Nowadays, Emotional Intelligence (EI) is given due attention at our workplace in almost each organization. As one concept in the theory of organizational behavior, EI is proven by researchers associated with individual's career development in a way that it can influence employees' job satisfaction, work performance, conflict management and stress mitigation skills, and so on. Emotional intelligence, more often that not, can be enhanced if with proper methods as one grows maturely. As much as companies realize the significance of managing and boosting employees' emotional intelligence, there are still some prior research findings that need to be critiqued to make sure that both organizations and employees can benefit from well-developed emotional intelligence.
Therefore, the purpose of the essay is to critically discuss the relationship between EI and employee's performance and tentatively assess the existing research limitations from the standpoint of organizational behavior management. First, I will define some key concepts related to emotional intelligence. Next, a critical literature review and in-depth analysis will be conducted to challenge the validity and limitations of the research findings based on empirical journal articles. Lastly, I will evaluate and recommend future directions based on my thinking of the literature. All of the secondary data are quoted from websites, academic journals, scholarly books and industry research papers.
[...] Similarly, Mustafa & Amjad (2011) in a study of teachers in Pakistan on the correlation between emotional intelligence and job performance pointed out that “people who manage themselves on their own and who are meticulous have a propensity to be more productive at school.” Under the framework of work outcome and work attitudes, the authors measured the impacts and relationship of emotional intelligence on variables such as job performance, withdrawal intentions, job involvement, career commitment, organizational commitment and job satisfaction. [...]
[...] "The Power Of Emotional Intelligence :Having a high IQ isn't enough to be a star performer." On Wall Street, February http://www.proquest.com.proxy.emerson.edu/ (accessed April 2011). Khurram Shahzad, Muhammad Sarmad, Muhammad Abbas and Muhammad Amanullah Khan, “Impact of Emotional Intelligence on employee's performance in telecom sector of Pakistan.” August African Journal of Business Management Vol.5 pp. 1225-1231, (accessed April 2011). Mustafa, L., and S. Amjad. "Emotional Intelligence Determining Work Attitudes and Outcomes of University Teachers: Evidence from Pakistan." Interdisciplinary Journal of Contemporary Research In Business no (February 2011): 240-259. http://www.proquest.com.proxy.emerson.edu/ (accessed March 30, 2011). Peter [...]
[...] Last but not least, both Pearman (2011) and Khurram (2010) conducted studies on the relationship between emotional intelligence and employee's job performance and leadership as a whole. To begin with, Khurram and his co-workers based their research on the framework pertaining to emotional intelligence vs. employee's relationship management, social awareness, self- management, and self-awareness. Apparently, employees' performance is closely related to an organization's productivity and the success that follows. It follows that employee's performance, primarily managed by processes such as supervisor rating and management by objectives peers evaluation and 360° appraisals are inseparable from employee's job satisfaction. [...]
[...] Third, emotional intelligence is able to moderate the relationship between employee's job performance and job stress. Wu (2011) continued to argue that, in an attempt to improve employee's productivity and job satisfaction, it is advisable to watch individual difference variables such as emotional intelligence related to the perception of stressors from work. As a result, this study came up with the conclusion that the relationship between employee's job performance and emotional intelligence is consistent with the findings in studies from previous Western samples. [...]
[...] Therefore, companies nowadays ought to define the emotional intelligence experiences and clearly identify the products or services that align with business goals. Meanwhile, it is suggested to establish an unequivocal “link between emotional intelligence insights to meet organizational and developmental needs” (Pearman, 2011). Assessment and recommendations If viewed unbiased, most of the above-mentioned studies have the demerits of sample size and industry representativeness limitations. In addition, the subjective basis of measurement and self-reported research methods can be questioned. It is highly recommended that the future studies should focus on expanding the size of sample population, thus offering a better ability to yield the results of the sample. [...]
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