Organisation Business - Essay Example

?“Critically discuss the relation between emotional intelligence and employee performance.” “Be calm in arguing; for fierceness makes error a fault; and truth discourtesy”. George Herbert It is rightly said that workers must leave emotions at the door before entering workplaces. This is because unchecked emotions lead to unwanted outbursts or reactions which may cause stress, thus jeopardizing personal and professional development, and misdirected efforts translating into failure to achieve desired goals and objectives. It negatively affects productivity and job performance as more often than not, decisions taken under stress, lead to disastrous results. Emotional intelligence is largely promoted and touted to be the key to success in contemporary times, since it is all about retaining balance of self and reacting intelligently rather than emotionally, to any given situation at the work place. The power of emotional intelligence and its impact on employees’ work performance has been discussed and widely debated over the years (Homans, 1950; Rothlisberger & Dickson, 1939). However the relationship between the two has been recognized and acknowledged by researchers and organizations alike, only recently (Ashkanasy, Zerbe & Hartel, 2005). It has often been observed that not all employees are equally skilled at team work, and successful in leading or dealing with other employees. The concept of emotional intelligence can be used by managers, to unravel the mystery behind the failure of apparently intelligent employees with great credentials and strong academic and cognitive skills to perform at work (Murphy, 2006). It has been established through various research that there is a direct relationship between emotional intelligence and the failure of employees at managerial positions to perform adequately at work (Lombardo, Ruderman, & McCauley, 1988, 199-216). The interest and literature on the concept of emotional intelligence is growing, with fair amount of evidence about its impact on job performance. The same can be utilized by the management while hiring, so that the right kind of employees with higher emotional intelligence can be hired for managerial positions. Although there is mounting evidence regarding the significance and relevance of ‘emotional intelligence’ on employees’ job performance, there are fair amount of criticisms of the concept, as well (Matthews, Zeidner, & Roberts, 2002; Landy, 2005, 411-424; Locke, 2005, 425-431). The same has been discussed in the subsequent sections. Definitions of emotional intelligence: According to Wharam (2009, 11), Emotional Intelligence is: “The potential to be aware of and use one's own emotions in communication with oneself and others and to manage and motivate oneself and others through understanding emotions” According to Jones (2006, 412) Emotional Intelligence entails the use of insight and balance of self, in decision making. It helps individuals in attending to problems or critical organizations situations an intelligent way; establish and improve better contacts and relationships within the organizations; help in motivating people around them skill-fully; manage themselves effectively in stressful situations by staying calm and focused and create positive emotions such as hope and compassion while dealing in stressful environment, thus encouraging people to develop a positive vision and attitudes. According to Salovey et al., (2004, 31): Emotional intelligence refers to "the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth". The key characteristics of Emotional intelligence as observed from the above definitions include: awareness of self; ability to manage and control one's emotions; the ability to use such self-control and direct it towards attainment of organizational goals; identify the emotions of other employees at work and motivate them - alternatively referred to as 'people skills'; use the same for developing and maintaining harmonious relationships with ones' co-workers/ colleagues or clients. Analysis and Discussion: There is mounting evidence which relates emotional intelligence with enhanced job performance. According to Ashkanasy (2003, 24-29) employees in organizations are exposed to a wide range of emotions such as happiness; worry; frustration etc., which can have a direct impact on their performance and affect their productivity significantly. Employees do not work in isolation, and they are required to communicate with their superiors, subordinates and team-members through-out the day. The emotions experienced by an individual, thus plays a major role in the manner in which they interact with others at work and affect their interpersonal communications significantly (Cote & Miners, 2006, 1-28). Emotional intelligence has the ability help individuals in controlling and diverting their emotions for good and towards the realization of constructive organizational goals. In a study conducted by Day and Caroll (2004, 1443-1458) it was observed that performance of tasks requiring cognitive skills entail use of an individual's ability to monitor and control their own emotions. The study also observed that those who were skilled at controlling their emotions performed better in cognitive tasks as compared to those who lacked such skill, or had no control over their emotions. Thus, individuals are believed to falter under stress or pressure, thus affecting their job performance, in the process. In another study conducted by Lopes, Grewal, Kadis, Gall, & Salovey, (2006, 132-138) it was observed that employee rank and pay were greatly influenced by an individual's performance in a cognitive task, i.e. those employees who excelled in cognitive skills were placed higher and paid more than their counterparts. In a study conducted by researchers in Hong Kong the emotional intelligence was linked directly with employee performance, in jobs which required emotional labour. The ability to control one's emotions was ranked highly since it greatly affected interpersonal skills, while cognitive skills were ranked relative lower (Wong and Law, 2002, 243-274). Studies such as these, indicate the relative importance emotional intelligence commands in organizations world-wide. There were several other studies which focused on analyzing the relationship between emotional intelligence and job stress and commitment. According to Nikolaou and Tsaousis (2002, 327-342) emotional intelligence is directly related to lower stress levels among employees and signifies better mental health. This observation can be used by managers and employers while hiring employees especially in job positions which require high level of stress and constant pressure to perform in critical situations. A positive relationship between emotional intelligence and commitment to work was found in several studies. According to research, emotional intelligence is linked to job satisfaction; and dedication among both male and female employees (Petrides & Furhnam, 2006, 552-569; Law et al., 2004, 483-496; Nikolaou & Tsaousis, 2002). Thus on the basis of the above mentioned studies, it can safely be presumed that emotional intelligence leads to positive traits such as improved interpersonal skills; increased dedication at work; increased job satisfaction and appropriate use of emotions for the attainment of organizational goals. It can also be observed, on the basis of the studies discussed above, that emotional intelligence is perceived as a type of intelligence or skill which helps individuals perform better at work. In cases or situations where an individual is required to work in groups or interact with fellow employees, this skill helps in dealing with people in a better manner, by gauging their emotions and motivating them to perform better. It also aids in coping with stressful situations at work and manage and control the situation effectively,a skill which is perceived as most important, for managers or employees applying for managerial jobs. The individuals with high emotional intelligence not only perform better themselves but also manage to motivate others and improve their productivity as well. According to Yukl (1997) the role of a leader is of utmost significance in organizations, mainly because of the responsibilities carried by them. The leaders are required to motivate their followers and sub-ordinates and direct them towards achievement of common organizational goals. The role of a leader also entails frequent interaction with their fellow colleagues and / or subordinates. According to Hill (1992) newly appointed leaders find it extremely challenging to adjust their level of performance with that of their subordinates since both have different capabilities, and pace. Emotional intelligence is more likely to be of use in such a situation, by helping such newly appointed leaders in establishing better communication with their subordinates. Emotion is an integral part of motivation, since it helps in influencing others to obtain the desired goals (Lord & Kanfer, 2002, 5-19). Thus, the ability to acknowledge, apply and contol emotion in the right direction and in a proper manner, may help the leaders in effectively motivating their subordinates to perform better. Furthermore, there are various studies which have successfully established a positive link between the behaviour of the leader and its impact on motivating the employees. According to Dasborough (2006) the behaviour and attitudes of the leader during interpersonal communication plays a major role on employees' behaviour with regard to the manner in which they respond emotionally. If the leader displays positive attitudes and / behaviour then the employees are more likely to display positive emotions and vice-versa. This study is further supported by other researchers who have claimed that leader behaviour and moods are highly contagious at the workplace, and the employees emulate the same (Bono & Ilies, 2006; Sy, Cote, & Saavedra, 2005). Criticisms: Although the significance and relevance of the concept of emotional intelligence have been acknowledged and embraced by researchers and organizations, there are various criticisms for the concept as well. Opponents or critics of the concept have dismissed the concept as a passing fad which is of no relevance in the practical world (Steiner, 1997). Some have labelled it as yet another word used by corporations and management professionals to describe something which already exists, but in a different manner and under a different title (Woodruffe, 2001, 26-29). Various other researchers have raised serious doubts regarding the legitimacy of the concept (Epstein, 1998; Hedlund & Sternburg, 2000; Mayer et al., 2000, 396-420; Roberts, Zeidner, & Matthews, 2002, 196-231). Becker (2003) argues that the validity of the concept is unreliable since the measures use to measure the same are invalid and highly doubtful. He also states that there is no appropriate method developed so far, to measure emotional intelligence with precision, and hence whether the concept is significant or not cannot be stated accurately. Also, he states that there is no significant difference between general intelligence and emotional intelligence and there is no way to appropriately differentiate between the two. However, there are yet another group of researchers who have not completely dismissed the validity of the construct, and have stated that the concept does hold significance, although it may not have been defined appropriately and the surrounding on which it is based is relatively weak (Luthens, 2002, 57-76; Hedlund & Sternberg, 2000). Self Reflection and Evaluation: According to the studies and research conducted on the topic, it can be claimed that emotional intelligence is an integral and inevitable part of an individual’s personality which has various peculiar traits, such as the ability to control and manage one’s emotions, assess and identify the emotions and feelings of those around them; and to use the same in motivating others. It is these traits that give certain employees an edge over the others, in an organizational setting. Emotionally intelligent employees are known to fare better than their counterparts solely because of their ability to control and manage emotions. An over-stressed leader who loses his calm cannot guide his team and direct them towards the accomplishment of their common goals. On the other hand, a calm and self-composed leader, can not only think more clearly, but also motivate and encourage his subordinates to excel in their given tasks and help in enhancing their overall performance. Although critiques regarding the validity of the construct exist, there is almost a unanimous approval regarding the ability of emotional intelligence in enhancing job performance. The differences exist merely at the definition level, whereby emotional intelligence and social intelligence are termed as same by the critics. However, research has proved that only high IQ and / or high cognitive abilities cannot help employees excel in their performance. This claim can be stated with conviction on the basis of studies conducted by researchers, who have shown through systematic research that academically brilliant employees are not always high performing ones. Organizations today function amidst an environment of high competition, which entails jobs requiring their employees to constantly work under high pressure and stress. Controlling and managing emotions under such strenuous job conditions, is not only essential but highly inevitable. Only those who can handle such negative emotions can survive and excel. It is on account of this reason that organizations today include emotional quotient as one of the criteria while hiring. Great ideas can only come to minds which are emotionally secure rather those who are constantly under pressure, stressed and in a battle to control their own emotions. Conclusion: On the basis of the above discussions it can be safely stated that although the concept of emotional intelligence has its fair share of controversies and criticisms, the validity of the same is not entirely dismissed by researchers. The only problem with the concept is the validity of the manner in which its constructs are used, and if worked on properly, the concept does hold value. Further research on the concept can help in eliminating the weaknesses of the previous research, as pointed out by the critics and the theories surrounding emotional intelligence can be used to strengthen and / or to lend more relevance and credibility to the concept. Also, the research is mostly used and applied in organizational settings. Thus, if the scope of the concept is widened by applying it diverse settings and across various sectors, it may help in eliminating the cynicism which surrounds the concept in recent times. Furthermore, it can also be argued that the concept or the term might be controversial but the fact that the ability to control emotions positively influences enhanced job performance cannot be denied. Emotional outbursts at places of work can prove to be disastrous and it is only through emotional strength and the ability to think calmly in stressful situations, can help leaders, individuals and mangers in workplaces, steer their colleagues and the firm towards positive realization of goals. References: Ashkanasy, N. M., & Nicholson, G. J. (2003). Climate of fear in organizational settings: Construct definition, measurement, and a test of theory. Australian Journal of Psychology, 55, 24-29. Ashkanasy, N. M., Zerbe, W.J., & Hartel, C. E. J. (Eds.). (2005). Research on emotion in organizations, Volume 1: Affect and its effects in organizational settings. Oxford, UK: Elsevier Science. Becker, T. (2003). Is emotional intelligence a viable concept? 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