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ABSTRACT
The study examines the impact of Emotional Intelligence on Job Performance in some selected commercial Banks in Port Harcourt, Rivers State. In the course of carrying out the study, the primary and secondary data sourcing methods were adopted. The primary has to do with structured and unstructured questionnaire, personal interviews and observations; while the Secondary data were sourced from existing textbooks, journals, library materials, corporate magazines and internet materials. The population of the study is made up of 126 staff drawn from three commercial Banks in Port Harcourt under investigation out of which a sample size of 96 respondents were drawn via Yaro Yemen’s formula. The frequency distribution tables and including statistical tools such as Chi-square were used for data analysis of the study. However our findings revealed that Emotional Intelligence such as social awareness, self management, and self awareness affects Job Performance in Commercial Banks. Based on these, it is recommended that Human resource department of every Banking Institution should carryout Emotional Intelligence development training on every employee. Secondly, it is also recommended that management executive in an organization should be an emotionally intelligent oriented as to be able to enforce same in their subordinates.
Table of Contents
Cover Page i
ABSTRACT i
DECLARATION Error! Bookmark not defined.
CERTIFICATION Error! Bookmark not defined.
DEDICATION Error! Bookmark not defined.
ACKNOWLEDGEMENTS Error! Bookmark not defined.
Table of Contents ii
List of Figures v
CHAPTER ONE 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of Problem 6
1.3 Objectives of the Study 7
1.4 Significance of the Study 7
1.5 Research Questions 8
1.6 Research Hypotheses 8
1.7Scope and Limitation of the Study 8
1.8 Definition of Terms 9
CHAPTER TWO 11
LITERATURE REVIEW 11
2.1 Conceptual Framework 11
2.2 Concept of Emotional Intelligence 11
2.2.1 Dimensions of Emotional Intelligence 23
2.3 Concept of Employee Performance 26
2.3.1 Measures of Job performance 27
2.4 Emotional Intelligence and Job Performance 30
2.5 Theoretical Framework 32
2.6 Empirical Literature 33
CHAPTER 3 37
RESEARCH METHODOLOGY 37
3.1 Research Design 37
3.2 Population of the Study 37
3.3 Sample and Sampling Techniques 38
3.4 Questionnaire Design 39
3.5 Source and Method of Data Collection 39
3.6 Data Analytical Techniques 40
3.7 Reliability and Validity 41
CHAPTER 4 42
DATA PRESENTATION AND ANALYSIS 42
4.1 Data Collection and Presentation 42
4.2 Data Analysis 43
4.3 Testing of Hypothesis 46
4.4 Discussion of Findings 49
CHAPTER 5 51
SUMMARYS, CONCLUSIONS AND RECOMMENDATIONS 51
5.1 Summary 51
5.2 Conclusions 51
5.3 Recommendations 52
References 53
Appendix I 60
Appendix II 61
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
In the business world, the main purpose of the organization is profit and efficiency. Employee Performance must do with accomplishing standard of accuracy, cost and speed. Performance seemed to be the fulfillment of an obligation in a manner that release the performer from all liabilities under the contract. This means that an employee must be properly, evaluated in term of their productivity, skills, taken decision and total commitment to their job to enable the organization to achieved expected goals (Kuvaas, 2006). Employee performance is derived from the word job performance that means real work produced by employee within a specific time period. Performance is a comparison between the real work compared to the standard set by the company (Dessler, 2000). Performance is the quantity and quality of produced or services rendered by a person in doing the job (Luthan, 2005). Performance is the work of behavior (Armstrong, 1999). Performance is the relationship between work and behavior.
Job Performance is the working result of the employee within a certain time period. Performance is the degree to which the employee reaches the job requirements (Simamora, 1995). Performance is the achievement record resulting from the acquisition of a particular job function or activity during a specific time period (Luthan, 2005).
Job Performance measurement include: quality (fineness, cleanliness, accuracy), the speed of time, the number and kinds of jobs, skills in using tools, and knowledge of the work. Luthan, (2005). One of the ways an organization can enhance employee job performance is through emotional intelligence.
The dynamics of an assemblage of interacting human beings with a central coordination unit, and coupled with the furious pace of change in business today, that poses difficulty to manage relationships that sabotages business more than anything else. It is not a question of strategy that gets us into trouble, but a question of emotions. Researchers and professionals of management and human behaviour0L ignored this importance of emotions and the ability (intelligence) handling the emotions in life situations till such a concept of emotional intelligence were highlighted by Daniel Coleman in 1995. It is believed that learning difficulties as well as various problems of maladjustment at the workplace is due to the poorly developed emotional awareness, which when developed help people to respond to a variety of environmental situations. Emotional intelligence provides the ability to take optimal advantage of one’s innate capabilities by regulating and making use of one’s own emotions. It allows individuals to create human environments in which they can fully apply their abilities and accumulated experience (Alderman, 2001; Rippon, 2001; Sovie & Jawad, 2001; and Hagenow 2001). The term emotional intelligence (E.I) was popularized by Coleman (1995) who claimed that emotional intelligence “can be as powerful, and at times more powerful than intelligent quotient (IQ)”. Emotional intelligence was first referred to in academic literature in 1990 and defined as “the ability to monitor one’s own and others’ feelings to discriminate among then and to use. This information to guide one’s thinking and actions” (Salovey & Mayer, 1990). An empirical study of emotional intelligence demonstrated in the same year by Mayer, DiPaolo and Salovey (1990) posit that “aspects of emotional intelligence appear to be abilities, in the traditional sense, which can be measured”. Mayer, Salovey, Caruso and Sitarenios (2001) later refined their definition to state that emotion intelligence is “an ability to recognize the meanings emotions and their relationships, and to reason and problem-solve on the basis of them”. Penrose, Perry and Ball (2007) opined that the definition of the concept given above differs from those used by some others (e.g, Goleman 1995, 1998 Schutte, Malouff, Hall, Haggerty, Cooper, Golden and Dornhein, 1998). Nevertheless, Ciarrochi, Chan and Caputi (2000) claimed that while definitions vary, “they nevertheless tend to be complementary rather than contradictory”.
Kulkarni, Janakiram and Kumar (2009) maintained that on organization which is a complex scenario, be it public or private sector have to manage change in an effective way. And emotional intelligence plays an important role in helping the managers and employees to cope with this dynamic change in the business environment. Dalip (2001) mentioned that application of emotional intelligence supports the managers and employers to recognize and understand emotions and used emotional intelligence to manage oneself and relationship with others. According to Brackett and Mayer (2003) studies have demonstrated that people who report higher levels of emotional intelligence also report higher levels of attending to health and appearance and more positive interactions with friends and family. Similarly, Schutte, Malouff, Bobik, Coston, Greeson, Jedicka, Rhodes and Wendorf (2001) found a significant positive collation between social skills and emotional intelligence and that participant within higher emotional intelligence reported significantly greater marital satisfaction than those with lower levels. Abraham (2000) found that more emotionally intelligent employees had higher levels of job satisfaction and greater commitment to their organizations. During the past decade management texts claim that emotional intelligence influence on performance and productivity. Also his emotional intelligence affect in all aspects of management (Jordan, Ashkanasy, Hartel & Hooper, 2002). Today, new findings show more attention to emotional intelligence on the job functions (Langhorn, 2004), this result has led managers more attention to emotional intelligence for selection and hiring for jobs that require social interaction (Robbins 2003).
The emotional competences play a role to create the abilities in an individual’s to better control the stress in the workplace. Emotional intelligence competencies generate the skill in individual to choose various courses of action to deal with stress without collapsing, to be positive to solve a problem and feel that one can control the situation (Slaski & Cartwright, 2002).
Emotional intelligent individuals appear to properly handle the negative feelings in way to express it positively allowing people to interact and work together without friction to meet their targets. This ability facilitates the individual to notice timely and redirect their unconstructive stressful relations, emotions and impulses. It is the ability to deter and to think about their reactions to events before starting work. An emotional intelligent individual is a consistent and dedicated employees; often to everything new, even in the most uncertain prospects and sodden changes such as people tend to perceive as a new opportunities rather than as a threat to personal safety and intelligent individual can keep the strike in the worst circumstances, never surrender and don’t fall into panic but react carefully (Goleman, 1998). These competencies may give assistance to construction employees to deal with effectively.
The employees having emotional competencies manage their negative emotions in the workplace and report fewer psychological problems with high levels of job satisfaction and organizational commitment (Gardner, 2005)., bar-on (2003) posit from the investigation carried out by Brown, Kirkealdy and Thome, on the impact of emotional intelligence on police officers and health-care professionals, that police officers have high emotional intelligence respond to stress with better coping strategies and report less depression comparatively than health-care professionals having low emotional intelligence.
In another study of American and Australia college students show that students with high emotional intelligence level, report fewer physical symptoms, less social anxieties and depression. They have self-steem and interpersonal satisfaction and use active coping strategies to deal with their psychological problems (Salovey, Stroud, Woolery & Epel 2002, Ciarrochi, Deane & Anderson, 2002). Emotional intelligence is conceptually relevant for predicting employees’ work performance because organizations require interpersonal interactions to accomplish goals, and because most jobs require the ability to manage emotions. Thus, it is perhaps not surprising that studiesresearch has established a relationship between emotional intelligence and work performance (Cote & Miners, 2006; Goleman, 1995; Lain & Kirby, 2002; Semader, Robins & Ferris, 2006). Therefore, the study seeks to examine the relationship between emotional intelligence and employee performance in selected commercial banks in Port Harcourt.
1.2 Statement of Problem
The concept of emotional intelligence has emerged as an important but still relatively understudies element of competence (Ashkanasy & Daus, 2005; Giardini & Frese, 2006). Emotional intelligence (EI) which refers to abilities concerning recognition and regulation of emotions in self and others, and to use this information to guide one’s thinking and actions (Giardini & Frese, 2008; Mayer, Salovey & Caruso, 2008). Few topics in the organizational behaviour and psychology have been as controversial as emotional intelligence. However, the exaggeration claims of the importance of emotional intelligence in job performance, leadership and other areas of organizational life have also helped to propel the necessity of this study.
It is imperative that with emotional intelligence, employees can handle their emotions accurately and use certain behaviours in the workplace that allow them to gather better information, grip others’ behaviours or make better decisions about their activities, that result in better performance on the job (Kim, Cable, Kim & Wang, 2009).
Although past research has established linkages between emotional intelligence and employee performance in developed countries and some developing countries (Shahzed, Sarmad, Abbas & Khan, 2011; and Kulkarni, Janakiram & Kumar, 2009), but little or none is known about emotional intelligence on employees performance in Nigeria. From the foregoing, the study is determined to examine the relationship between emotional intelligence and employee performance in selected commercial banks in Port Harcourt.
1.3 Objectives of the Study
The main objective of the study is to examine the relationship between emotional intelligence and employee performance in selected commercial banks in Port Harcourt. The specific objectives are as follows:
- To examine the relationship between self-awareness and Job performance.
- To examine the relationship between self-management and Job performance.
- To examine the relationship between social awareness and Job performance.
1.4 Significance of the Study
Job performance is the bedrock for organizational goals achievement. Then catalytic dimension of employee performance in attaining organizational goals cannot be overemphasized. Many factors are believed to have influenced employee performance but the emotion of the employee seems to be the major factor. Hence the study of impact of emotional intelligence on employee performance has itself expressed significance, as it seeks to establish whether any significant relationship exists between the dependent variable (employee performance) and the independent variables (components of emotional intelligence).
It is imperative that this study will provide very useful information for academies, human resource managers, industrial psychologists public/private organizations.
One outstanding role of any academic/educational research is to extend the frontiers of knowledge. It is the researchers’ conviction that the findings, results, discussions and recommendations will help enhance the available knowledge of emotional intelligence on employee performance. It will even lead to further investigations by other scholars on other dimension of this variable, therefore forming a basis for reference in the future.
1.5 Research Questions
- Does self awareness influences emotional intelligence of employee at workplace
- Does self management influences emotional intelligence of employee at workplace?
- Does social awareness influences emotional intelligence of employee at workplace?
1.6 Research Hypotheses
The following hypotheses were formulated to guide the researchers.
Ho1: There is no significant relationship between self awareness and employee performance.
Ho2: There is no significant relationship between self management and employee performance.
Ho3: There is no significant relationship between social awareness and employee performance.
1.7Scope and Limitation of the Study
This study is on the impact of emotional intelligence on Job Performance.
Content Scope: The study focuses on the influence of the components of emotional intelligence (self-awareness, self-management and social awareness) and performance measured by productivity, effectiveness and efficiency.
Geographical Scope: This study is delimited in Port Harcourt Metropolis with special reference to selected Commercial Banks in Port Harcourt which include First Bank, Guarantee Trust Bank and Union Bank PLC Port Harcourt, Rivers State.
Unit of Analysis: The unit of analysis in this research involves the individuals at the time of carrying out the study.
Limitation of the study
This study involves an investigation of career development in relation to employee performance. Hence it is a micro level study.
The major limitation of the study is the short time frame the research lasted, coupled with the tight academic time table, which prevented a very comprehensive study. The fund available to the researcher was also limited and therefore the study was limited to a small portion of the survey population.
Another limitation is the difficulties, encountered by the researcher in obtaining all needed information and materials from the right source and compilation of data for the project.
1.8 Definition of Terms
Conscientiousness: This is taking responsibility for personal performance. People with this competence: meets commitments and keep promises; hold them accountable for meeting their objectives; and are organized and careful in their work.
Employee: This is a person, company or organization that is paid to work for some body.
Emotional Stability: This is the psychological consultancy of mood.
Performance: This is the ability to do the job and role perception in order to achieve a particular goal.
Productivity: The oxford advance learner dictionary defines productivity as efficiency, especially in industry, measured by comparing the amount of goods or services produced with the time or resources used to produce. It can always be seen as the ratio to measure how well an organization (or individual, industry, country) convents input resources (labour, materials, machines, etc) into goods and services.
Self Confidence: This is the sureness about one’s self-work and capabilities. People with self-confidence and decisiveness are able to make sound decisions despite uncertainties and pressure. They can voice views that are unpopular and go out on a limb for what is right.
Self Control: This is one’s ability to manage descriptive emotions and impulses people with self-control managers their impulses, feelings and distressing emotion well. They stay composed, positive, and unflappable even in trying moments. They think clearly and stay focused under pressure.