LOVELY PROFESSIONAL UNIVERSITY

DEPARTMENT OF MANAGEMENT

                                       Report on Summer Training

SIGNIFICANCE OF EMOTIONAL INTELLIGENCE AND ITS IMPACT ON JOB  SATISFACTION

Submitted to Lovely Professional University

In partial fulfillment of the

Requirements for the award of Degree of

Master of Business Administration

Submitted by:

Name of the student:………………………

University Roll No. …………………………..        

Reg No: ………………

DEPARTMENT OF MANAGEMENT

LOVELY PROFESSIONAL UNIVERSITY

PHAGWARA

( 2008-2010 )

ACKNOWLEDGEMENT

    “Sometimes our light goes out,

     But is blown into flame by another human being.

     I owe deepest thanks,

     To those who have rekindled this light”

Acknowledgement is the perfect way to convey heartiest thanks to all outstanding personalities.

I consider myself fortunate to receive my summer training in an esteemed organization like LIBERTY SHOES LTD. Yet the opportunity could not have been utilized without the guidance and support of many individuals.

 I am grateful to all staff members for providing me the required documents, which lead to the successful completion of this project in its present shape.

Table of contents:

NO.                                                                                                                  PAGE NO.

1.0 INTRODUCTION                                                                                      4      

        1.1 Emotional Intelligence                                                                       4        

        1.2 Job Satisfaction                                                                                  12

        1.3 EI and Performance                                                                          13

        1.4 Use of EI in HR Application                                                             14                                                                  

        1.5 Objective, Need, Scope and Research methodology                                                                                                                            

        1.6 Research Methodology                                                                              

2.0 LIBERTY INTRODUCTION                                                                  18

3.0   LITERATURE REVIEW                                                                       20                                                                        

4.0   EMOTIONAL INTELLIGENCE AND JOB SATISFACTIO            28

5.0   SUMMARY                                                                                               66

       5.1   Findings                                                                                               67

       5.2   Limitations                                                                                          68

      5.3   Recommendations                                                                               69

6.0 BIBLOGRAPHY                                                                                         70

7.0 QUESTIONNAIRE                                                                                     71

1. Introduction to the Subject

In the present scenario, cut throat competition, stretched goals, cultural differences among the diverse workforce and imbalanced work life have lead to increasing level of stress in employees, also increase the job dissatisfaction. This satisfaction adversely affects the performance of the employees and becomes an undesirable and paramount the organization problem. Hence the scientific researchers shown that the emotional intelligent person is more adaptive to the environment and more productive for the organization. Therefore, tools stress due to the job dissatisfaction can prove to be important for making the employees more efficient and effective. Research also reveal that emotional quotient contributes 80% in the success of the person as compared to the 20% contribution of the intelligence quotient (IQ) only.

Therefore, EQ is undoubtedly a very important dimension of a person’s personality. Researchers also suggest that Emotional Intelligence oriented interventions can be successful tools for making employees more job satisfied and stress less.

By developing our Emotional Intelligence we can become more productive and successful at what we do, and help others to be more productive and successful too. The process and outcomes of Emotional Intelligence development also contains many elements known to reduce stress for individuals and organizations, by decreasing conflicts, improving relationships and understanding and increasing stability, continuity and harmony which leads to the job satisfaction.

1.1 Emotional intelligence

To understand the concept of emotional intelligence,it would be useful to have an idea of what emotions are . the word emotion comes from the latin word motere which means to move this donates that all emotions induce desire to act the Oxford English  dictionary defines emotions as , any agitation or disturbance of mind ,feelings, passion.

Emotional intelligence  is the “capacity for recognizing our own feelings and those of others, motivating ourselves, and managing emotions well, in ourselves and in our relationships”.from definition we can identify that emotional intelligence has two major components:

PERSONAL COMPETENCE

SOCIAL COMPETENCE

Personal competence includes awareness of the self, i.e understanding one own emotions, feelings etc and management of the self, i.e the ability to deal with changing situations.

Social competence means social awareness and management of relationships. Social awareness is the ability to understand the feelings of others while management of relationships is the ability to work effectively with other persons.

According to (Higgs and Dulewicz ,1999), EI is to achieve one's goals through the ability to manage one's own feelings and emotions, to be sensitive to, and influence and to balance one's motives and drives with conscientious and ethical behavior. EI is conceptualized as an intrapersonal construct in these definitions. According to other academics, EI is related to understanding and managing ones own and others' feelings and emotions (Cooper and Sawaf, 1998; Goleman, 1998).

(Salovey and Mayer 1990) defined EI as a form of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them, and to use this information to guide one's thinking and action. They conceptualized EI as conceptually related mental abilities that can be divided into four branches

1. The ability to recognize emotion/Perception of emotion.
2. The ability to use emotions to assist the thought process
3. The ability to Understanding emotions./aware of emotion
4. The ability to Managing emotions (Mayer and Salovey, 1997).

The first  branch involves the ability to understand emotions from the facial expression and postures of a person . It involves the perception of a emotions expressed through non verbal channels of communication .The second branch involves the ability to use emotions to assist the thought process. Understanding emotions is the ability to understand emotional information, to understand how emotions combine and progress through relationship transitions, and to appreciate such emotional meanings. In addition to these, managing emotions is the ability to be open to feelings, and to modulate them in oneself and others so as to promote personal understanding and growth. It is also stated that EI comes out if a person uses his or her competencies at the right time and place. Thus, EI can be considered as emotional competencies that a person uses in self-management and in relationships with others. These competencies supply effective communication among individuals and control of emotions (Boyatzis et al., 2000).

The concept of emotional intelligence received worldwide attention in 1995 with the publication of the book Emotional Intelligence .Why It Can Matter More Than IQ by Goleman .Goleman defined emotional  intelligence as: “a different way of being smart .

It include knowing your feelings and using them to make good decision; managing  your feelings well; motivating yourself with zeal.

According to (Goleman, 1998), the emotional competencies are both linked to emotional intelligence and they are based on emotional intelligence. EI indicates a person's “potential” to learn basic practical skills. Emotional competencies indicate the degree of application of the potential while working. These competencies are learned and they lead to higher performance at offices/working areas. High EI does not guarantee the development of emotional competencies, it only shows that there is a potential to improve emotional competencies. Therefore, a certain level of emotional intelligence is necessary to learn the emotional competencies (Gowing, 2001). For instance, the ability to recognize exactly what another person is feeling enables one to develop a specific competency such as influence. Similarly, people, who are able to regulate their emotions, will find it easier to develop a competency such as initiative or achievement drive (Cherniss, 2000).

Goleman attests that the best remedy for battling our emotional shortcomings is preventive medicine. In other words, we need to place as much importance on teaching our children the essential skills of Emotional Intelligence as we do on more traditional measures like IQ and GPA.

"Emotional Intelligence is a master aptitude, a capacity that profoundly affects all other abilities, either facilitating or interfering with them."--Daniel Goleman 

The term encompasses the following five characteristics and abilities:

• Self-awareness--knowing your emotions, recognizing feelings as they occur, and discriminating between them

• Mood management--handling feelings so they're relevant to the current situation and you react appropriately

• Self-motivation--"gathering up" your feelings and directing yourself towards a goal, despite self-doubt, inertia, and impulsiveness

• Empathy--recognizing feelings in others and tuning into their verbal and nonverbal cues

• Managing relationships--handling interpersonal interaction, conflict resolution, and negotiations

Goleman’s definition of emotional intelligence proposes four broad domains of EQ which consist of 19 competencies:

Self-Awareness

• Emotional self-awareness: Reading one's own emotions and recognizing their impact 
• Accurate self-assessment; knowing one's strengths and limits
• Self-confidence; a sound sense of one's self-worth and capabilities

Self-Management

• Emotional self-control: Keeping disruptive emotions and impulses under control
• Transparency: Displaying honesty and integrity; trustworthiness
• Adaptability: Flexibility in adapting to changing situations or overcoming obstacles
• Achievement: The drive to improve performance to meet inner standards of excellence
• Initiative: Readiness to act and seize opportunities
• Optimism: Seeing the upside in events

Social Awareness

• Empathy: Sensing others' emotions, understanding their perspective, and taking active interest in their concerns
• Organizational awareness: Reading the currents, decision networks, and politics at the organizational level
• Service: Recognizing and meeting follower, client, or customer needs

Relationship Management

• Inspirational leadership: Guiding and motivating with a compelling vision
• Influence: Wielding a range of tactics for persuasion
• Developing others: Bolstering others' abilities through feedback and guidance
• Change catalyst: Initiating, managing, and leading in a new direction
• Conflict management: Resolving disagreements
• Building bonds: Cultivating and maintaining a web of relationships
• Teamwork and collaboration: Cooperation and team building

ANALYZING THE IMPACT OF EMOTIONAL INTELLIGENCE IN THE WORKPLACE

Emotions are all-pervasive in an organisation. These emotions  can either positive and negative .Both these types of emotion will have an effect on the behavior of employees and this in turn will affect the total organizational culture.

NEGATIVE EMOTIONS IN WORKPLACE

Many organisational problems such as absenteeism, high employee turnover, decreased productivity,etc, can have their roots in the negative emotions in the organization to which authorities have not paid attention. Some of the indicators for the existence of negative emotions at the workplace  are the following.

Poor  working conditions

Lack of job security

Lack of team effort

Poor career prospects

Employees who are  not suited for the job

Very high or low levels of stress

Lack of job security

Constant fear of change in the organisation

                    Negative emotions that are not recognized can become toxic in an organisation. If unchecked ,these emotion can lead the organization into serious trouble, affecting the normal work-flow of the organization . following  are some of the existence of  negative emotions at the workplace.

Low productivity

Absenteeism

High employee turnover

Lack of motivation

Increase in conflicts

Loss of team spirit

Loss of faith in organisation

Reduction in production quality

Increase in customer complaints

POSITIVE EMOTIONS IN WORKPLACE

Positive emotions in the workplace  are those  which helps in achievements of  organisatoinal goals.  They can lead to high morale, improved performance, and better job satisfaction. People who have positive emotions can think better and do their work more effectively. Healthy employees are the asset of  organisation as there will be reduced absenteeism due to sickness and as a result ,reduced on spending on medical  benefits

EMOTIONAL INTELLIGENCE IN INDIAN ORGANISATIONS

Many Indian  organisation have realized the importance of emotional intelligence and  have come out with innovative ways to motivate employees who are high on emotional quotient and low on  monetary cost to the organisation  .These ‘reward and recognition’ programs which include cash incentives ,gift certificates, and stock  plans ,and paid holiday packages-all of which are aimed at motivating the employees emotionally.

Emotional Intelligence as a factor for  managerial promotions in Tata Group

The Tata group which has about 10,000 managers all together , has developed a method to  continuously evaluate its managers with a high level of objectivity. They have developed a matrix which tracks the  emotional intelligence which they call ‘energy’ of  their  managers against intuition which they call ‘experience’ . The distinctive leaders as per this matrix have multi-location and multi-functional ‘experience’. they should also have a high level of physical , emotional , and intellectual energy.

The analysis provided by the matrix helps the group to keep track of the  potential leaders in the group and utilize their  abilities for the betterment of the group . the matrix is fairly easy to follow and provides a rational basis for tracking key managers and in idennnnnnntifying high performers or proven leaders.

L’Oreal’s  experiment with Emotionally Intelligent Salespersons

Cosmetic major L’Oreal gives importance to emotional intelligence as one of the criteria  for selecting applicants for sales jobs. The company realized  that the sales staff chosen on the basis of emotional intelligence was more productive  than those  who were not selected on this basis . the sales staff chosen  on the basis of  emotional intelligence  achieved higher sales  figures than those who were not selected  based on emotional intelligence as one of the selection criteria  .  it was also observed that the  sales staff that was choosen on the basis of emotional intelligence stayed longer at the job than others.

‘                      

1.2 Job satisfaction

Job satisfaction  refer to the  collection of feelings that an individual holds towards his or her job . A person with a high  level of job satisfaction  holds positive feelings about  the job , while a person who is dissatisfied with his or her job holds negative  feelings about a job .

Job satisfaction describes how content an individual is with his or her job. Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job, an affective reaction to one’s job, and an attitude towards one’s job. (Weiss 2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviours. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations.

1.2.1 Job satisfaction and emotions

Mood and emotions while working are the raw materials which cumulate to form the affective element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. There is some evidence in the literature that state moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction. Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced. Emotion regulation and emotion labor are also related to job satisfaction. Emotion work (or emotion management) refers to various efforts to manage emotional states and displays. Emotion regulation includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional labor emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional labor are not uniformly negative.

It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction. The understanding of how emotion regulation relates to job satisfaction concerns two models:

1. Emotional dissonance. Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions, that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction.

Social interaction model. Taking the social interaction perspective, workers’ emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction. Performance of emotional labor that produces desired outcomes could increase job satisfaction

1.3 EI and performance

A study of Indian situation  confirmed  the positive interrelationship between job satisfaction , job performance and job motivation.

Recent studies showed that EI based competencies are better predictors of performance than IQ by itself (Cherniss, 2000; Feist and Barron, 1996; Snarey and Vaillant, 1985). Success depends on not only EI, but also EI based on competencies (Goleman, 2001a). Emotional competencies indicate the level of individuals' work performance. That is to say, even though they have similar IQ levels, individuals may have different work performance because of their EI. (Sevinc, 2001; Emmerling and Goleman, 2003). A discriminate function analysis indicated that EI scores were able to fairly identify high and low performers (Bar-On, 2005). An analysis of job competencies at 286 organizations worldwide by Spencer and Spencer (1993) indicated that eighteen of the 21 competencies in their generic model for distinguishing superior from average performers were EI based (Goleman, 2001b).

McClelland (1998) investigated that the division of leaders of a global food and beverage company with a critical mass of strengths in EI competencies outperformed yearly revenue targets by a margin of 15 to 20 percent. Among life insurance company CEOs, the very best in terms of corporate growth and profit were those who drew upon a wide range of emotional competencies (Goleman, 2000). (Boyatzis's ,1999) research showed that experienced partners at a large consulting firm contributed significantly more profit to the firm from their accounts if they had demonstrated a significant number of the emotional competencies.

1.4 Use of EI in HR applications

The importance of emotional competencies and their relation to performance lead organizations to develop and maintain emotional intelligence in their present employees (Emmerling and Goleman, 2003). Therefore, human resources (HR) departments use more emotional competencies based applications. There are basically two ways to increase emotional intelligence in an organization:

1. Hire people who are emotionally intelligent.
2. Develop emotional intelligence of the current employees (Jacobs, 2001).

For both of the applications organizations need to determine competency models for every position and job that describe the key competencies that are required for a certain job (McLagan, 1980). These competency models can be either set for the organization itself or determined for every occupation groups such as sale, marketing, HR.

1.5 Objective, Need, Scope And Research Methodology

1.5.1 Objectives of the Study

• To study the co-relation between Job Satisfaction and Emotional Intelligence.
• To find out the satisfaction level of the employees at  Liberty Shoes LTD Karnal.          

            To suggest measures to improve the satisfaction level of employees.

Need of the Study

LIBERTY is doing a lot of retrenchment these days and employees are suffering from a slot of stress these days and are highly dissatisfied with their job. Research says that Emotional Intelligence helps to reduce stress by 66%.So by this study I will be able to find that whether there is any correlation between Emotional Intelligence and Job Satisfaction and if there exists a corelation than how company can use it to enhance the performance of employees.

1.5.3 Scope of study

This proposed study is being limited to LIBERTY SHOES LTD,Karnal. This proposed study will help to find the impact of Emotional intelligence on job satisfaction .

1.6

Research Methodology

Method is a way of doing something and methodology is a set of methods used in a particular area of activity. The research methodology employed in the research is as given by Philip Kotler.

• Developing the problems and research objective
• Developing the information sources.
• Collecting and analyzing the information
• Presenting the information

1.6.1 Research problem

Significance of Emotional Intelligence and its impact on Job Satisfaction at LIBERTY SHOES Ltd.

1.6.2 Research Design

Research Design is a series of advanced decisions that taken together comprise a master plan or model for the conduct of an investigation. So research design provides a framework of plan for study, which guides the collection, measurement, analysis, and interpretation of the data. The research carried out here is descriptive in nature. Descriptive research provides data about the population or universe being studied. It can describe 5 W’s, 1H i.e. what, when, why, who, where, and how. 

1.6.3 Sample Design and Size 

 The population of study is corporate office LIBERTY SHOES Ltd. And the sample size of 100 employees working in Corporate office, LIBERTY Ltd. This study is based on convenience sampling for which areas of are limited to LIBERTY SHOES Ltd,Karnal.

1.6.4 Method of Data Collection

 The fourth step of research methodology is data collection. It can be done through primary or secondary techniques. In this study both the techniques are used to collect the data.

• To collect primary data a survey will be conducted on Employee Satisfaction through a questionnaire, which will be filled by the employees of Corporate Office.  Various questions will be asked to gain maximum information from the respondents.

• For secondary data I have referred journals, magazines and Internet.

1.6.5 Scaling Technique

Scaling techniques is used in this survey, for understanding the co-relation between emotional intelligence and job satisfaction and the answers of the respondents are elucidated by asking them to indicate their level of agreement on a given five point likert scale with values ranging from “1” (strongly disagree) to “5” (strongly agree).

1.6.6 Hypotheses formation

In order to fulfill my first objective, following hypotheses is formed.

H0- There is no correlation between job satisfaction and emotional intelligence.

Ha- There is a correlation between job satisfaction and emotional intelligence.

1.6.7 Data Analysis and Interpretation

Weighted average will be calculated for all the values on the Likert scale and CORELATION will be applied to check the relation between Emotional intelligence and Job satisfaction.

The data is processed and analyzed by tabulation interpretation so that the findings can be communicated and can be easily understood. The findings are presented in the best possible way. Tables and graphs will be used for illustration of principal findings of the research.

Overview of the industry

Development of the footwear industry in India

The footwear industry in India has been dominated by the unorganized sector. The market size of the domestic footwear industry is around Rs120bn-150bn. According to Liberty's estimates the organized sector occupies only 25% of the entire domestic footwear market. Benefits available to the unorganized sector have given them an opportunity to produce shoes at a much lower cost. Besides the dominance of the unorganized sector, the footwear industry in India is driven only by necessity. The average consumption of shoes is low at 0.6 pair per person as compared to the average consumption of shoes world over which is 5-6 pairs per person. Footwear consumption in India is not yet driven by fashion. The majority demand of shoes comes from need based shoes like hawai chappals, 8 school shoes and plastic footwear. One of the primary reasons for footwear not developing into an important fashion accessory is due to the lack of availability of good footwear brands due to the large presence of the unorganized market. Besides low consumption of shoes, the Indian footwear market is also characterized by low average realizations which are presently close to Rs150 per shoe. Footwear, as an industry has not been given the necessary opportunity to thrive. Tax structure on footwear is higher as compared to tax on apparels. The excise on footwear is 16% while that on apparels in nil. VAT on footwear is also higher at 12% as compared to 4% on apparels With growth in organized retail as well as increasing consumer spend we expect strong growth in the footwear sector. According to The Marketing Whitebook, 2005, 13% of a consumer's expenditure in organized retail is on footwear (Refer Exhibit 13). The average consumption of shoes in India is expected to go up to 1-1.5 pairs per person over the next 2-3 years from the current average consumption of 0.6 pairs per person. Along with consumption the average realization per shoe is also expected to go up to Rs.300 from Rs.150 as on date. The recent introduction of the VAT regime has given an opportunity to the organized sector to increase their share in the footwear market. In this changing scenario in the footwear market, we believe that Liberty's strategy of introducing various price points to cater to different income groups will help them in garnering a greater market share. Moving up the value chain by introducing brands to cater to higher income groups as well as putting up retail shops in malls will auger well for the company. This strategy will help establish their

brands as well as increase margins. Another interesting aspect is the company's change in focus from men's shoes to concentrating on shoes for the entire family.

ABOUT LIBERTY SHOES LTD.

Liberty Shoes Ltd. is the only Indian company that is among the top 5 manufacturers of leather footwear in the world with a turnover exceeding U.S. $100 million. It produce more than 50,000 pairs of footwear a day covering virtually every age group and income category. Products are marketed across the globe through 150 distributors, 350 exclusive showrooms and over 6000 multi-brand outlets, and sold in thousands every day in more than 25 countries including fashion-driven, quality-obsessed nations like France, Italy, and Germany.We produce more than 50,000 pairs of footwear a day covering virtually every age group and income category. Products are marketed across the globe through 150 distributors, 350 exclusive showrooms and over 6000 multi-brand outlets, and sold in thousands every day in more than 25 countries including fashion-driven, quality-obsessed nations like France, Italy, and Germany

History

It was the 25th December of 1954 when India was nurturing its growth as a free country, three dreamers in a small town in erstwhile Punjab thought of producing an Indian brand of footwear to make a basic necessity available to their countrymen..Mr. D P Gupta, Mr. P D Gupta and Mr. R K Bansal allowed their vision to cross every barrier and brought cutting-edge technologies to their own country. Within a short span of time, the name, Liberty became a synonym to quality footwear in the domestic market and this encouraged the company to invest further for enhancing production capacities and to cater to the demands of international markets.

With 50 years of excellence, today Liberty produces footwear for the entire family and is a trusted name across the world. In the domestic market it is one of the most admired footwear brands and holds the largest market share for leather footwear.

Review of literature

Goleman (1998) research demonstrates that Emotional Intelligence has proven to be twice as important as any other competency in any job role. The tougher and more challenging the role the more Emotional Intelligence becomes the important factor in success. Sales people, high in emotional intelligence, have proven to outperform others by up to 319%. He also found that 90% of exceptional leaders results are attributed to their Emotional Intelligence and observed that being successful is much more than just intelligence. IQ only accounts for about 4% to 20% of results. It shows the critical factor for sustained achievement is not only a function of ability or talent but 80% of achievement is dependent on Emotional Intelligence.

McClelland (1999) found that when senior managers had a critical mass of   emotional intelligence capabilities, their divisions outperformed yearly earnings goals by 20%. Division leaders without that critical mass under performed by almost the same amount." He found that the more positive the overall moods of people in the top management team, the more cooperatively they worked together - and the better the company's business results."

Egon Zehnder (2000) found that Emotional Intelligence Leads to Success in Top Executives. Around the World For 515 senior executives analysed, those who were primarily strong in emotional intelligence were more likely to succeed than those who were strongest in either relevant previous experience or IQ. In other words, emotional intelligence was a better predictor of success than either relevant previous experience or high IQ. More specifically, the executive was high in emotional intelligence in 74 percent of the successes and only in 24 percent of the failures The study included executives in Latin America, Germany, and Japan, and the results were almost identical in all three cultures.

George, J.M. (2000) reported that in Working With Emotional Intelligence, 80-90% of the competencies that differentiate top performers are in the domain of emotional intelligence. While IQ and other factors are important, it's clear that emotional intelligence is essential to optimal performance. Leaders excellence begins and ends with their inner resources: “Executives who fail to develop self-awareness risk falling into an emotionally deadening routine that threatens their true selves. Indeed a reluctance to explore your inner landscape not only weakens your own motivation but can also corrode your ability to inspire others. 

John Wiley & Sons, Ltd. (2000) investigates in his study the relationship between the gender composition of an employee's work group and the employee's job satisfaction, using a random sample over 1600 U.S. workers. After controlling possible confounding variables, analysis shows that the level of an employee's job satisfaction is related to the gender composition of the employee's work group, and that the relationship of these variables does not differ between male and female employees. Both men and women working in gender-balanced groups have higher levels of job satisfaction than those who work in homogeneous groups. Employees working in groups containing mostly men have the lowest levels of job satisfaction, with those working in groups containing mostly women falling in the middle. These results are consistent with predictions based on Blau's theory of social structure, that satisfaction would be highest for employees in more heterogeneous groups

McClelland (2000) reviewed 30 companies and found that higher EI scores differentiated the top performers from average ones. Some of the companies reviewed by them are: In a landmark study of one of the UK's largest restaurant groups, there was clear evidence that emotionally intelligent leaders were more effective. Managers high in emotional intelligence had restaurants that outperformed others with increased guest satisfaction, lower turnover, and 34% greater profit growth. The link between EQ and leadership was also clear at PepsiCo. In a pilot project, executives selected for EQ competencies far outperformed their colleagues, delivering, 10% increase in productivity, 87% decrease in executive turnover ($4m), $3.75m added economic value, over 1000% return on investment. In organizations where leadership is most visible, the affect (emotional behavior) of the leaders plays a major role. It could be seen clearly in the way some teams "walk on tip toes" when the boss is "having a bad day." Perhaps that's why their study showed the most effective leaders in the US Navy use EQ behaviors -- they are warmer, more outgoing, emotionally expressive, dramatic, and sociable. A study conducted by him of 358 leaders within Johnson and Johnson identified a strong link between superior performing leaders and emotional competence. The conclusion is powerful: "Emotional competence differentiates successful leaders."

HayGroup (2000) found that there is a great deal of research that links emotional intelligence with individual performance and organizational productivity. Partners high in emotional intelligence in a consulting firm delivered 139% more profit from their accounts than other partners. Sales people trained in emotional intelligence competencies achieved a sustained 87% improvement in sales and the training delivered in excess of 2000% return on investment in the first year. Sales people selected on emotional intelligence competencies had 63% less turnover than those selected in the traditional way. Insurance sales people strong in emotional intelligence sold policies on average of twice the value of those low in emotional intelligence. Exceptional leaders attributed 90% of their success to their emotional intelligence.

Eq Consortium (2000) A study of 80 Ph.D.’s in science who underwent a battery of personality tests, IQ tests, and interviews in the 1950s when they were graduate students at Berkeley.  Forty years later, when they were in their early seventies, they were tracked down and estimates were made of their success based on resumes, evaluations by experts in their own fields, and sources like American Men and Women of Science. It turned out that social and emotional abilities were four times more important than IQ in establishing professional success and prestige.

Benjamin Schneider (2001) found that whatever kind of organization you run, a primary measure of success would be the way your customers perceive you. Your organization's ability to attract and retain customers requires far more than customer satisfaction. To create loyal customers, organizations must endeavor for "customer delight.” Emotional intelligence is at the core of relationships, and a sales maxim is that” relationships are everything." Just how much do relationship factors affect sales and the customer’s view of your organization? And what internal skills do your people need to create customer delight? MetLife selected salespeople on the basis of optimism -- one of the emotional intelligence competencies -- they outsold other MetLife salespeople by 37%. So the emotional skills of people in your organization have a profound affect on the relationship between the organization and your customers.

Boyatzis (2002) found in research conducted in Deming Center for Quality Management that 50% of time wasted in business is due to lack of trust. In other words, emotional intelligence has a profound impact on productivity and individual success. Perhaps that's one reason why after a Motorola manufacturing facility used HeartMath's stress and EQ programs, 93% of employees had an increase in productivity. Likewise, after supervisors in a manufacturing plant received training in emotional competencies, lost-time accidents were reduced by 50%, formal grievances were reduced from an average of 15 per year to 3 per year, and the plant exceeded productivity goals by $250,000.

Davidson (2002) found a significant correlation between the interpersonal emotional component and specific performance. Thus the capacities of empathy, social responsibility and social relations may predict better performance in the specific characters of IA. Moreover, the correlation between EI and adjustment dimensions showed significantly higher correlations; while cultural adjustment is not correlated with any EI dimensions, interaction fit correlates with all the EI dimensions except for stress management; adjustment at the work place was only correlated with intrapersonal emotional component. The correlation between adjustment variables and success variables shows that cultural adjustment is positively correlated with satisfaction among global managers. Adjustment at work correlates negatively with the wish to terminate the assignment. In other words, those who adjust less well to work show greater interest in terminating their assignment.

Lorenzo Fariselli (2002) found that the power of EQ, or emotional intelligence, was even greater for the most senior team members.  While on average EQ explains over 66% of the variation in performance scores, for the most senior team a member that increases to nearly 80%.   In other words, the more senior you are, the more important it is to be an expert with emotions. He says, “Around the globe we’ve seen that emotional intelligence is the difference that makes the difference.  Leaders who choose to be emotionally intelligent create mission success and drive value,” He said that many organizations view EQ as an investment they might make when they have the resources, but he offers a different suggestion: “EQ is most essential in times of stress and challenge; training in this area is a ‘life ring,’ not an ‘investment.’”

Matthews, G., Zeidner, M., & Roberts, R. D. (2002) found that the primary reason people leave a job is relationship based. One of the key factors is the quality of the relationship between the employee and her/his supervisor/manager. As leadership guru Richard Leider says, "People don't leave companies -- they leave leaders." What distinguishes relationships that lead to retention? They found the relationship between EI and effective leadership. Understanding precisely how EI relates to effective leadership may have several implications for human resource practitioners and leadership search firms, particularly in the area of selection and leadership development. Specifically, aspects of EI identified as underlying attributes of effective leaders may provide additional selection criteria for identifying potentially effective leaders. Moreover, research on EI and effective leadership may identify new sets of emotion-based skills, which could be used in leadership training and development programs to enhance leadership effectiveness. The knowledge gained from research into EI and leadership may increase the understanding of effective leadership and help produce powerful tools for the selection, and training and development of leaders, potentially enhancing organizational climates and performance.

Dainy.N.garrison (2003) found in his study, “The Impact of Employee Attitudes on Market Response and Financial Performance” that how employee satisfaction and engagement drive an organization’s bottom-line success, even if those employees have no direct contact with customers. Results of the study suggest that influencing customer behavior goes beyond advertising, beyond delivering on a brand’s “promise,” beyond customer service and beyond product research and development. Influencing customer behavior, which in turn affects an organization’s success, also requires specific efforts to maximize employee engagement and satisfaction. The study addresses a universal business principal: it is far less costly, and more fiscally prudent; to serve and nurture relationships with current customers than it is to acquire new customers.

James R (2003) explored the emotion work of leadership, which was defined, as the need to manage ones owns emotions and to influence the emotions of others. The recently renewed interest in emotions in the field of organizational behavior, as demonstrated in recent research that focused on emotion in the workplace, emotion intelligence, and the emotional aspects of transformational leadership. They discussed the challenges that global leaders face when dealing with emotions and emotional display in unfamiliar cultures. Finally, suggested the ways that increasing cultural intelligence might help global leaders meet these challenges.

Judith Timson (2004) observes that it is one emotion that is purely up to the individual to define and identify for herself. For workplace leaders, this knowledge can be very useful in maintaining high levels of employee satisfaction within your company. Giving employees challenging (but not unrealistically so) and new opportunities and projects can help keep them interested in doing their job, which can in turn keep productivity levels high. This is also good to keep in mind when there is a job opening in your company; hiring from within will not only save on training costs, it will also provide employees in new positions with new challenges to keep them stimulated. Timson also notes that another source of satisfaction is in knowing that you have done something well, so leaders should also take care to offer genuine positive feedback. Compliments are excellent motivators, if they are heartfelt, and they are free to give, so make sure your employees know when they are doing a good job. High levels of employee satisfaction are correlated to high levels of productivity and low levels of absenteeism, so companies can save money by contracting a consulting firm to measure for employee satisfaction and to identify areas that can be improved to increase employee satisfaction

Meeking Alan (2005) that job satisfaction is one of those terms that might mean different things to different people. For some there is no satisfaction in any kind of work. For others, all their personal dignity comes from their job. Job satisfaction can be measured in terms of money, status, benefits, pension schemes and holiday bonuses. A good employer will, of course, acre about all of these issues. Productivity is however, their main responsibility. At times, this sets up a conflict between a workers job satisfaction and employers needs. This then is when unions appear most necessary. Their stated goal is to assure workers rights and create a decent working environment. Thus, job satisfaction does have an impact on union membership.

Semra Ayden (2005) explained the effect of emotional intelligence and its dimensions on job satisfaction and organizational commitment of nurses had been investigated in this study. This paper examined the relations among emotional intelligence, job satisfaction and organizational commitment of nurses and the mediating effect of job satisfaction between emotional intelligence and organizational commitment. It was found that job satisfaction is a mediator between emotional intelligence and organizational commitment. The other findings of the study was that self-emotional appraisal have direct effects on organizational commitment whereas job satisfaction is a mediator between “regulation of emotion” and organizational commitment.

Cooper Cary (2007) warned that even a modest drop in job satisfaction could and can lead to emotional burnout of "considerable clinical importance." Depression and anxiety were now the most common reasons for people starting to claim long-term sickness benefits, overtaking reported illnesses such as back pain. He said;"Employers should seriously look at tackling the consequences of job dissatisfaction and related health problems with innovative policies. This would be a wise investment given the potential substantial economic and psychological costs of unhappy or dissatisfied workers. Workers who are satisfied by and in their jobs are more likely to be healthier as well as happier. New working practices and technological advances are rapidly changing the way we work. Many jobs are becoming more automated and inflexible. Organizations are reducing their permanent workforce and converting to 'outsourcing', which is increasing feelings of job insecurity. These trends have contributed to a 'workaholic' culture throughout the UK and Europe-a climate that is impacting negatively in the levels of enjoyment and satisfaction that employees gain from their work." Line workers at every level are feeling these effects and most are unaware that something constructive can be done. Management- from senior to junior- has a real part to play in developing EQ within the workplace, which is benefit, filled. Businesses, which are progressive and forward thinking, should consider EQ awareness through education to benefit its most vital resource-its employees. Emotional Intelligence has been shown to develop people and working practice which in its turn, improves that all important efficiency and ‘bottom line’.

David (2007) This investigation among 158 freshmen examined the association between emotional intelligence (emotional-relevant abilities) and stress (feeling of inability to control life events), considering personality (self-perception of the meta-emotion traits of clarity, intensity and attention) as a moderating variable. Results suggest that emotional intelligence is potentially helpful in reducing stress for some individuals,, but unnecessary or irrelevant for others. We highlight results among the highly stressed intense but confused participants in particular because they have average emotional intelligence, but do not appear to use it, presumably because they lack confidence in their emotional ability.

CHAPTER-4

4. EMOTIONAL INTELLIGENCE AND JOB SATISFACTION ANALYSIS

4.1 Salary  

4.1.1 Table

Figure 4.1.1

Interpretation: This shows that most of the employees at LIBERTY are satisfied with the salary provided to them as 39% of the respondent agrees and 19% strongly agree that the salary provide to them is sufficient and satisfactory whereas 27% disagree and 6% strongly disagree that they are not satisfied with the salary provided by company.

4.2 Benefits

4.2.1 Table

Figure 4.2.1

Interpretation: This shows that most of the employees are satisfied with the benefits that are provided by LIBERTY as 38% of the respondents agree to the statement and 18% strongly agree whereas 24% disagree and only 7% strongly disagree that they are not satisfied with the benefits that are provided to them by the company.

4.3 Frequency and amount of bonuses

4.3.1 Table

Figure 4.3.1

Interpretation: 36% of the respondents agree that they are satisfied with the amount and frequency of bonuses provided to them, 19% of the respondents strongly agree and 8% shows an indifferent attitude towards the statement whereas 30% disagree and 7% strongly disagree that they are not at all satisfied with the amount and frequency of bonuses that are provided to them by the company.

4.4 Connection between pay and performance

4.4.1 Table

Figure 4.4.1

Interpretation: 39% respondents agree that there is a connection between pay and performance and 17% strongly agree whereas 15% shows an indifferent attitude and 24% disagree that there is no connection between pay and performance and 5% strongly disagree to the statement.

4.5 Security and administration of your pension plans

4.5.1 Table

 Figure 4.5.1

Interpretation: Maximum number of the respondents feel that there is security and administration of their pension plans as 47% of the respondents agree to the statement and 19% strongly agree and very less respondents disagree to the statement as only 17% disagree and 4% strongly disagree.

4.6 Workload

4.6.1 Table

Figure 4.6.1

Interpretation: The result shows that there is a lot of workload as 49% of the respondents agree and 20% strongly agree that there is a excessive work load in LIBERTY, 20% of the respondents showed an indifferent attitude and very less disagree i.e. only 9% and 2% strongly disagree that their no workload in the company.

4.7 Flexibility of working hours

4.7.1 Table

Figure 4.7.1

Interpretation: This shows that most of the people are dissatisfied by the flexibility of hours provided by LIBERTY as 39% of the people disagree that the company is not providing flexibility of hours and 18% agree and strongly agree that the company is providing flexibility of hours and 21% of the respondent shows an indifferent attitude towards the statement.

4.8 Physical working conditions

4.8.1 Table

Figure 4.8.1

Interpretation: Most of the respondents are satisfied by the physical working conditions as 43% of the respondents agree that the physical working conditions provided by the company to them are satisfactory and 19% strongly agree. Only 12% disagree and 2% strongly disagree that they are not at all satisfied with the physical working conditions that are provided by the company.

4.9 Opportunity for advancement

4.9.1 Table

Figure 4.9.1

Interpretation: The result showed that most of the employees are dissatisfied with the career advancement opportunities that are provided at LIBERTY as 43% disagree with the statement and 14% strongly disagree whereas only 3% strongly agree and 25% agree that LIBERTY provides good opportunity for advancement.

4.10 Job security

4.10.1 Table

Figure 4.10.1

Interpretation: This shows that most of the people are dissatisfied with the statement as there is less job security in LIBERTY as 38% disagree and responded that there is no job security and 9% strongly disagree whereas only 6% of the respondents strongly agree and 19% agree that job security is provided by LIBERTY.

4.11 Ability to influence decisions that affect you.

4.11.1 Table

Figure 4.11.1

Interpretation: The result shows that the employees don’t have any access to the ability to take the decisions that affect them as most of them have shown a negative attitude towards the statement as 41% disagree and 15% strongly disagree whereas only 5% strongly agree and 20% agree that they are able to influence the decisions that affect them.

4.12 Opportunity to work on interesting projects

4.12.1 Table

Figure 4.12.1

Interpretation: this shows that the employees at LIBERTY don’t get enough opportunity to work on interesting projects as 37% of the respondents disagree with the statement and 10% strongly disagree that they don’t get any opportunity to work on interesting projects. Only 17% agree and 6% strongly agree with the statement.

4.13 Access to company sponsored training and seminars

4.13.1 Table

Figure 4.13.1

Interpretation: This shows that employees at LIBERTY are highly dissatisfied with the training and seminars that are sponsored by the company and that employees have no access to such seminars as most of the respondents disagree with the statement i.e. 45% disagree and 12% strongly disagree where as only 15% agree and 3% strongly agree that they have an access to training and seminar and are satisfied with them.

4.14 Transparency in company’s policies

4.14.1 Table

Figure 4.14.1

Interpretation: 30% of the respondents agree that their is transparency in companies policies, 15% strongly agree, 20% of the respondents shows an indifferent attitude and 356% of the respondents disagree and responded that there is no transparency in companies policies.

4.15 Communication with your supervisor

4.15.1 Table

Figure 4.15.1

Interpretation: the chart shows that 35% of the respondents are dissatisfied with the communication with their supervisor and 2% strongly disagree whereas 23% of the respondents showed an indifferent attitude towards the statement. 30% agree that their communication with their supervisor is good and 10% strongly agree.

4.16 Your overall relation with your supervisor

4.16.1 Table

Figure 4.16.1

Interpretation: This shows that 30% of the respondents agree, 10% strongly agree that their overall relation with their supervisor is good, 23% showed an indifferent attitude and 35% of the respondents disagree that they are not satisfied with the overall relation with their supervisor.

4.17 Your relationship with your peers

4.17.1 Table

Figure 4.17.1

Interpretation: this shows that employees are satisfied with their relation with their supervisor to greater extent as 49% of the respondents agree and 15% strongly agree with the statement, 15% of the respondents shows an indifferent attitude and 21% disagree that they are not satisfied with their relation with the peers.

4.18 Your overall satisfaction with your job

4.18.1 Table

Figure 4.18.1

Interpretation: Most of the employees are satisfied as 33% of the respondents agree, 15% strongly agree with the statement, 10% of the respondents shows an indifferent attitude and 37% of them disagree, 5% strongly disagree and showed their dissatisfaction towards their job.

4.19 Negative feelings help me to address what I need to change in my life.

4.19.1 Table

4.19.1 Figure

Interpretation: This shows that 33% of the respondents strongly agree that unconsciously but negative feelings help them to address the change in the life and 30% agree, 10% show indifferent attitude towards the statement, 15% disagree and there are 12% people who strongly disagree with this statement as they find it difficult to handle the negative feelings. Large population in LIBERTY Ltd. is there who are able to manage their negative feelings.

4.20 I use both positive and negative emotions as a source of wisdom about how to navigate my life.

4.20.1 Table

Figure 4.20.1

Interpretation: This shows that large population agree that their negative and positive emotions are the source of wisdom to navigate their life as 16% strongly agree and 32% agree to the statement and 16% disagree, 18% strongly disagree that they don’t consider their emotions as the source to navigate their life and 18% of the population shows an indifferent attitude towards the statement.

4.21 I am able to motivate myself to try and try again in face of setbacks.

4.21.1 Table

Figure 4.21.1

Interpretation: The result shows that 18% of people strongly agree that they are able to motivate themselves to face the setbacks, 22% agree with the statement, 28% people shows an indifferent attitude whereas 18% disagree and 14% strongly disagree that they are unable to motivate themselves to face the setbacks.

4.22 I am calm under pressure.

4.22.1 Table

Figure 4.22.1

Interpretation: This shows that 21% strongly agree and 19% agree that they are able to remain calm under pressure, which is very good for their work life where as 27%, disagree and 25% strongly disagree to manage the workload or pressure with calmness. This shows that large population is unable to manage the workload or pressure whereas 8% shows an indifferent attitude towards the statement.

4.23 I am effective at listening to other people problem

4.23.1 Table

Figure 4.23.1

Interpretation: This shows that 34% of the respondents strongly agree that they are effective at listening to other people problem and 28% of the respondents agree, 9% shows an indifferent attitude whereas 17% disagree and 12% strongly disagree that they are not at all effective at listening to other’s problems. That means maximum respondents at LIBERTY Ltd. are effective at listening to their co-worker’s problems.

4.24 I can get the people calm down in difficult situation.

4.24.1 Table

Figure 4.24.1

Interpretation: This shows that 16% of the respondents strongly agree that they get people calm down in difficult situation and 35% agree with the statement whereas 20% shows an indifferent attitude. 19% of the respondents disagree that they can’t get the people calm down in difficult situation and 20% strongly disagree which shows that most of the respondents at LIBERTY Ltd. are able to get the people calm down in difficult situation.

4.25 I can easily shake-off negative feelings.

4.25.1 Table

Figure 4.25.1

Interpretation: This shows that 22% of the respondents strongly agree that they are easily able to shake-off their negative feelings, 27% agree with the statement whereas 15% disagree and 19% strongly disagree that they are unable to shake-off their negative feelings. This shows that large numbers of respondents are able to easily shake-off their negative feelings.

4.26 I am sensitive to the emotional needs of the other’s.

4.26.1 Table

Figure 4.26.1

Interpretation: This statement reveals that 39% of the respondents strongly agree that they are sensitive the emotional needs of other people, 47% agree to the statement and 14% shows an indifferent attitude towards this statement. This shows that maximum people at LIBERTY Ltd. are able to understand the needs of their colleagues, which is good for the organization.

4.27 People view me as an effective coach for others emotions.

4.27.1 Table

Figure 4.27.1

Interpretation: 24% of the populations strongly agree that people view them as an effective coach for other’s emotions that means they are able to understand the emotions of the other people but 11% shows an indifferent attitude and 15% disagree and 13% strongly disagree with the statement that they are not an effective coach.

4.28 I try to be creative with life’s challenges.

4.28.1 Table

Figure 4.28.1

Interpretation: This shows that 29% of the respondents strongly agree, 51% agree that they are creative with the challenges of the life and always find new ways to face the challenges of the life, which is again a good trait. 10% of the respondent’s don’t agree with this statement as they found themselves not as much creative with life’s challenges.

4.29 I respond appropriately to other people’s moods, motivation and desires.

4.29.1 Table

Figure 4.29.1

Interpretation: This shows that most of the respondents respond appropriately to other people’s mood as 19% of the respondents strongly agree to the statement and 29% agree hence large number of the respondents are able to respond to the mood and desires of other’s and motivate them appropriately where 25% of the respondents shows an indifferent attitude and 10% strongly disagree with the statement.

4.30 I cannot stop thinking about my problems.

4.30.1 Table

Figure 4.30.1

Interpretation: The results shows that most of the respondents cannot stop thinking about their problems as 25% strongly agree and 59% agree which shows that 84% of the respondents cannot stop thinking about their problems and only 7% disagree and 3% strongly disagree that their problems don’t affect them to greater extent.

4.31 I am capable of soothing myself after upsetting moments.

4.31.1 Table

Figure 4.31.1

Interpretation: This statement shows that 14% of the respondents strongly agree that they are capable of soothing themselves after upsetting moments, 24% agree to the statement, 14% of the respondents shows an indifferent attitude, 28% disagree and 20% strongly disagree that they are not unable to sooth themselves after upsetting moments.

4.32 I worry about things that other people don't even think about.

4.32.1 Table

 Figure 4.32.1

Interpretation: This shows that very few respondents worry about things that other people don’t even think about as only 7% of the respondents strongly agree to the statement and 20% agree whereas 28% of the respondents show an indifferent attitude. Most of the respondents disagree with the statement that they don’t worry about the things that people don’t even think about and 16% strongly disagree with the statement.

4.33 I need someone's push in order to get going.

4.33.1 Table

 Figure 4.33.1

Interpretation: 32% of the respondent’s agree that they need someone's push in order to get going and 15% strongly agree to the statement whereas 14% shows an indifferent attitude. 26% of the respondents disagree and 15% strongly disagree that they don’t need someone’s push in order to get going.

4.34 Sometimes I feel my life is full of dead ends.

4.34.1 Table

Figure 4.34.1

Interpretation: This shows that most of the respondents feel that their life is full of dead ends as 21% of the respondents strongly agree to the statement and 36% agree whereas 4% shows an indifferent attitude and 25% disagree, 14% strongly disagree to the statement i.e. they don’t feel sometimes that life is full of dead ends.

4.35 I am not satisfied with my work unless someone else praises it.

4.35.1 Table

Figure 4.35.1

Interpretation: This shows that most of the respondents are not satisfied unless someone else praises it as 27% of the respondents strongly agree to the statement and 49% agree and only 3% of the respondents have shown an indifferent attitude whereas very less respondents strongly disagree i.e. only 4% strongly disagree that they are satisfied with their work even if someone else don’t praise it.

4.36 People who are aware of their negative feelings are better pilots of life.

4.36.1 Table

Figure 4.36.1

Interpretation: This shows that maximum people agree that those  having awareness of their feelings are better pilots of their life that means such people are able to run their life in a better way as 60% agree with the statement and no respondent disagree with the statement and only 11% shows an indifferent attitude.

STATISTICAL TOOL: CORRELATION

HYPOTHESIS:

H0- There is no correlation between job satisfaction and emotional intelligence.

Ha- There is a correlation between job satisfaction and emotional intelligence.

Correlation value of Emotional intelligence and job satisfaction is .851

We know,

                   R=0.851

Coefficient of deterioration=  (r)2   = (.851)2

                                                        =   72%

72% variability in job satisfaction is employed by emotional intelligence.

Now we check the probable error,

                                       P.E = 1-r2 

                                                                          √N

                                               = 1-0.72

                                                     √100

                                                = 0.28

                                                10

                                          = 0.028

We know that,

r <P.E………………………..No correlation

r> P.E………………………...Weak correlation

r>6P.E……………………….Strong correlation. i.e.  [0.85>0.168]

Hence there is strong correlation.

r ±  P.E

r = 0.851, P.E = 0.028

0.822………………0.878

Hence correlation lies between this range. So at the end the researcher can say that null hypothesis got rejected and alternative hypothesis may be accepted for the given respondents.

5. Summary

I have conducted this research by taking two variables, Emotional Intelligence and Job Satisfaction. The topic of my research is “ Study of Emotional Intelligence and it impact on Job Satisfaction”. This study is conducted on the employees of LIBERTY SHOES Ltd.Karnal. The sample size of the study is 100. It seems logical that emotionally intelligent person is more job satisfied as compare to others and emotional quotient can be assumed as the major determinant of job satisfaction. From my study I have found the correlation between the Emotional Intelligence and Job Satisfaction. The scope of the study as there are number of footweart industries in India is limited up to certain parameters, i.e. it is conducted on the employees working in LIBERTY SHOES  Ltd.Karnal. The research that is carried out is descriptive in nature and convenience sampling is taken. The statistical tool, which is used for the study, is correlation, through my research I have found that strong correlation exists between Emotional Intelligence and Job Satisfaction. Even it is found that employees in LIBERTY are more dissatisfied by the extrinsic benefits provided by the company rather than the intrinsic benefits and the end suggestions are given to enhance the satisfaction level of employees.

Hence as there is a positive correlation between Emotional Intelligence and Job

Satisfaction, at the time of selection and hiring of the employees, company should conduct a test to check the Emotional Intelligence of the employees and must provide training and seminars to enhance the emotional quotient.

Findings

• There is a strong correlation between Emotional Intelligence and Job Satisfaction. The value of correlation comes to be 0.85.
• Employees are satisfied to greater extent with the intrinsic benefits provided by the company like salary, benefits, amount and frequency of bonuses.
• Employees are dissatisfied to greater extent with the extrinsic benefits provided by the company like no participative management, less flexibility of working hours, less carrier advancement opportunities which are very essential for growth of the employees.
• The major reason for dissatisfaction is no job security in LIBERTY as they are changing their norms very quickly they reduced the retiring age of an employee from 60 to 58 and have given only one month’s notice to an employee to leave the organization which is wrong. They are opening new department’s and retrenching old employees with 1 month even one day notice like they opened have opened new department i.e. water jet looms for which they have closed various department and have retrenched around 1200 employees with 1 week notice.
• Employees are highly dissatisfied as LIBERTY is not providing any opportunity to work on interesting projects and employees are facing a lot of problem of job monotony, which is affecting both their efficiency and effectiveness.
• Most of the employees are unhappy with their job and job profile.
• Employees are dissatisfied with the training and development programs organized by the company.

Limitations

As the research is based on a sample, therefore findings may not reveal the factual information about the research problem, though an utmost care was taken to select the truly representative sample. Carrying this survey was a great learning experience for me but I faced some problems, which are listed below:

• There is small sample size of the study due to organizational constraints.
• Many of the respondents will not give response that makes the data collection vague to certain extent.
• Only a small part of Footwear industry and small sample size is taken from LIBRTY Ltd. To study the emotional intelligence which is not sufficient to predict the exact impact of its on job satisfaction.
• Generally the respondents were busy in their work and were not interested in responding rightly.
• Respondents were reluctant to disclose complete and correct information about themselves and the organization.
• Due to lack of awareness it is difficult to get proper data from the employees.
• The last but the most important point that survey was carried through Questionnaire and the Questions were based on perception.
• Employees must be given new and interesting projects to work on and more of job rotation and job enrichment must be done to decrease job monotony and increase satisfaction.

5.3 Recommendations

• As there is positive correlation between the Emotional Intelligence and Job Satisfaction. So at the time of selection and hiring of the employees, they must conduct a test to check the Emotional Intelligence of the employees.
• There should be proper training given to the employees on enhancing the emotional quotient and developing their Emotional Intelligence traits or characteristics.
• When asked for suggestion, most of the employees perceived and portrayed incentives plan to be a strong reason or motivator to be satisfied in the organization.
• There should be participative management in the organization as most of the employees feel that their views and ideas should be valued and considered.
• Training should be given for skills inventory enhancement.
• Work hours should be provided.

• Employees must be provided with more job security and all the terms and conditions regarding retirement must be defined clearly and if company wants to do any change, it must be done through proper amendment and employee must be informed about any amendment at least 1 or six months before, not 1 week or 1 month.
• Company must focus more on team building interventions to promote superior subordinate relationship.

Conclusion

So it could be concluded that there is a strong correlation between Emotional Intelligence and Job Satisfaction and there should be proper training given to the employees for enhancing the emotional quotient and developing their Emotional Intelligence traits or characteristics. Emotional competence is the single most important personal quality that each of us must develop and access to experience a breakthrough. Perhaps many of the companies experiencing powerful results from EQ have done so with a modest investment of time and money. The American Express Financial Advisors project started with 12 hours of training. The Sheraton turn-around included less than 24 hours of EQ training. The Air Force project cost around $10,000 in assessments. In other words, improving organizational EQ is within reach – and the return far exceeds the investment. As there is positive correlation between the Emotional Intelligence and Job Satisfaction so at the time of selection and hiring of the employees, they must conduct a test to check Seth Emotional Intelligence of the employees which will help in reducing the dissatisfaction among the employees and will help in enhancing their satisfaction with the job and their overall satisfaction with the company.

6. Bibliography

Journals

• Goleman, D. (1998), Working with Emotional Intelligence, Bantam Books, New York, NY, .
• HayGroup (2000), "Transformational leadership as management of emotion: a conceptual review", in Ashkanasy, N., Hartel, C.E.J., Zerbe, W.J. (Eds),Emotions in the Workplace: Research, Theory, and Practice, Quorum Books, Westport, CT, pp.221-35.
• McClelland (2000), The Emotional Quotient Inventory (EQ-I): Technical Manual, Multi-Health Systems, Toronto, .
• Boal, K.B., Hooijberg, R. (2000), "Strategic leadership research: moving on", The Leadership Quarterly Yearly Review of Leadership, Vol. 11 No.4, pp.515-50.
• Benjamin Schneider (2001), "The EI debate: emotionally challenged", People Management, Vol. 7 No.8, pp.40.
• Matthews, G., Zeidner, M., & Roberts, R. D. (2002), "Two many intelligences? Integrating social, emotional, and practical intelligence", in Bar-On, R., Parker, J.D.A. (Eds),The Handbook of Emotional Intelligence: Theory, Development, Assessment, and Application at Home, School and in the Workplace, Jossey-Bass/Wiley, New York, NY,
• James R (2003) Executive EQ: Emotional Intelligence in Leadership and Organisations, Grosset/Putman, New York, NY,
• Judith Timson (2004) The Nature of Emotion: Fundamental Questions, Oxford University Press, New York, NY.
• Semra Ayden (2005) "Emotions and hedonic experience", in Kahneman, D., Diener, E., Schwarz, N. (Eds),Well-being: The Foundations of Hedonic Psychology, Russell Sage,
• Cooper Cary (2007) "Emotions and leadership: the role of emotional intelligence", Human Relations, Vol. 53 pp.1027-55.

Websites

• http://www.australianbusinesstraining.com.au/emotionaliq.html
• http://www.emotionalintelligence.co.uk/index.htm
• http://www.lynnleadership.com/high_potentials.htm
• http://www.ihhp.com/business_case.htm
• http://www.eqperformance.com/pdf/IOP_case_Sheraton.pdf
• http://www.articleclick.com/Article/Emotional-Intelligence-Training--Case-Study---Medrad/1037097
• http://www.byronstock.com/ei/businesscase.html
• http://www.ihhp.com/
• http://www.6seconds.com/pdf/EQ_Business_Case.pdf
• http://www.emeraldinsight.com/10.1108/13620430510615300
• http://en.wikipedia.org/wiki/JCT_FC

QUESTIONNAIRE

PART I

Please show the extent of your job satisfaction to which you agree with the following statement, by putting a tick in the respective boxes.

Strongly agree (SA), Agree (A), Indifferent (I), Disagree (D), Strongly disagree (SD)

What would the company do to enhance your satisfaction as a company employee?

………………………………………………………………………………………………………………………………………………………………………………………………

PART II

Please show the extent to which you agree with the following statement, by putting a tick in the respective boxes.

Strongly agree (SA), Agree (A), Indifferent (I), Disagree (D), Strongly disagree (SD)

PART III

Name:              ________________________________________

Age(yrs):        18 to 25 _____ 25 to 35 _____ 35 to 45______ 45 and above ______

Gender:           Male _______   Female _______

Designation:   _________________________________________

Work Experience  ______________________________________