Impact of emotional intelligence on employee’s performance

This term paper is through light on impact of emotional intelligence on performance of employees and the next objective is to know how to become an EI organization. Emotional Intelligence (EI) refers to the ability to perceive, control, and evaluate emotions. Some researchers suggest that emotional intelligence can be learned and strengthened, while other claim it is an inborn characteristic. To do the research thoroughly, review of literature is being taken with twenty articles. Through this study, it is concluded that emotional intelligence has greater impact on performance of employees. Secondly an emotionally intelligent organization is based on an organisational strategy to improve business performance.

Objective

• Objective of study is to through light on the impact of emotional intelligence on performance of employees.
• Second objective is to analyse that how to become an EI organization.

Scope of study

Each and every project study along with its certain objectives also has scope for future. And this scope in future gives to new researches a new need to research a new project with a new scope. Scope of the study could give the projected scenario for a new successful strategy with a proper implementation plan. Whatever scope we observed in our project is this study will be helpful to know the relation between the emotional intelligence and performance on the employees.
The scope for the organization whose employees, if they are lacking in their performance due to low level of emotional intelligence, they can help them to increase their emotional intelligence. Scope of study will can be helpful in future why some employees are outstanding performers while others are not. On the basis of these results an organization can choose a strategy and actions to improve the performance of their employees.
It can give a new dimension in the future to conduct such research on the employees of other sector also The study of data is purely based on secondary data. To get proper understanding about this concept.

Need

In this day and age the Economy is always growing, business volumes rising. We live in a
World where competition is always present and confrontations and battles at a business level are all around us. Therefore management theories develop models on “the rivalry of a company based on its human resources”, with the argument that a company can achieve competitive advantages through creation and protection that increases distinctive value. In this environment managers begin to conclude that the motto is “not knowing how to do it, but yes increasing its value”.

1. It includes the abilities to accurately perceive emotions, to access and generate emotions so as to assist thought, to understand emotions, to access and generate emotions so as to assist thought to understand emotions and emotional knowledge and to reflectively regulate emotions and emotional knowledge and to reflectively regulate emotions so as to promote emotional and intellectual growth.
• Understanding yourself, your goals, intentions, responses, behaviour and all.
• Understanding others, and their feelings.
2. Emotional Intelligence helps the employees to increase their emotional self-awareness, emotional expression, creativity, increase tolerance, increase trust and integrity, improve relations within and across the organization and thereby increase the performance of each employee and the organization as a whole. “Emotional intelligence is one of the few key characteristics that gives rise to strategic leaders in organizations”
3. At a microcosmic level, EI will produce an employee who will know his capability, his job, has an outlook in the future, and is confident of a well-thought action. This will be more valuable than the action of an employee with high IQ and good knowledge, but low EI. This is where; emotional intelligence plays a significant role in the organization and becomes an important criterion of evaluation for judgment of an ‘effective’ employee. At a macrocosmic level, EI increases productivity and trust within and across the organization.

Introduction

In an era of shifting paradigms, one of the world’s fastest growing emerging economies, such as India, should be able to develop its human resources as a source of competitive advantage. In order to develop and enhance workforce capabilities and to successfully compete in the 21st Century, organisations have to embark on future oriented human resources strategies. It could be argued that the individual competencies of the workforce in any organisation would determine its overall success. This success, among other things, may be attributed to the socio-behavioural characteristics and adjustments these individuals have to make in their job-role and position-power to gain common ground in any organisational setting. Therefore the concept of Emotional Intelligence (EI) is playing a vital role in every organization which describes the ability, capacity, skill or, in the case of the trait EI model, a self-perceived ability, to identify, assess, and manage the emotions of one's self, of others, and of groups. Emotional Intelligence (EI) refers to the ability to perceive, control, and evaluate emotions. Some researchers suggest that emotional intelligence can be learned and strengthened, while other claim it is an inborn characteristic. Since 1990, Peter Salovey and John D. Mayer have been the leading researchers on emotional intelligence. In their influential article “Emotional Intelligence,” they defined emotional intelligence as, “the subset of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate aong them and to use this information to guide one's thinking and actions” (1990).
Salovey and Mayer proposed a model that identified four different factors of emotional intelligence: the perception of emotion, the ability reason using emotions, the ability to understand emotion, and the ability to manage emotions.
According to Salovey and Mayer, the four branches of their model are, "arranged from more basic psychological processes to higher, more psychologically integrated processes. For example, the lowest level branch concerns the (relatively) simple abilities of perceiving and expressing emotion. In contrast, the highest level branch concerns the conscious, reflective regulation of emotion" (1997).
Research of EI and job performance show mixed results: a positive relation has been found in some of the studies, in others there was no relation or an inconsistent one. This led researchers Cote and Miners (2006) to offer a compensatory model between EQ and IQ that posits that the association between EQ and job performance becomes more positive as cognitive intelligence decreases, an idea first proposed in the context of academic performance.

Brief History and Definitions

1930s – Edward Thorndike describes the concept of “social intelligence” as the ability to get along with other people. 1940s – David Wechsler suggests that affective components of intelligence may be essential to success in life. 1950s – Humanistic psychologists such as Abraham Maslow describe how people can build emotional strength. 1975 - Howard Gardner publishes The Shattered Mind, which introduces the concept of multiple intelligences. 1985 - Wayne Payne introduces the term emotional intelligence in his doctoral dissertation entitled “A study of emotion: developing emotional intelligence; self-integration; relating to fear, pain and desire (theory, structure of reality, problem-solving, contraction/expansion, and tuning in/coming out/letting go).”The study of emotional intelligence evolved from works by such theorists as Gardner (1983) and Williams and Sternberg (1988), who proposed broader approaches to understanding intelligence. Salovey and Mayer (1990) coined the term “emotional intelligence” and included Gardner’s Intrapersonal and interpersonal components in the construct. Goleman (1998) popularized emotional intelligence in the business realm by describing its importance as an ingredient for successful business careers and as a crucial component for effective group performance.
1. “The ability to monitor one’s own and others’ feelings and emotions, to discriminate among Them, and to use the information to guide one’s thinking and action” (Mayer & Salovey,1993).
2. “The intelligent use of emotions: you intentionally make your emotions work for you by using them to help guide your behaviour and thinking in ways that enhance your results”
(Weisinger, 1998).
3. “The ability to recognize and respond to the emotions and feelings of others, as well as the
Skill to help others manage their emotions” (Schmidt, 1997).

Although many definitions exist, the basic ideas are the same. Emotionally intelligent people are aware of their emotions and the emotions of others. They use that information to guide their thinking and actions.

The Biological Dynamics of Emotional Intelligence

Using emotions intelligently is no easy task because there are deep biological processes involved in emotion. Brain theory suggests that through genetically determined processes, the emotional brain (amygdala along with other limbic structures) tends to dominate over the rational brain (neocortex) and controls the thought processes of individuals (Bear, Conners, & Paradiso, 1996). When situations or critical moments calling for intelligent actions emerge, the amygdale suppresses the rational processes of the neocortex, and interprets or even exaggerates the events as hostile and dangerous to the person. In people who become easily angered, irritated, excited, or upset, this phenomenon can be easily noticed. In such cases, Obeying commands from the amygdala, the person perceives the situation as threatening and starts engaging in defensive, emotionalized behaviour that can take irrational dimensions (Davidson, Jackson, & Kalin, 2000). The person could be depicted as operating in the emotionally less intelligent mode. At this point, an individual becomes emotionally excited, and the body shows symptoms of palpitations, increased blood pressure, and other biological reactions. All these physical reactions occur within the flicker of a moment and could be summarized as an emotional “game” played by the amygdala. Most people experience many such occurrences of emotional games in their lives. In emotionally intelligent people, the mind is able to detect this emotional game played by the amygdala, and thus the capacities of the mind are tuned for controlled emotional involvement. This ability of the EI person to pull back and recognize what is happening inside the mind is called meta-regulation of mood (Mayer, Salovey, & Caruso, 1997). In the mature form of EI, the person is able to channel his emotions constructively and use those emotions as motivational support for the actions of the rational mind.

A description of the high EI individual and relation to Performance

Generally speaking, emotional intelligence improves an individual's social effectiveness. The higher the emotional intelligence, the better the social relations.
The high EI individual, most centrally, can better perceive emotions, use them in thought, understand their meanings, and manage emotions, than others. Solving emotional problems likely requires less cognitive effort for this individual. The person also tends to be somewhat higher in verbal, social, and other intelligences, particularly if the individual scored higher in the understanding emotions portion of EI. The individual tends to be more open and agreeable than others. The high EI person is drawn to occupations involving social interactions such as teaching and counselling more so than to occupations involving clerical or administrative tasks.
The high EI individual, relative to others, is less apt to engage in problem behaviours, and avoids self-destructive, negative behaviours such as smoking, excessive drinking, drug abuse, or violent episodes with others. The high EI person is more likely to have possessions of sentimental attachment around the home and to have more positive social interactions, particularly if the individual scored highly on emotional management. Such individuals may also be more adept at describing motivational goals, aims, and missions.
Note that the specific kind of boost that emotional intelligence gives the individual will be subtle, and as a consequence, require some effort to identify. It will not be exhibited in all social circumstances.

Nonetheless, EI is important for Performance

Some of us accomplish certain tasks with great ease and sophistication; others of us simply can't do those tasks. This is the case with most challenges we face in life. Some of us are great chess players while others of us have trouble just figuring out how the pieces move. Some of us are fabulous conversationalists, while others of us have trouble just saying hello.
Now, the world could do without the game of chess, and the world could do without fabulous conversationalists, but it would be a poorer place for it.
Emotional intelligence is an intelligence having to do with discerning and understanding emotional information. Emotional information is all around us. Emotions communicate basic feeling states from one individual to another -- they signal urgent messages such as "let's get together" or "I am hurting" or "I'm going to hurt you." What ability tests of emotional intelligence tell us is that only some people can pick up and understand and appreciate the more subtle versions of those messages. That is, only the high EI individual understands the full richness and complexities of these communications.

Emotional information is crucial. It is one of the primary forms of information that human beings process. That doesn't mean that everybody has to process it well. But it does mean that it is circulating around us, and certain people who can pick up on it can perform certain tasks very well that others cannot perform.
Everyone needs emotional intelligence to help us through our emotionally demanding days. Even if we are not emotionally intelligent ourselves, we may rely on those higher in emotional intelligence to guide us. But guide us to what? What is it that people high in emotional intelligence can see that so many others are blind to? The key to this lies in what those high in emotional intelligence are particularly good at doing themselves.
They're particularly good at establishing positive social relationships with others, and avoiding conflicts, fights, and other social altercations. They're particularly good at understanding psychologically healthy living and avoiding such problems as drugs and drug abuse. It seems likely that such individuals, by providing coaching advice to others, and by directly involving themselves in certain situations, assist other individuals and groups of people to live together with greater harmony and satisfaction.
So, perhaps even more important than scoring high on an emotional intelligence test, is knowing one's level at this group of skills. Discovering one's level means that you can know whether and how much to be self-reliant in emotional areas and when to seek others' help in reading the emotional information that is going on around oneself. Whether one is high or low in emotional intelligence, is perhaps not as important as knowing that emotional information exists and that some people can understand it. Knowing just that, one can use emotional information, by finding those who are able to understand it and reason with it.
This is the information age. All of us are dependent on information and using it wisely. The advent of the ability model of emotional intelligence enriches our knowledge of the information surrounding us -- it tells us emotional information is there and that some people can see it and uses it. The model encourages all of us to use emotional information wisely -- whether through our own direct understanding, or through the assistance of those who do understand.

Emotionally Intelligent Organisation (Having High Performers)

The Emotionally Intelligent Organisation i.e. an organisation with a high number of emotionally intelligent leaders, managers and critical professionals stands to be at the forefront of organisational practice and performance, and is more likely to be an employer of choice.
Research also supports the view that competence in Emotional Intelligence accounts for over 90% of the difference between ineffective performers and effective performance. Effective performers improve business performance and provide organisations with a competitive advantage.

Becoming an EI organisation

The decision to become an emotionally intelligent organisation needs to be based on an organisational strategy to improve business performance.
To implement this strategy you first need to define what the core capabilities your business requires to achieve its vision, values and business strategies which include Emotional Intelligence clusters and competencies. You will also need to identify the more specific competency profiles for positions within the organisation.
This capability framework and competency profiles, and then forms the basis for your performance management system in conjunction with your Key Performance Indicators. The performance management system then becomes a mechanism for driving and achieving changes in the workplace.
The framework can also be used to support recruitment and selection and other cultural development strategies, thus ensuring a more appropriate match of people and organization goals. Some organizations also have an EI Capability Assessment tool that identifies individual training needs as well as providing a picture of the organisations capability.
The next stage is to grow the emotional intelligence competencies through specific development programs reflecting the organisation’s capability framework.
The Emotional Intelligence Development Programs provided by organization provide a structured pathway to improve the individual’s self-awareness, their self-management and the way they interact with people and develop relationships. In other words it will grow their Emotional Intelligence.
If you do not have a “core” capability framework for your staff, there are still benefits in introducing Emotional Intelligence development programs. These are seen primarily through improved leadership and interpersonal relationships and as a result improved business performance.

RESEARCH METHODOLOGY

Research methodology comprises of two words research and methodology.
Research is a process of defining and redefining problems formulating the different hypothesis with suggested solutions by collecting, summarizing, organizing and evaluating different data’s by thus reaching on solutions with careful testing. Research is common means which refer to search for knowledge and methodology is defined as a particular procedure or set of procedures used in finding the answers of problem or problems.
This research is based on second hand data.
Secondary data: secondary literature is also being used which studies are made by others for their own purposes. For this we have used articles from www.proquest.com, www.ssrn.com and also from times of India, books, journal.

Review of literature

Rahim, Hussain, Saddam (2010) has investigated the effect of demographic factors like Age, Education, Job tenure, Gender and Marital Status on the level of Emotional Intelligence which leads to organizational performance among male and female employees. Research has shown that the female segment is more emotionally intelligent than their male employees in bank sector and there is inverse relationship between the age of the male and female employees and EI. With increase in education level, EI has also improvement in its level. Satisfaction level of employees is also a good determinant of their performance.

Deepa, R. (2009):- Emotional intelligence (EI), which is an ability to manage one’s own and others’ emotions appropriately, has caught the attention of researchers in recent times. It has a significant impact on the personal and professional success of individuals. It has been empirically proven that EI impacts the performance and well-being characteristics of individuals and teams, and facilitates organizational effectiveness and competitive advantage. This paper consolidates the research activities on EI in four areas namely Conceptualization, measurement, Impact, and development, and concludes with directions for future research for adapting this concept to Indian Context.

Peter Taylor (2009) Emotional intelligence is the ability to perceive one's emotions and to effectively manage one's behaviours in emotionally charged situations. It is also the ability to factor in the emotions of others as one interacts with them. In this article the author has provided tips and techniques for applying emotional intelligence to various scenarios. All of these techniques have application in negotiations and supplier development. They are also essential in leadership and coaching. People respond much better to those who treat them with honesty, respect and civility.

Karen Albertsen, et.al(2009)The aim was to examine whether exposures in the psychosocial work environment predicted symptoms of cognitive stress in a sample of Danish knowledge workersand whether performance-based self-esteem had a main effect, over and above the work environmental factors. Knowledge workers, selected from a national, representative cohort study, were followed up with two data collections, 12 months apart. Author used data on psychosocial work environment factors and cognitive stress symptoms measured with the Copenhagen Psychosocial Questionnaire and a measurement of performance-based self-esteem. Results: Measures at baseline of quantitative demands, role conflicts, lack of role clarity, recognition, predictability, influence and social support from management were positively associated with cognitive stress symptoms 12 months later. Performance-based self-esteem was prospectively associated with cognitive stress symptoms and had an independent effect above the psychosocial work environment factors on the level of and changes in cognitive stress symptoms.

Krishnaveni, R., & Deepa, R. (2008):- Today’s workplace is dynamic in nature and is characterized by time deadlines, cross-cultural teams, work pressures, and work-family conflicts, which in turn result in a highly stressed work force. These factors have a negative impact on the well-being of employees and the effectiveness of an organization. The individual competencies of the workforce are strong determinants of an organization’s success. It is in this context that this paper explains how Emotional Intelligence (EI) can be used as a soft tool, to enhance the competencies of individuals and teams in Indian organizations and help them to gain competitive advantage

Lorenzo, Fariselli, et.al (2008)
As in many fields, healthcare is a complex and stressful environment where interpersonal interactions are of paramount importance. This study finds that in a sample of 68 professional midwives and obstetricians in a large urban hospital, emotional intelligence is strongly predictive of performance (66%), stress is slightly predictive (6% to 24%), and emotional intelligence is predictive of stress management (6.5%). The study elaborates on the first finding to identify the differences of effect in seniority (for the most senior employees the effects are strongest) to which specific emotional intelligence competencies are most significant in this context.

Dong, Qingwen (2007):- This study based on a sample of 292 college students shows that interpersonal communication satisfaction can be predicted by individuals’ emotional intelligence. Emotional intelligence is operationalzed based on Goleman’s (1998) conceptualization including self-awareness, self-regulation, motivation, empathy, and social skills. The study suggests that those individuals, who are aware of themselves and others, and who are able to manage themselves and others, tend to satisfy their communication experience with others. However, the study indicates that self-esteem does not have significant impact on college students’ interpersonal communication satisfaction. This finding raises possibilities for further investigation in the area. Limitations and suggestions for future studies are provided

Rajendran, Diana et.al (2007) The concept of Emotional Intelligence (EI) has recently attracted a great amount of interest from HR practitioners and academics alike. Whilst the majority of research in this area has been conducted in Western countries, recent studies have begun to assess the generalisability and validity of the EI concept in cross-cultural settings. The purpose of this paper was to assess the reliability of the Workplace version of the Swinburne University Emotional Intelligence Test in an Indian population. The Workplace SUEIT demonstrated adequate reliability in the sample of 110 participants in India, although the mean scores for the sub-scales were significantly lower than in the Australian normative population. The results are discussed in the context that EI tests need to undergo cross-cultural examination to assess their validity and cultural relevance. Researchers using Indian workplace samples are needed to evaluate the predictive validity of tests of EI in the Indian context.

Singh, Kavita (2007) the concept of emotional intelligence has become so popular in the management literature that it has become imperative to understand and leverage it for the sake of enhancing the capacity of human capital in organizations. As the pace of change is increasing and world of work is making ever greater demands on a person’s cognitive, emotional and physical resources, this particular set of abilities are becoming increasingly important. Since majority of the concerns in organization involve people in different roles, emotional intelligence must become a determining factor for their effective management. It has also been found that ultimately it is the emotional and personal competencies that we need to identify and measure if we want to be able to predict performance at workplace resulting in its effectiveness, thereby enhancing the worth of the human capital. In this scenario the competencies possessed by the people will have a bearing on the extent to which they can actualize their emotional intelligence. The result suggests that emotional intelligence is significantly related with the personal competencies of employees and the variables of personal competency namely, people success, system success and self success have a predictive relationship with emotional intelligence.

William L Weis, David W Arnesen (2007) Interest in emotional intelligence (EQ) has grown exponentially over the past decade. Growing along with that popularity is a demand for management training programs and graduate business courses that help clients and students enhance their EQ awareness and behaviours. So far the response to that demand has been tepid - limited, for the most part, to educating participants on the theory of EQ, offering assessment instruments, and suggesting action plans. This discussion reviews the current state of EQ training and offers an outline for changing EQ attributes based on a course developed for graduate business students at Seattle University.

Wakeman, Chris (2006) “Motivation helps the individuals to define new and improved methods of completing a certain task or performing a job. It also creates loyalty among the individuals, towards their cause. In addition to this, the element of empathy further contributes towards the development of emotional intelligence in an individual. It allows the individual to consider the feelings of the individuals who are expected to be affected by his or her decisions. Emotional Intelligence helps the individuals to realize the fact that their decisions are going to affect others in a positive or a negative manner and therefore they should consider the consequences of their decisions. Finally, social skills allow the individuals to come close to their peers and subordinates and understand their emotional needs."

Timothy Tumer (2006) This study examined the relationships among employees’ emotional intelligence, their manager’s emotional intelligence, employees’ job satisfaction, and performance for 187 food service employees from nine different locations of the same restaurant franchise. They predicted and found that employees’ emotional intelligence was positively associated with job satisfaction and performance. In addition, manager’s emotional intelligence had a more positive correlation with job satisfaction for employees with low emotional intelligence than for those with high emotional intelligence. These findings remain significant after controlling for personality factors. A similar pattern was found for job performance; however, the effect did not meet traditional standards of significance.

Brown, F. William et.al (2006) this article presents a framework for emotional intelligence, a set of skills hypothesized to contribute to the accurate appraisal and expression of emotion in oneself and in others, the effective regulation of emotion in emotion in self and others, and the use of feelings to motivate, plan, and achieve in one's life. They start by reviewing the debate about the adaptive versus maladaptive qualities of emotion. They then explore the literature on intelligence, and especially social intelligence, to examine the place of emotion in traditional intelligence conceptions. A framework for integrating the research on emotion-related skills is then described. Next, they review the components of emotional intelligence. To conclude the review, the role of the emotional intelligence in mental health is discussed and avenues for further investigation are suggested.

Kevin McGuiness, Bauld, Stephen (2006) this article identified some of the critical elements of an Emotional Intelligence (EI) training program, explain their importance, and discuss their relationship to other training efforts. When selecting a suitable EI program, look beyond academic merit for a program with a clear connection to the commercial context in which purchasing professionals must operate. EI training lays the foundation for further specialized training in motivational techniques, including coaching and leadership programs. The prospective trainer should be able to explain how the program information will relate to overall organizational strategy, and how participants will achieve at a high potential, and demonstrate drive, commitment and initiative in the performance of their day-to-day responsibilities.

Joni Rose (2006) Employers no longer just look for a set of industry related skills. They look for leadership potential and that includes a high level of emotional intelligence (EI). The competencies that make up EI include self-awareness, social awareness, self management and relationship management. Being aware of your emotional triggers and why they trigger you is key to practicing emotional intelligence principles. Emotional triggers are events or personality types that cause an intense emotional response. It is crucial to your professional development that you deal with these triggers head-on. They can cause major career derailment, severe stress and emotional burn out if not taken seriously.

Joshua Freedman,et.al (2005) Critical success factors for work and life are predicted by scores on the Six Seconds Emotional Intelligence Assessment (SEI). In a sample of 665, SEI scores are strongly predictive of effectiveness, relationship quality, health, and quality of life. This suggests that emotional intelligence (as measured by the SEI) is an essential element for professional and personal success. Navigate Emotions: learn from and transform feelings Increase Optimism: identify multiple options for changing the future Engage Intrinsic Motivation: build internal energy and drive:-Increase Empathy: respond appropriately to others’ feelings
Pursue Noble Goals: align daily choices with principles and purpose

James Thomas Kunnanatt (2004) in business, it is growing into a multimillion dollar training industry. Multinational corporations and the world’s giant industrial groups are realizing that emotions play an equally important role as intelligence in enhancing employee performance. Daniel Goleman, who popularized the concept, argues that the contribution of emotional intelligence to effective performance at work is as much as 66 percent for all jobs and 85 percent for leadership jobs (Goleman, 1995). Management practitioners all over the world, however, are only beginning to understand what EI is, how EI develops in a person, and what tools, techniques, and methods are available to develop emotional intelligence.

Lennart Sjöberg Elisabeth Engel berg (2004) EI was measured by performance and self-report tasks. Data were also obtained on basic values, some standard personality dimensions such as those specified in the five-factor model, social adjustment and several scales of impression management. Criteria were loneliness, work-family life balance and Internet addiction, and also measures of emotional and value deviance. Participants were college students in a business education program who participated anonymously in the extensive test session, which took about six hours to complete. It was found that EI measures - both self-report and performance - intercorrelated as expected, and that EI was strongly related as expected to criteria. People high in EI reported less loneliness, less Internet addiction and better work/studies - leisure/family balance. Impression management was more strongly related to self-report data than to performance. Self-report data were to a large extent accounted for by measures of personality according to the five-factor model, but performance measures were not. Finally, the extent of faking was measured and controlled for.

Douglas, Caesar et.al (2004)
This study investigates whether the relationship between conscientiousness and performance is stronger for individuals who are high on emotional intelligence. The results of hierarchical moderated regression analyses supported the hypothesis by demonstrating that the relationship between conscientiousness and work performance is positive for individuals high (versus low) in emotional intelligence. However, the opposite pattern was found for those low in emotional intelligence; that is, increases in conscientiousness were associated with decreases in performance.

Findings of study

• There is a positive relation between the EI and performance of employees.
• Emotionally intelligent organization can be made through organizational strategies, self awareness and self management tools, through leadership skills, development programmes.
• Age has an impact on EI, because most of the employee’s falls in the age group of 20 -30, were having high scores of emotional intelligence.
• Individuals who are having high EI have the following characteristics:
- Understand diverse worldviews and are sensitive to group differences
- Are attentive to emotional cues and listen well
- Detect crucial social networks
- Deal with difficult issues straightforwardly
- Listen well, seek mutual understanding, and welcome sharing of information fully
- Foster open communication and stay receptive to bad news as well as good

Hence we can say that emotionally intelligent employees have an impact on their performance and these employees perform well in the organization. These people are more emotionally stable and they are able to express their emotions, these are motivated, they can empathize with other and they are having good social skills. To perform well your responsibilities in the workplace you need to have good social skills, only then you can perform your work well and can take work out of the others.

Recommendations

In the earlier era as we have seen in this project report there was a much emphasis on IQ only and EI was not given much importance but now the scenario has been changed and organization from IQ to EI so here are some of the recommendations for organizations and individuals about EI.As now-a-days, a person is exposed to many cultures and influenced by many things. Organizations earlier used to give tangible benefits to the internal / external customers, these days customers are looking for fulfilment of their emotional needs. Organizations in a long run to maintain customer loyalty they need to take care of employees emotional needs and behave empathetically. Therefore organization should pay attention towards Emotional Intelligence needs of employees.
• Organizations should choose those employees who are having a high level of emotional intelligence. Because these people are more emotionally balanced and they have a better understanding of every situation and they can perform very well in these situations weather it is stress, happiness, anger, love etc.
• Employers should time to time check the level of EI to provide them feedback and get better performance out of them. Because when there is a effective communication between the two sides better will be the results for both the parties hence increased productivity and performance.
• Organizations should give training to employees to improve their EI, because EI can be learned at any age and at any time in life, it is not an inborn characteristic.
• EI techniques should be used to enhance the reasoning of employees.
• Those companies who will be using EI, they’ll remain successful in the future, because the workforce will be emotionally more stable and can handle under every situation.
• Individuals who are having lower level of EI they should work to improve this and it can result in understanding better your emotions and managing them and it will be helpful in workplace and as a result the performance of an individual will be increased.

Conclusion

The present study has produced some important results that have implications for both research and practice. The study on employee’s emotional intelligence and their ability to perform effectively on the job is identified as they are able to manage their emotional intelligence, which has a direct impact on their job. These skills are to be developed for achieving higher employee productivity and to enhance the image of the organization. A particularly interesting finding or result of the present study was that emotional intelligence of employees had an impact on their level of performance on the job. This has implications for management, suggesting that organizations could be profitable by identifying the level of emotional intelligence of employees and apply interventions that are focused on the developing emotional intelligence among the employees in the organization. EI is associated with better performance in the following areas.
• Participative Management.
• Pulling people at Ease.
• Balance between personal life and work.
• Straight Forwardness & Composure.
• Decisiveness
• Doing whatever it takes
• Adaptability.
• Confronting Problem Employees

Most of the organizations are nowadays taking those employees who are emotionally intelligent, so that they can face the workplace problems easily and they can become more productive for the organization. Emotionally intelligent organization can be made through organizational strategies, self awareness and self management tools, through leadership skills, development programmes. So what has been concluded from the whole project report is that emotional intelligence is linked at every point of workplace performance and it is of utmost importance nowadays. In the earlier time EI was not given much emphasis and instead of that IQ is given more importance. People with IQ level are preferred within the organizations but now the scenario has been changed and organizations prefer those employees who are emotionally stable. Hence, to be successful in life EQ plays a vital role.

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