments of organizational members towards the organization. Morale of employees must be kept high to achieve the following benefits: I. Morale is the total satisfaction and person derivers form his job. It results from job satisfaction and greatest job enthusiasm. III. High morale reduces labor turnover. pride. wastes and disharmony. his workgroup. High morale is indeed a manifestation of the employees’ strength. All these qualities of mind and character taken together create high morale among the employees. These attitudes and sentiments largely affect productivity and satisfaction of individuals. its objectives and policies. his boss. voluntary conformity to rules and regulations.e. their company and their fellow workers—favorable to the total situation of the group and to the attainment and ability of its objectives. it should know the impact of its policies and practices on the attitude of the workers about work and be ready in promoting the good feelings about the work. management is genuinely interested in high production and higher productivity of workers to achieve the desired results. High degree of employee’s interest in their jobs and organization. policies. Reductions of rates of absenteeism and labor turnover. fellow workers. its promotion is the primary responsibility of the management For. If workers appear to feel enthusiastic optimistic about the group’s activities and mission and friendly to each other. cranky. Pride in the organization. is always at the top priority. Since morale is fundamentally the result of good human relations. a sense of identification with the elements of one['s job. these reactions are described as evidence of poor or low morale. Critical restless and pessimistic. Higher productivity is the direct result of the attitude of the workers about work i. VI. supervisors and the company which is conductive 35 . the problem of employee morale.' therefore. V. they are described as having good or high morale. irritated.e high morale will yield more production and better quality at lower cost and is an index of good feelings about the fellow-workers and the organization. They consistently and persistently make the efforts for stimulating a feeling of togetherness. If they seem dissatisfied. form the view point of the management.IV. practices and about the organization among workers and stimulate them to get the predetermined objectives willingly. working conditions. never under estimate the power of morale. Napolean rated morale so high to say that more conditions made up 95 per cent of success or failure in a military situation. It is essentially a responsibility of the management to maintain high morale. 36 . indiscipline.” High morale assists the management to overcome the several labour problems such as labour turnover.never under-estimate the power of a woman. Morale hos been recognized bu military authorities as one of the most important factors in winning or lossing wars. man. The success or failure of he industry must depends upon the morale of its employees. In modern times the psychological researchers have increased the importance of the morale in the industrial field. ti also helps to seek cooperation of the workers in the running of the organization and thus getting higher production to minimum possible cost by reducing the wastage of time. High morale leads to success and low morale brings defeat in tis wake. The management has also recognized the importance of high morale and realized that low morale has long-range effects which are even more damaging to the organization.. It is..to the achievement of the company's goals. an index of good industrial relations. Kelth Davis has rightly compared the morale with the woman according to him “. absenteeism.. and the same certainly must be said about morale. They showed remarkable progress in output by improving morale among the industrial workers. The place of morale is no less important for an industrial undertaking. machines and materials. grievance etc.. in other sense. The government is also taking interest in this direction and have introduced several labour welfare an social security measures to improve the morale of the industrial workers. In fact. it is assumed that morale and productivity go up and fall together like the east and the west sides of the elevator.e. High productivity goes with high morale when the workers are motivated and the supervision is of the right type (i. High morale and low productivity will go together when the men are deficient in training and the supervisors and not wholly competent. In the absence of proper motivation. Low morale and high productivity will go together when the management uses penalties and punishments and provides better equipment to the workmen. research has shown that the relationship between the two is not so direct and positive as that.MORALE AND PRODUCTIVITY While underlining the importance of morale.. the supervisors treat the men with consideration). high productivity may push up productivity. the supervisors and the organization and its policies are an important factors in productivity and the management must try to ensure favorable attitudes on the part of men while taking the other steps for raising productivity 37 . both morale and productivity may be low. However. But it must be remembered that high productivity with low morale cannot be sustained for long. it is necessary to ensure that we do not overemphasis it. Generally. That shows that workers' attitudes towards the job. It is possible to find thigh morale related to low productivity and low morale associated with high productivity. Excessive complaints and grievances. IV. he should have constant knowledge of the opinions and attitudes of the employees towards their work and the 38 . III. V. Frustration among the workers. Low morale exists when doubt and suspicion are common and when individuals are depressed and discouraged. VI. organization suffers ultimately because quality of production both suffers. there is a lot of mental tension.. for this. i.INDICATORS OF LOW. II. The mental unrest not only hampers production but also leads to dissatisfaction of the employees. High rates of absenteeism and labor turnover. Antagonisms towards Leadership Of The organization. Whatever may be the cause of low morale. Low morale may be very fatal to the organization as human relations will tend to deteriorate. MORALE Low morale indicates the presence of mental unrest. in order to avoid these evil consequences. every manager should work to build and maintain high morale of the people working under him. Such a situation will have the following adverse consequences: I. Friction among the workers and their groups. VII. Lack of discipline.e. Friction among the workers. Thus. 39 . He should carefully note the changes in their behavior and appraise the factors responsible for changes in the attitude of employees.organization. The manager. co- 40 . Observation of Employees Attitude and Behavior The managers can measure the morale of the employees by observing their activates and behavior. But this is not at all a reliable measure because morale may be high although productivity is low and vice versa because of certain other factors. 2.” Generally. should be extremely keen in his observation in order to do as much as possible to prevent such changes. In case of direct personal interview. According to Theo Haimann. managers do not find sufficient time to carefully observe the behavior of the employees. The opinion of the employees may be known either by direct interview or questionnaire. There are four methods which can be used for measuring the morale of the employee indirectly. in many studies it has been found that there was low correlation between morale and productivity. in Patrice. Attitude or Morale Survey The management may conduct an attitude survey to find out the morale of the employees. But. ‘The serious shortcoming of observation as yardstick to measure current morale is that the activities and events indicate a change to lowered morale which has already occurred. These methods are discussed below: 1.MEASUREMENT OF EMPLOYEE MORALE It is difficult to measure morale directly as it is an intangible state of mind of the workers. therefore. attempt is made find out the views of employees about their job. managers try to measure morale by checking the extent to which the organization is achieving the result in respect of productivity. and it establishes the fact that management has sincere desire to discover and eliminate trouble. excessive waste and scrape. 41 . but they are not as precise as morale surveys. Still it is a good supplementary device for finding clues of dissatisfactions and disagreements. These factors include absenteeism. The questions to be asked to the employees are selected beforehand and the information received from every employee is put into writing. Use of Suggestion Boxes Suggestion boxes can be established and the employees can be asked to put in their grievances and suggestions even without disclosing their indentify.workers. Management can analyze the cause of wide flections in any indicator and take corrective steps. The main reason for using such indicators is that their data are readily available and trend can be known easily. These factors are sound indicators of any major variation in morale. certain questions are printed and a company of these is sent to each worker who is supposed to fill in the about their morale.. labour turnover. But since this system does not provide an opportunity to the management to discuss and confirm the exact nature of trouble and assign motive. But under questionnaire method. fluctuations in output. quality recodes. Use of Morale Indicators. This provides an opportunity to submit the grievances to those employees who have no courage to place their dissatisfaction openly. Morale indicators are the factors which tend to show the attitude among employees towards the organization and its management. it is difficult to operate such a system. training records. accident rate and number of grievances filed. 3. supervision and the organization. 4. It will automatically achieve the individual morale. since this is the most important factor affecting the employee morale. Adequate provision of light. Considering the nature of job. Incentive System. Fair Remuneration. cost of living and pay scales of other companies. safety. should be made for physical and mental comfort and satisfaction. The rest rooms.MEASURES TO BUILD HIGH MORALE It is very difficult to build and maintain high morale. but should also bear fair relationship among them. Morale building many is done either on individual basis or on group basis. gardening. Morale building is a perpetual process which cannot be stopped ever for a moment. There should be a proper incentive system in the organization to ensure monetary and non-monetary rewards to the employees to motivate them. It is like marching ahead without knowing the end of the journey. Congenial Working Environment. medical. III. The conditions under which workers are made to work should be congenial for their mental and physical well-being. the wage structure should be properly evaluated. canteen and cafeteria. Morale is nor a tangible thing. Morale building on group basis is always preferable. recreating facilities. smoke and fumes clearance. The basic and incentive pay plans should not only be fair. noise prevention. Group morale can be increased by understanding the group dynamics. the following suggestions may be followed: I. air. it keeps on fluctuating. first aid and such other facilities may help in boosting the employee morale. Morale cannot be mantled at a high level for ever. sanitation and cleanliness. II. also it is difficult to measure the degree of morale. It is dynamic. In order to achieve high morale among the employees. 42 . Two-way Communication. When the workers are given training. they must be consulted and taken into confidence. The workers should be kept informed about the organization policies and programmes through conferences. interests and capabilities. Counseling. Training. Management should allow workers’ participation in management. There should be tow-way communication between the management and the workers as it exercises a profound influence on morale. Social Activities. Management should encourage should group activities by the workers. Workers should be allowed to ask questions and satisfy themselves about their doubts. aptitudes. A well placed employee takes pride and interest in his work and feels satisfied. Whenever a change is to be introduced which affects the workers. VII. bulletins and informal discussion with the workers. There should be proper training of the employees so that they may do their work efficiently and avoid frustration. Worker’s Participation. VIII. Large organizations may appoint trained psychologists to act as counsellorship for employees. IX. V. Job Satisfactions. Workers must be allowed to put forward their suggestions and grievances to the top management. There should be industrial democracy in the organization. The employees should be properly placed on the jobs according to their merits. The employees who do not wish to go to their supervisors 43 . The will help to develop greater group activities by the workers. they get psychological satisfaction as they feel that management is taking interest in them.IV. VI. The will help to develop greater group cohesiveness which can be used by the management for building high morale. Keith Davis has described five additional functions of such counseling which can be important in developing good morale. The release of emotional tension alone may serve to minimize the dissatisfactions. 44 . These are (i) Providing the employee with advice and assistance concerning his dissatisfaction. The counseling interview provides an opportunity to employees to “blow-off steam” since the counselllor is impartial. if properly and impartially constituted. (ii)” giving him reassurance and courage to face his problem. and the confidence and identity of the employees is preserved. (iii) providing information to the employee about company policies as well as accumulating information for management concerning employee feelings and attitudes. and (v) reorienting the employee’s basis goals and values. (iv) assigning the employee to think his own problem more clearly.for their problems can go to the counselor. who is considered a man outside the chain of command and who enjoys staff position in management. Such system. may play a vital role in finding out the troubles and eliminating the dissatisfactions. According to Yoder. sentiment. emotions. his working conditions. perhaps vaguely sensed by the members. refers to the over-all tone. confidence in individuals or groups that they will be able to cope with the tasks assigned to them. somewhat related to esprit de corps. DEFINITION AND CHARACTERSTICS Morale has been variously defined by different authorities. if they have a sense of mission about their job. environment and to his employer. For a group of workers. a feeling of enthusiasm. climate or atmosphere of work. according to a popular usage of the word. his job. his organization. “morale is feeling.EMPLOYEE MORALE Morale is an elusive thing.. and his willingness to strive for the goals set for him by the organization in which he is employed. his pay and so on. they are described as having a good or high morale. and feelings for. Feelings. Morale is a synthesis of an employee’s diverse reactions to. If they seem to be 45 . But it exercises a potent influence on the human relations climate in organizations. control r measure. if they are friendly with each other. morale. It is not easy to define. A person’s enthusiasm for his job reflects his attitude of mind to work. enthusiasm or zeal. his superiors. zeal. It generally refers to spirit de corps. and motives – all these combine and lead to a particular type of behavior on the part of an individual or his group and this is what is referred to as employee or group morale. his fellow-workers. If workers appear to feel enthusiastic and optimistic about group activities. attitudes. Morale is a very widely used term. Second. Mee. voluntary conformance with regulations and order. Good morale is evidenced by employee enthusiasm. however. “Morale is the sum total of several psychic qualities which include courage. cranky. Theo Haimann says: “It is a state of mind and emotions affecting the attitude and willingness to work which.” Miller and Form give three definitions of morale. restless and pessimistic. Davis observes: “Organizational morale is basically a mental condition of groups and individuals which determines their attitude. Leighton observes: “Morale is the capacity of a group of people to pull together persistently and consistently in the pursuit of a common purpose. it relates to the state of motivational drives through which the 46 . and a willingness to co-operate with others in the accomplishment of an organization’s objectives. holds the view that “good employee morale is the mental attitude of the individuals. irritated. Fippo has described morale “As a mental condition or attitude of individuals and groups which determines their willingness to co-operate. “First. According to Mooney. above all. or of the group. confidence. a feeling of discouragement and dislike of the jobs. resolution and. fortitude. affect individual and organizational objectives. which enables an employee to realize that the maximum satisfaction of hi drives coincides with the fulfillment of the objectives with those of the company. and subordinates his own desires to those of the company. morale refers to the total satisfactions which the individual (or group member) acquires as a result of his membership and involvement in an organizational setting. Prof.” Guion defines morale as “the extent to which an individual’s needs are satisfied and the extent to which the individual perceive that satisfaction as stemming from his total job situation. in turn. insubordination. they are described as having poor or low morale. company and associates. critical.dissatisfied. Poor morale is evidenced by surliness. e. of belonging to a group and not being isolated.individuals (or group members) tend to accomplish goals and face the future challenges.ee. expectation of success. in turn affect individuals and organizational objective. “morale is a combination of attitudes towards the possession of a feeling on the part of the employee of being accepted and belonging to a group of employees through adherence to common goals and confidence in the desirability of these goals. According to Jusious. it is the consensus or “esprit de corps” revealed by a group which make efforts towards the accomplishment of its goals. i. In the opinion of Kahn and Katz.. (d) within the group each member feels that he has a meaningful task to perform. and “morale is a state of mind or of willingness to work which. and (e) a supportive or stimulating leadership.” 47 . (c) there must be an observed or perceived progress toward the attainment of the goal.” Harrell considers morale as “a group concept having five components” (a) a feeling of togetherness. Third. i. (b) a clear goal (which will be targets of production) set before them. EMOTIONAL INTELLIGENCE AND ORGANIZATIONAL EFFECTIVENESS: Thus far I have been discussing individual emotional intelligence. 48 . just as individual EI contributes to the EI of the group. we now are able to estimate more precisely than ever before the economic utility of EI in organizations. commitment. However. Druskat and Wolff suggest that emotionally intelligent teams display the kinds of cooperation. As Vanessa Druskat and Steven Wolff explain in Chapter Six. and creativity that are increasingly important for organizational effectiveness. it is also possible to think of emotional intelligence as a group-level phenomenon. as Lyle Spencer shows in Chapter Four. there are other sources of group EI as well. Many of these ways that EI influences organizational effectiveness are subtle and difficult to measure. Furthermore. And the results of these analyses are consistent with commonsense notions: competencies associated with EI play an important role in determining the effectiveness of organizations. group EI contributes to the EI of group members. there are emotionally intelligent groups as well as emotionally intelligent individuals. Also. People who are members of emotionally intelligent groups become more emotionally intelligent individuals. they show that although the emotional intelligence of individual members contributes to the level of emotional intelligence found in the team. However. 1 presents a model those points to some broad factors in organizations that contribute to emotional intelligence. Emotional intelligence. Figure 1. emotional intelligence affects the quality of relationships. At the same time. Those who wish to help individuals and groups become more emotionally intelligent can use this model as a starting point. as Goleman (1995a) pointed out in his first book on the topic. 49 . Even formal training interventions or human resource policies will affect emotional intelligence through their effect on relationships among individuals and groups in the organization. Kram and I (Chapter Eleven) note that both formally arranged relationships and naturally occurring relationships in organizations contribute to emotional intelligence. Relationships can help people become more emotionally intelligent even when they are not set up for that purpose. what in the organization contributes to individual and group emotional intelligence? Such a question is especially important for anyone who wishes to harness the power of emotional intelligence for organizational improvement. The model suggests that ultimately any attempts to improve emotional intelligence in organizations will depend on relationships.SOURCES OF EI IN ORGANIZATIONS If individual and group emotional intelligence contribute to organizational effectiveness. emerges primarily through relationships. 50 . 51 . which apart from the standard information regarding physical and psychological health. Additionally. Oyesoji Aremu. (2005) Purpose – Despite much research on police organization generally. This study therefore.Chapter – 2 REVIEW OF LITERATURE Ioannis Tsaousis 3 MAR 2005: This study investigates the relationship of emotional intelligence (EI) characteristics. aims to investigate the predicting effect of credentialing. self-efficacy emotional intelligence (EI). In the first study. drinking. such as smoking. A. It was hypothesized that EI would be negatively associated with poor general health. while implications for practice and directions for future research are proposed. The findings are discussed in the context of the importance of emotional competences on health and personal lifestyle. 212 working adults completed the same measure of EI and another measure. such as perception. little or no research exists on career commitment of youth police in Nigeria. and exercising. with physical and psychological health. control. 365 individuals filled in measures of EI and general health. It was also hypothesized that EI would negatively correlate with smoking and drinking and positively correlate with exercising. in a series of hierarchical regression analyses the unique contribution of each of the EI scales on the overall health score were investigated. In the second study. use and understanding of emotions. The findings confirmed both hypotheses and provided further support on the claims that there is a relationship between EI and health functioning. Nigeria. provided also information about other health related behaviours. 52 . career experience. and motivation on the career commitment of young police in Ibadan. These would enrich policing system and culture within the rank and file of Nigeria police. There were many gender differences in the model. Originality/value – The findings provide evidence on the need to improve upon the career commitment of Nigerian police. Perceived job control had a negative effect on stress and a positive effect on satisfaction. Hence. Trait EI had specific. Gender-specific data (N=167. as well as variables investigated. Petrides 30 MAR 2006 This article investigated the relationships between trait emotional intelligence (“trait EI” or “emotional self-efficacy”) and 4 job-related variables (perceived job control. which was negatively related to control and commitment in the female sample only. Discussion focuses on trait EI's implications in the workplace. which. attention should be paid on the predicting variables investigated in that they provide a significant basis for the current study. job stress. Stress had a negative effect on satisfaction. efforts should be made in the future to extend the study's scope to other police commands and across the commission in the police.Design/methodology/approach – A field-based survey approach was adopted to collect a quantitative data through the means of a questionnaire from 200 non-commissioned officers that were randomly sampled from a police command. Thus. Spector 16 FEB 2000 53 . Research limitations/implications – These findings were limited to participants from a police command. mainly concerning age. K. Suzy Fox & Paul E. job satisfaction. 87 females) were analyzed via multigroup structural equation modeling. Findings – Multiple regression statistical analysis employed revealed that the independent variables were good predictors (collectively and independently) of career commitment of young police. V. in turn. rather than widespread. had the strongest positive effect on commitment. and organizational commitment). effects in the model. Differences were compared for gender.Emotional intelligence was conceptualized as competencies that may enable people to use emotions advantageously to achieve desired outcomes. self-regulation of mood. Pamela R. but the orthogonality of IQ and the major emotion variables argue for the unique contributions of emotional intelligence and trait affect to interview success. measures of general and practical intelligence were associated with interview outcomes. A sample of 116 undergraduates participated in a simulated job selection experience. In this study a common measure of emotional intelligence (EI) was administered to 275 participants (216 female) to examine how different groups score on a test of EI. and self-presentation) as well as affective traits (positive and negative affectivity) and general and practical intelligence were related to a major facet of work success. job interview performance. David L. Full implications for test development and organizational use are discussed. Results partially supported the proposed model. mitigating potential adverse impact concerns. Julie Indvik. In addition to measures of emotional intelligence. (1999) 54 . both directly and mediated by the interviewer's affective response (perceived similarity and liking). Group differences existed for ethnicity but favored minority groups. Some but not all of the affect and ability measures were related to interview outcomes. consisting of paper and pencil tests and a videotaped structured interview. Van Rooy February 2005 Emotional intelligence is a relatively new concept and little research to date has examined group differences in test scores. Measures of three components of emotional intelligence (empathy. ethnicity and age. Results indicated that females scored slightly higher than males and EI scores tended to increase with age. Johnson. Dilbert. utilizing 47 statements on a Lickert scale sorted by 23 representatives of both the academy and retailing industry. No more. graduating from a four-year college program. the creator. increased productivity. This lack is clearly chronicled in the comic strip. Dilbert. A person with high emotional intelligence (EI) has the ability to understand and relate to people. and discusses the organizational benefits of having emotionally intelligent managers and employees.In decades past. The research design was Q-methodology. daily depicts situations where emotional intelligence is lacking. and increased profits. told to leave their emotions at home and most complied. Amanda Nicholson. While industry believes that strong affective skills. Further. workers were. Linda Cushman. (2000) This study was designed to discover what is believed to be important for a student to be successful in the retailing field. When emotional intelligence is present. However. This article defines emotional intelligence. where Scott Adams. the academy favors more interpersonal affective competencies and overall ranked cognitive skills higher than the other group. However. describes how the comic strip. such as “leadership” and “decision making” were the most desirable characteristics for future executives. lampoons what occurs in the workplace: vapid corporate-speak with no guts and no emotionally-honest message. this skill is now considered to have greater impact on individual and group performance than traditional measures of intelligence such as IQ. The study found a distinct gap in the perceptions of industry respondents versus the academics included in the study. 55 . In fact. there is increased employee cooperation. the study found academicians believed that their opinions would mirror those of the industry. in effect. emotional intelligence is lacking in the US workplace. increased motivation. this was clearly not supported. socialization and cognitive ability factors in insurance sales performance was investigated in a 1-yr predictive validity study conducted within a large U. (1993) We examined the moderating role of age on the politics perceptions—organizational commitment relationship. Gerald R. Gray 28 December 1999. The 56 .K. The role of attributional style. and (3) numerical and abstract reasoning abilities (specific cognitive skills). company.L. Witt. Perceptions of politics were inversely but weakly related to commitment. Confirmatory factor analyses of data collected from 633 office employees of a private sector organization indicated that the scales measuring politics and commitment reflected unique constructs. Darren C. However. Philip J. socialization was positively correlated with effort but negatively correlated with sales. Psychometric tests were selected to measure specific and general aspects of the job: (1) attributional style (motivational resilience). Performance was defined in terms of number of appointments/prospects obtained (effort) and number of policies sold (sales). Ferris.A. The results showed that: (1) positive attributional style was positively correlated with effort and sales. Corr & Jeffrey A. Implications of the results and directions for future research are discussed. (2) socialization (inter-personal skills). but were moderately related among younger workers. Two sets of psychological predictors were analysed: (1) individual psychological measures and (2) pairs of interactive psychological measures. results of hierarchical moderated multiple regression analysis revealed that perceptions of organizational politics and commitment were essentially unrelated among workers in and above their 40s. Treadway. It was also observed that attachment styles moderate the relationship between the experience of a critical incident and burnout. Peter Papadogiannis. This article identifies the traits that comprise emotional intelligence and suggests which ones might be most important for library directors to possess. Jeremy A. Stijn Vanheule & Frédéric Declercq 2008. Yip. Such a characterization is best known as emotional intelligence. and positively related to a fearful and preoccupied style. This study examines the relationship between career burnout and attachment styles. It was first observed that burnout was negatively related to a secure attachment style. The results are discussed in terms of the validity of attributional style in predicting performance and the utility of applying interaction models to personnel selection and job analysis. Data were collected among security guards (N = 530). Stein. who filled out the Maslach Burnout Inventory and the Relationship Questionnaire. (2009) 57 . Steven J. The article also compares the emerging set of traits to transformational and transactional leadership in an effort to suggest which traits apply to two other leadership styles.interaction variables revealed complex interactions between attributional style and cognitive abilities which led to a fourfold increase in predictive variance. Peter Hernon Leadership encompasses self-management and managing relationships with others. and reported any experience they had of a critical incident. secure attachment was related to lower burnout scores. In cases where a critical incident was experienced. Gill Sitarenios. while the fearful style was related to higher burnout scores. self-regard. and training and retaining employees. Design/methodology/approach – The Emotional Quotient Inventory (EQ-i) was administered to a sample of 186 executives (159 males and 27 females) belonging to one of two executive mentoring associations. These profiles further aid in human resource initiatives such as leadership development and personnel selection. managing others. which will enable further exploration into the emotional and psychological structure of these high-performing groups. the Young Presidents' Organization (YPO) and the Innovators' Alliance (IA). growth management. and employee management and retention. Findings – The results showed that top executives differed significantly from the normative population on the EQ-i in eight of the 15 EQ-i subscales. Originality/value – Despite empirical evidence supporting the relationship between EI and leadership. Practical implications – The findings enable researchers and practitioners to better understand what leadership differences and similarities exist at various organizational levels. reality testing. research with high-level leadership samples is relatively sparse. 58 . previous year's net profit.Purpose – The purpose of this paper is to examine the emotional intelligence (EI) scores of two high profile executive groups in comparison with the general population. while Total EQ-i was related to the degree to which a challenge was perceived as being easy with respect to managing growth. Executives who possessed higher levels of empathy. yet high functioning executive groups. and various business challenges were asked of each executive. The study examines EI in relation to two unique. Also the study aims to investigate the executive group's EI scores in relation to various organizational outcomes such as net profit. A series of questions relating to pre-tax operating profits over the past three years. and problem solving were more likely to yield high profitearning companies. commitment and to lessen the intention to quit. It is suggested that to enhance work engagement. Work relationships. A sample of 221 Indian managers from the private sector was used in the study. Commitment was associated with relationships at the workplace. nature of job and communications were found to be significantly related with work engagement and job satisfaction. Managers consider the most important sources of work stress to be lack of control and work life balance. These variables could assist in maintaining and increasing desirable attitudes towards work and organisation. control. job satisfaction. resources and communication. nature of job. control.Bindu Gupta & Archana Tyagi Number 6. Intention to quit was significantly influenced by relationships. control. 2009 This study seeks to understand the extent to which private sector managers respond to demands and expectations of globalisation. managers need to actively monitor relationships at work. 59 . It examines the sources of their work stress and the influence of these stressors on employees' attitudes towards work and organisation. nature of job and resources. conflict and readiness to create and innovate. Fortyeight Visual impaired (ranging form total blind to partially sighted) participated in the study. the role of emotional intelligence (EI) in affecting work outcomes. and their relationship to job performance and personality. special educators. leadership and management in the British Royal Navy (RN). andthe government were stressed. educational administrators.000 British civil servants also suggests stress induced biological changes may play raises the risk of heart diseases by disrupting the body’s internal systems. According to Suliman & Shaikh in (2007) This paper aims at exploring. These findings were discussed andimplications for counselling psychologists. Its aim is to increase understanding of two types of self-awareness.According to Chandola in 2008 reported findings from a long-running study involving more than 10. The team conducted 7 surveys over a 12 period and found chronically stressed workers had a 68% higher risk of developing heart disease. parents. According to Young & Dulewicz in (2007) This paper aims to present some findings from a wider study into effective command. The results revealed significant differences between employees' perceptions of emotional intelligence. emotional and congruent. for the first time in the Arab World. According to Eniola in (2007) This study investigated the influence of two interactions – emotional Intelligence Tracing (EIT) and Self-Regulation training (SRT) in remediating aggressive behaviour in adolescence with visual impairment. policy makers. The interaction effects revealed that participants treated with the two interactions EIT and SRT showed significant improvement in their aggressive behaviour pattern than their counterparts in the control group. The results demonstrate that self-evaluation 60 . The paper provides practitioners with some advice about understanding and managing climate and conflict. According to King & Gardner in (2006) The aim of the study was to test the relationship of emotional intelligence (EI) to the appraisal. Open response categories on the survey suggest that these reductions were due to the facilitation of a joint problem solving approach by family members. According to Martin. in (2007) This research aims to investigate the efficacy of family involvement in shift work training targeting both physiological and social coping strategies. According to Wilsonet al. Jones & Callan in (2006) The purpose of this paper is to confirm predictions that employee reports of psychological climate. coping and outcomes of workplace demands Emotional intelligence was found to comprise three factors: emotional self management (ESM). especially the d2 measure which accounted for 47 per cent. The inclusion of social coping strategies combined with family involvement significantly reduced work-family conflict. Hierarchical regression showed that both d scales explain significant variance in appraised performance. the ability to understand others' emotions (UOE) and the use of emotions in decision making. employee focused training on physiological coping alone appears to increase family conflicts. appraisals of change and levels of adjustment during a change program would be more positive for employees in higher status groups (operationalized as hierarchical level in the organization and occupational role– The results of study one revealed that upper level staff reported more positive attitudes during change. In contrast. across a range of indicators.of own performance (from LDQ) was significantly correlated with appraised (actual) performance. The results of study two showed that non-clinical staff reported more 61 . The findings establish the first empirical relationship between congruent/public (self-evaluation) and emotional/private (self-consciousness) self-awareness and performance. but felt more in control of the situation. and a component of burnout was proposed and empirically tested on 163 employees. managers appraised change as more stressful than non-managers. According to Posig & Kickul in (2004) A model integrating work-role expectations of employees. who were also part of dual-earner couples. For males.negative attitudes during change than other occupational groups. Although the same indirect relationship was found for females. work-family conflict mediated the relationship between work-role expectations and emotional exhaustion. a new organizational screening tool. suggesting a new role for EI as a determinant of employee loyalty to organizations. Gender differences were found in the proposed model. family-work conflict was 62 . The results were in the expected direction showing a negative correlation between emotional intelligence and stress at work. and education was investigated and results are discussed in the light of the organizational framework. age. which measures workplace stress. In addition. work-family conflict. and various demographic variables such as gender. Additionally. job stress. a direct relationship also existed between work-role expectations and emotional exhaustion. for females. family-work conflict. A positive correlation was also found between emotional intelligence and organizational commitment. which according to the ASSET model is considered as a consequence of stress. According to Nikolaou & Tsaousis in (2005) The purpose of the present study is to explore the relationship between emotional intelligence and sources of occupational stress and outcomes on a sample of professionals in mental health institutions. Finally. indicating that high scorers in overall EI suffered less stress related to occupational environment. A total of 212 participants were administered the Emotional Intelligence Questionnaire as well as the Organizational Stress Screening Tool (ASSET). the relationship between EI. Managerial implications and future research directions are discussed. Three hypotheses relating to managerial self-awareness of both interactive and controlling skills are examined using data from 3. Sample of 289 agents from three organizations were studied. United Kingdom (UK). The study explore how emotional intelligence and the “big five” dimensions of personality would facilitate organizational change at an individual level by exploring the relationship between these attributes and attitudes towards organizational change. personality traits and attitudes towards organizational change . The sample consisted of 137 professionals who completed self reported inventories assessing emotional intelligence. According to Vakola et al.found to be a key contributor to work-family conflict and emotional exhaustion. EI is conceptualized and measured as self-other agreement concerning the use of managerial skills using data gathered under a 360-degree feedback process. According to Shipper & Kincaid in (2003) Multinationals increasingly require a cadre of skilled managers to effectively run their global operations. in (2004) added a different way of looking and working with organizational change by focusing on individuals emotions and personality trait. Higgs (2004) reported a study to explore the relationship between the EI of call center agents and ratings of their performance. The two sets of managerial skills examined were found to be 63 .The result confirmed that there was a relationship between personality traits.785 managers of a multinational firm located in the United States (US). and Malaysia. This exploratory study examines the relationship between emotional intelligence (EI) and managerial effectiveness among three cultures. Results included a strong relationship between overall EI and individual performance as well as between several EI elements from the model and performance. psychometric properties and various forms of validity led to the conclusion that self –reported techniques measured a dispositional construct.family conflict on career commitment but not the effect on job satisfaction. These findings are discussed along with the implications for future research. work outcomes. Although seemingly more valid. self-awareness of interactive skills may be crucial relative to effectiveness whereas in high PD cultures. and contour plots were developed to aid interpretation.stable across the three national samples. The hypotheses were tested using polynomial regressions. Analysis of reliability. This relationship was supported for interactive skills in the US and UK samples and for controlling skills in the Malaysian and UK samples. Support was found for positive relationships between effectiveness and EI (self-awareness). especially when scored with reference to consensual norms which led to problems of skew an restriction of range. According to Maccann et al. It appears that in low power distance (PD) cultures such as the United States and United Kingdom. such as Malaysia self-awareness of controlling skills may be crucial relative to effectiveness. that may have some predictive validity. in (2003) provided a view and conceptual comparison between self report and performance – based measure of emotional intelligence. and moderated the effect of work. Self-awareness of different managerial skills varied by culture. performance –based measure had certain limitations. According to Carmeli in (2003) attempted to narrow this gap by empirically examining the extent to which senior managers with a high emotional intelligence employed in public sector organizations developed positive work attitude. altruistic behavior. Scaling procedures 64 . The result indicated that emotional intelligence augments positive. altruistic behavior and work outcomes. but which is highly correlated with personality and independent of intelligence. S. self regulation is positively associated with empathy and social skills.al in (2002) The study investigated the relationships of the five dimensions of emotional intelligence: self-awareness. self-regulation. Hong Kong and Macau. which in turn.S. Greece. and Portugal). Results in the U. Psychometric properties of the measures were tested and improved with exploratory and confirmatory factor analysis and analysis of indicator and internal consistency reliabilities. According to Rahim et. and social skills. and the hypotheses were tested with a structural equations model for each country. Differences among countries in these relationships are noted and implications for organizations discussed.. Data (N = 1. how ever inform expertise. and in the combined sample provided support for the model which suggests that self-awareness is positively associated with self-regulation. China.might partially ameliorate this scoring weakness. Alternative approaches to scoring . and social skills of supervisors to subordinates' strategies of handling conflict: problem solving and bargaining. Bangladesh. is positively associated with problem solving strategy and negatively associated with bargaining strategy. Other difficulties for performance – based measures included limited predictive and operational settings. South Africa. The authors felt that the use of experimental paradigms for studying individual differences in information processing might . such as expert judgment also suffered problem since the nature of the requisite expertise was unclear. 65 . motivation. empathy and social skills are positively associated with motivation. empathy.395) for this study were collected with questionnaires from MBA students in seven countries (U. empathy. which according to the ASSET model was considered as a consequence of stress. the participants with high scores for emotional intelligence had higher scores for empathetic perspective taking and self –monitoring in social situation. 66 . indicating that high scores in overall EI suffered less stress related to occupational environment. suggesting a new role for EI as determinant of employee loyalty to organizations. A negative correlation between emotional intelligence and organizational commitment. In five the participants with higher scores for emotional intelligence had higher scores for close and affectionate relationships. A total of 212 participants were administered the emotional intelligence Questionnaire as well as the organizational stress screening tool (ASSET). In study three and four the participants with higher scores for emotional intelligence displayed more cooperatives responses towards partners.According to Nikolaou and Tsaousis in (2002) explored the relationship between emotional intelligence and source of occupational stress and outcomes on a sample of professional in mental health institution. (2001) examined the link between emotional intelligence and interpersonal relations. which measured work place stress. Schutte et al. In studies one and two. In study six the participant’s scores for marital satisfaction were higher when they rated their marital partners higher for emotional intelligence. In study seven the participant’s anticipated greater satisfaction in relationships with partners described as having emotional intelligence. The results showed a negative correlation between emotional intelligence and stress at work. Three case histories 67 . According to Hart9 in (1987) the intent here is to present a representative. The next section reviews some examples of empirically-based research supporting the clinical and cost effectiveness of current Occupational Stress Management (OSM) programs. review of some recent empirical and theoretical literature on stress and the management of stress in occupational settings. According to Brewin in (1980) Clinical case histories can contribute to our knowledge of the types of person-situation interaction which produces managerial stress. the more positive. methodological limitations of traditional OSM programmes are discussed. and it is suggested that future studies might consider utilizing a multilevel-multimethod “triangulation” measurement approach. Towards the end of the article. though not exhaustive. comprehensive. the ability to identify clients or customers often unstated needs and concerns and then match them instill strategy with meaning and resonance . This is followed by a discussion of recent evidence showing that the “traditional” (corporate) approach to OSM is incomplete and insufficient. Emotional are contagious. an idealized. The more positive the style of a leader. helpful and cooperative are those in the group.George and Bettenhausen (1990) in the study on social awareness also plays a key role in the service competencies . Finally. The paper begins with a synopsis of the financial cost to the employer of unchecked excessive levels of employee stress. bio psychosocio ecological transactional model of OSM is outlined. particularly when exhibited by those at the top. and extremely successful leaders display a high level of positive energy that spreads throughout the organizations. but rather feel emotions flexibly and appropriately to the situation (Mayer and Salovey. the ability to delay gratification in pursuit of a goal. they neither over-repress nor over-express emotionality. to discriminate among them and use this information to guide one's thinking and actions" (p. 1995). Individuals high on emotional intelligence defer immediate gratification and exhibit self-control in order to optimize pleasure over their lifetime. Also. the capacity to control negative emotions. Daniel Goleman. He suggests that the five underlying factors of emotional intelligence are: (a) empathetic response. (b) mood regulation. (c) interpersonal skill. social competence to interact smoothly with others. indicates that emotional intelligence is a multidimensional construct. Salovey and Mayer (1989-90) originally defined emotional intelligence as the "ability to monitor one's own and others' feelings and emotions. they display enlightened self-interest by engaging in activities that are both pro-individual and pro-social. Emotional Intelligence and Youth employee Leadership (Gary Howells) 68 . (d) internal motivation. author of the best-selling book titled Emotional Intelligence (1995) and more recently working with Emotional Intelligence (1998). the facility to pick up on others' feelings. psychological insight into one's own true feelings. These five dimensions were used in the development of an emotional intelligence measure. 189). and (e) self-awareness. Common principles involved in these interactions are discussed. Finally.reveal similar interactions between a certain vulnerable personality and a specific type of work role transition. traits. are key areas for the application of emotional intelligence. In particular.The identification of effective leaders and training of leaders to be more effective. and the MEIS/MSCEIT). have been used to assist in identifying characteristics. the ECI/ESCI. empathy or involvement. evaluate their own leadership style. and show individual consideration for subordinates—is deemed to reflect the features of an emotionally intelligent leader. motivate. All of the basic emotional intelligence measures. As a result.g. and the training of students for leadership roles in their work and community roles. Another approach to the study of emotional 69 . influence. Some studies have found a strong link between emotional intelligence and effective leadership or transformational leadership style but other studies have had more limited success. The methodology in leadership studies involving emotional intelligence is gradually improving. representing the three basic approaches to emotional intelligence (the EQ-I. the transformational leadership style—a style which describes leaders who inspire. and rate their own effectiveness as leaders. These later studies find that some traits or competencies of emotional intelligence are related to effective leadership and/or transformational leadership style but there is more support for emotional intelligence and effective leadership having a connection because they have similar features in common. e. More recent studies have used multi-measures and have had both supervisors and subordinates rating the leaders for style and effectiveness. many studies done with emotional intelligence measures have attempted to demonstrate a link to this style as opposed to styles that are more passive or less respectful of employee feelings. or competencies of emotional intelligence that might be present in effective leaders. Many early studies had the leader complete measures of emotional intelligence. There is a gap between the “promise” for emotional intelligence and what has been empirically demonstrated to be the abilities or competencies that are actually needed for an individual to be an effective leader. According to Downey et al in 2006 Employees' motivation in a company or a firm is a very crucial management practice which should not be underestimated since its implications are very much pronounced. their productivity has declined leading to a drastic reduction of the company's profits. 1998). The problem is so devastating that it has led to a continuous loss of many experienced employees in the past as they feel that their ideas are not accepted in this company (Seijts. lack of employees' motivation made two former Ojuice employees to start a juice company 70 . There is room for research in many directions with regard to emotional intelligence and leadership. From the case study it is well indicated that. There is a need for emotional intelligence researchers to take a step backwards and consider including some of the contributions other leadership researchers have been making over the last 60 years. As a result of lack of employees' motivation. From the case study conducted on Ojuice Company. It is also important to determine whether it is necessary for every effective leader to have acquired the entire arsenal of emotional intelligence competencies. It is premature to conclude that there currently exists a complete agenda of necessary competencies leading one to become an effective leader. lack of employees' motivation was identified as the major management problem.intelligence and leadership is through the demonstration that emotional intelligence abilities and competencies can be taught to trainees and that these abilities or competencies continue to be evident years after individuals have completed training programs. It is evident from the case study that. An urgent measure has to be taken to curb the devastating impacts of this management crisis (Vinten. In this case therefore. high competition. employees are not motivated by being given favorable working environment where they can feel part and parcel of the company. thus putting the young dynamic workers out of place. employees who are willing to come up with some new ideas through motivation will be able to bring to the company new and productive thoughts. In the case of Ojuice. employee departure. the Ojuice Company should be guided by the theory of motivation propagated by Herzberg which focuses on the psychological needs of employees.thus giving stiff competition to the company. employees are not allowed to carry out anything innovative in the company. Further. it is has been noted that employees are not motivated to be innovative by coming up with new ideas that would save the company's production. On this basis. 2002). According to Vinten. whereby the stiff competition may lead to closure of the company. in 2002 Employee motivation has been a serious problem which needs to be given urgent attention or else the company quit from the market due to the stiff competition and rapid loss of experienced workforce. the crisis has led to loss of income. investments. 71 . Employees' motivation should be researched carefully because its inadequacy has resulted to loss of customers as a result of poor quality products. From a wide view. and decline in profits among other evils. The drastic loss of its experienced workforce is putting its upcoming at jeopardy. 72 . 5. How much and where the Emotional intelligence is need in present era. How Emotional Intelligency helps in improving employee and employer relationship in the organization. 73 . 4. Therefore it is must that a person having all managerial qualities must be having emotional intelligence they must be knowing how to handle their emotions and the emotions of others keeping the importance of emotional intelligence in mind the study is carried to see the emotional intelligence in the youth this study makes it clear whom we will call emotionally intelligent. 3. How much effect Emotional Intelligence has on the success of youth. IMPORTANCE OF THE STUDY Everyone knows that present Era is the era of competition.Chapter – 3 OBJECTIVES OF STUDY 1. 7. How the youth face problems in the absence of Emotional Intelligence. How Emotional Intelligence affect the working of an Organization. Check the Emotional intelligence among the youth. 6. 2. How Emotional Inelegancy helps in reducing stress among employees in an organization. What is lacking in the youth that is why they are not able handle different situations very well. The study aims to collect primary data from the youth the study further analysis and identifies the areas where the youth are having weak emotional intelligence the study will reveal the information how emotional intelligence guides one’s thinking and action among the youth. 74 . 75 . Chapter – 4 HYPOTHESIS 1.45% of youth are having poor Emotional Intelligence. 76 . Emotional Intelligence is very important and it leads to a successful life.  It was found that 12. The hypothesis that we have taken earlier that is “Emotional Intelligence Has No Effect on Youth” is rejected. It was found that Emotional Intelligence has prominent effect on youth.36% of youth are having average Emotional Intelligence.  It was found that 30.  It was found that 19. 2. Emotional intelligence has no effect on the youth.  It was found that 18.18% are having good Emotional Intelligence. The following results are calculated from questionnaire:  It was found that 18% of youth are totally lacking Emotional Intelligence.90% of youth are having moderate Emotional Intelligence. However. 77 . Thirdly. Secondly. DATA COLLECTION METHODS: The data will be collected using both by primary data collection methods as well as secondary sources. the relevant information had been collected to meet the need of objectives. This study had been conducted in various steps: • • • Firstly. an analysis had been made.Chapter – 5 RESERCH METHODOLOGY REASEARCH METHODLOGY:“Research in common parlance.” REASEARCH DESIGN:The research design had been the combination of Exploratory and Descriptive designs. the finding and suggestion had been given. • PRIMARY DATA: Most of the information will be gathered through primary sources. to research for knowledge and it is not concerned to the revision of the facts but to discover the facts involved. The methods that will be used to collect primary data are: a) Questionnaire 78 . b) Interview • SECONDARY DATA: Secondary data that will be used are web sites and published materials related to Emotional Intelligence as well as any relevant information on young employees at Heston Kuwait. • SAMPLE SIZE : 50-75 79 . 80 . • SECONDARY DATA:-Secondary data was making through web sites related to Emotional Intelligence.Chapter – 6 RESULT AND DISCUSSION DATA COLLECTION METHOD The data had been collected both by primary data collection methods as well as secondary sources. The method used for collecting data was questionnaire and interviews. 81 . percentage and comparisons. TOOL OF ANALYSIS:The statistical tools used for analysis of collected data are average. • PRIMARY DATA:-Most of information had been gathering through primary sources. Often c).ANALYSIS & INTERPRETATION Q1.Sometimes e). Table – 1 No of respondents 50 Percentage Most of Time 9 18% Often 9 18% Sometimes 15 30% Rarely 14 28% Almost Never 3 6% ANALYSIS & INTERPRETATION As per shown in the above pie graph. 28% of respondent rarely.Almost never. 30% of respondent sometimes feel panic when they face someone who is angry. Rarely b). 18% of respondent most time and often. 82 . Most of the time d). Do you have panic when you have to face someone who is angry? a). and other 6% of respondent almost never. Almost never. 30% of respondent sometimes have a major personal problem. 83 . When you have a major personal problem. so they cannot think about anything else. Table – 2 No of respondents 50 Percentage Most of Time 9 18% Often 7 14% Sometimes 15 30% Rarely 12 24% Almost Never 7 14% c).Q2.Sometimes ANALYSIS & INTERPRETATION As per shown in the above pie graph. a). 14% of respondent often. Most of the time d). 18% of respondent most time. and other 14% of respondent almost never.Often e). 24% of respondent rarely. you cannot think about anything else. Rarely b). when you feel like you should be doing more. Rarely b). 84 .Q3. 18% of respondent often.Sometimes e). 34% of respondent most time. Most of the time d). a). Matter how much you accomplish.Often c). 14% of respondent rarely. and other 6% of respondent almost never. 28% of respondent Sometimes. TABLE – 3 No of respondents 50 Percentage Most of Time 17 34% Often 9 18% Sometimes 14 28% Rarely 7 14% Almost Never 3 6% ANALYSIS & INTERPRETATION As per shown in the above pie graph.Almost never. 4. Do you feel like you worry about things that other people don’t even think about. a). Most of the time d). Rarely b).Often c).Sometimes e).Almost never. TABLE – 4 No of respondents 50 Percentage Most of Time 9 18% Often 9 18% Sometimes 17 34% Rarely 9 18% Almost Never 6 12% ANALYSIS & INTERPRETATION As per shown in the above pie graph, 34% of respondent sometimes feel that like they worry about things that other people don’t even think about, 18% of respondent rarely, 18% of respondent Most of Time, 18% of respondent often, and other 12% of respondent almost never. 85 Q5. Do you feel ashamed about how I look or behave. a). Most of the time d). Rarely b).Often e).Almost never. c).Sometimes TABLE – 5 No of respondents 50 Percentage Most of Time 5 10% Often 8 16% Sometimes 15 30% Rarely 13 26% Almost Never 9 18% ANALYSIS & INTERPRETATION As per shown in the above pie graph, 30% of respondent sometimes feel ashamed about how I look or behave, 26% of respondent rarely, 10% of respondent Most of Time, 16% of respondent often, and other 18% of respondent almost never. 86 Q6. When you mess up, you say self-deprecating things, such as “I am such a loser,” “Stupid, stupid, stupid,” or “I can’t do anything right.” a). Most of the time d). Rarely b).Often e).Almost never. TABLE – 6 No of respondents 50 Percentage Most of Time 6 12% Often 5 10% Sometimes 16 32% Rarely 7 14% Almost Never 16 32% c).Sometimes ANALYSIS & INTERPRETATION As per shown in the above pie graph, 32% of respondent sometimes, 14% of respondent rarely, 12% of respondent Most of Time, 10% of respondent often, and other 32% of respondent almost never. 87 88 . 10% of respondent often. a).Sometimes ANALYSIS & INTERPRETATION As per shown in the above pie graph. I get distressed without really knowing who or what exactly is bothering me.Q7. and other 32% of respondent almost never. 32% of respondent sometimes. TABLE – 7 No of respondents 50 Percentage Most of Time 4 8% Often 12 24% Sometimes 17 34% Rarely 7 14% Almost Never 10 20% c). 14% of respondent rarely. Most of the time d).Often e). 12% of respondent Most of Time.Almost never. Rarely b). Often c). 89 . I feel guilty about the things that were not done perfectly. Rarely b). and other 6% of respondent almost never.Sometimes e). TABLE – 8 No of respondents 50 Percentage Most of Time 9 18% Often 8 16% Sometimes 18 36% Rarely 12 24% Almost Never 3 6% ANALYSIS & INTERPRETATION As per shown in the above pie graph. 16% of respondent often. 36% of respondent feel like that sometimes.Almost never. 18% of respondent Most of Time. 24% of respondent rarely. Even when I do my best.Q8. Most of the time d). a). Almost never. TABLE – 9 No of respondents 50 Percentage Most of Time 10 20% Often 10 20% Sometimes 17 34% Rarely 9 18% Almost Never 4 8% c). and other 8% of respondent almost never.Often e). Most of the time d). feel uneasy in situations where you an expected to display affection. 90 . 24% of respondent Most of Time. 36% of respondent feel like that sometimes. 18% of respondent rarely.Sometimes ANALYSIS & INTERPRETATION As per shown in the above pie graph. Rarely b). 18% of respondent often. a).Q9. a). c).Q10. 26% of respondent feel like that sometimes. Rarely b).Almost never. Most of the time d). 18% of respondent often. 36% of respondent rarely.Often e). I will do whatever I can to keep myself from crying. 30% of respondent Most of Time. 91 .Sometimes TABLE – 10 No of respondents 50 Percentage Most of Time 15 30% Often 9 18% Sometimes 13 26% Rarely 18 36% Almost Never 4 8% ANALYSIS & INTERPRETATION As per shown in the above pie graph. and other 8% of respondent almost never. Sometimes ANALYSIS & INTERPRETATION As per shown in the above pie graph. When people close to me experience a setback.Almost never. Most of the time d). 11% of respondent rarely.Q11. 42% of respondent often. TABLE – 11 No of respondents 50 Percentage Most of Time 12 24% Often 21 42% Sometimes 10 20% Rarely 5 11% Almost Never 2 4% c). 24% of respondent Most of Time. a).Often e). and other 4% of respondent almost never. I can easily come up with ways to help them overcome their distress. Rarely b). 20% of respondent sometimes. 92 . 93 . They have failed in establishing good relations with other people whether it is their boss or sub ordinate or any one else. because they are not knowing how to handle the emotions of their own and of others.Chapter – 7 CONCLUSION The conclusion of the study is that Emotional Intelligence is very important factor in the life of youth. Youth which are not having good Emotional intelligence have faced lot of problems in their lives. 94 . Employer can also maintain friendly relation with their subordinates so that their moral can increase and they can achieve their target efficiently. The organization can arrange various training programs to change the negative emotions of employees into positive emotions so that they can change their behavior towards their collogues and toward their jobs. 95 . NY:Bantam Books. T.. Human Capital.N. & Steed. Mirza S. 96 . D. New York: Addison Wesley. Ruderman. T. Personnel Management C. Rao.S.Chapter – 8 BIBLIOGRAPHY • • • • • • • • • • • • Human Resource Management - Parag Diwan Organizational Behavior (7th Edition) Fred Luthans Management of Training Development and Motivation Skills. Cherrington. K.B. J. M.L. Hannum.V. (1994) On Becoming A Leader. Leadership skills and emotional intelligence (Unpublished manuscript)..K.. W. V. Rao Human Resources Management R. Harvard Business Review. (2001). Dubey Personnel Management (2nd Edition) Arun Monappa . Robert M. Saiyadain Designing and Managing Human Resource Systems Udai Parteek . J. Bennis. (1998). New York. Working with emotional intelligence. Leslie. The Management of Human Resources (4th Edition) David J. • • • Goleman. The Economic Times. Mamoria Readings in Human Resource Development. Wayne Mondy. Noe III.V. Boston. C. 108-124. 77(4). Sex and gender. (1996. (1987). Harvard Business Review. (1984). Patterns of burnout among a national example of public contract workers. Farnham. R. Abrahamson. volume 7: Review of Personality and Social Psychology (pp. A. Management fashion.Reasearch Methodology.emotionalintelligence. Are you smart enough to keep your job? Fortune.2009 The Hindustan Times(Newspapers) Internet Resources:- • • www. C. (1996). Luthans. R E. J. (1999). 34-40. Beverly Hills: Sage. (1995. Shaver & C.2nd Edition.R. On explaining gender differences: The case of nonverbal communication. 20. October 2). (1999. 78. MA. Multivariate data analysis (2nd ed. A. 133.). Journal of Health and Human Resources Management. • • Hair.. E. Emotional intelligence. L.New Delhi. Library resources:• Kothari C. 21. Workforce. New York: Macmillan. G. July-August). N. S. 189-212. What Emotional Intelligence Is…and Isn't.. Academy of Management Review. R. J.. Fernandez-Araoz. & Jackson. January 15). & Tatham. Psychology Today. Gibbs. Maslach. E. 177-200). Spring. Time. Jr. Epstein. In P.. Hendrick (eds. F. Hall. (1987).. 60-67. The key to our emotions. Anderson. The EQ factor.). (1998) Organizational Behavior.New Age International Ltd.• • • • • • • • Caudron. (1999). McGraw-Hill. p 62. 254-285. 32(4). S.com 97 . 98 . I feel like I worry about things that other people don’t even think about. Most of the time Often Sometimes Rarely Almost never 99 . I am underlying a project named ‘To check the A Study on Emotional Intelligence among Youth Employees in L & T Ltd. I panic when I have to face someone who is angry. Bilaspur Jamnagar. Name Age Address : ………………………………. Matter how much I accomplish. Most of the time Often Sometimes Rarely Almost never 3. Most of the time Often Sometimes Rarely Almost never 4. 1. : ………………………………. : ………………………………. So by filling this questionnaire please help me in completing my research project. Most of the time Often Sometimes Rarely Almost never 2. I cannot think about anything else. When I have a major personal problem. I feel like I should be doing more.Chapter – 9 QUESTIONNAIRE DEAR RESPONDENTS: I am a student doing MBA. stupid. When I mess up. Most of the time Often Sometimes Rarely Almost never 8.” “Stupid. Most of the time Often Sometimes Rarely Almost never 6. such as “I am such a loser. I am ashamed about how I look or behave. I feel guilty about the things that were not done perfectly. I can easily come up with ways to help them overcome their distress. stupid. Most of the time Often Sometimes Rarely Almost never 100 .” Most of the time Often Sometimes Rarely Almost never 7. I feel uneasy in situations where I an expected to display affection. Most of the time Often Sometimes Rarely Almost never 9. I will do whatever I can to keep myself from crying. Even when I do my best.” or “I Can’t do anything right.5. Most of the time Often Sometimes Rarely Almost never 10. Most of the time Often Sometimes Rarely Almost never 11.When people close to me experience a setback. I get distressed without really knowing who or what exactly is bothering me. I say self-deprecating things. 101 .