Emotional intelligence, personality and sales performance (original) (raw)
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The emotional intelligence’s effect on job satisfaction of bank salespeople
Journal of Economics, Business, and Accountancy | Ventura, 2014
This research tested the effect of emotional intelligence (EI) on job satisfaction (JS), with positive affect (PA) and negative affect (NA) as mediators and organizational learning capability (OLC) as a moderator. Respondents of this research are 132 salespeople of banks in Banyumas Regency, Central Java Indonesia. They completed 59 items on distributed questionnaires. Results using structural equation modeling indicated that positive effect of EI on JS was not significant; instead, the effect was significantly mediated by PA. Furthermore, EI had significant positive effect on PA and PA had significant positive effect on JS as well. Those results confirm expectation derived from Affective Events Theory regarding the role of work affectivity as an interface between personality and work attitudes. Meanwhile, EI had insignificant negative effect on NA and NA also had insignificant negative effect on JS, therefore, NA was not a significant mediator of EI's effect on JS. Different from expectations, OLC was not a significant moderator of the effect itself.
Journal of Leadership & Organizational Studies, 2012
Leaders of sales organizations must recruit and inspire salespeople to grow the organization. Skepticism remains about the role of emotional and social intelligence (ESI) in effective leadership. ESI is criticized as not providing distinctive variance in leadership performance beyond general intelligence and personality. This study assessed the role of the behavioral level of ESI competencies on leader performance. The number of new recruits was shown to predict new cash invested 6 years later. ESI significantly predicted leader performance (i.e., recruitment) whereas measures of generalized intelligence and personality did not. Adaptability and influence were two competencies distinctively predicting sales leadership performance.
2015
In past few years, the organized retailing has seen a remarkable growth in Indian retail sector. Growing competition, lowering of trade barriers, and shift towards market economy are adding up more pressure on today's retail organizations to increase their performance levels. The organizations' performance heavily depends upon the individual sales person's performance at the workplace. The emotional intelligence has proved to be an important predictor of work place performance especially in the emotional labour jobs such as sales (Daus, Rubin, Smith & Cage, 2004; Glomb, Kammeyer-Mueller, & Rotundo, 2004). There have been many researches which have explored the emotional intelligence and work performance relationship in different organizational settings. However, the present research makes an attempt to investigate the relationship between emotional intelligence and work performance of the sales personnel working in the organized retail stores of Karnataka state, India. T...
Emotional Intelligence as a Predictor of Job Satisfaction and Job Performance
The International Journal of Business & Management, 2020
Research suggests emotional intelligence can predict certain employee attributes that can ultimately help organizations maximize workforce output (Castillo,, & Del Valle, 2017). The purpose of this study is twofold. First, the research aimed to test the predictability of EI against three dimensions of employee well-being in relationship to job satisfaction (JS) and job performance (JP). Second, this study aimed to contribute to (EI) research and its validity as a theory and business management tool. 1.1. Overview of Emotional Intelligence (EI) The purpose of the literature review focused on EI literature as it related to the workplace. The first portion of the report provided background information on the main contributors to the emotional intelligence theory. In the second portion of the review, the literature focused on research that examined EI explicitly as a predictor of employee JS and JP. Salovey & Mayer (1990) introduced the notion of and provided the seminal and most frequently cited definition of emotional intelligence. Salovey and Mayer (1990) offered the following definition of emotional intelligence: "the capacity to reason about emotions, and of emotions, to enhance thinking. It includes the abilities to accurately perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth" (Salovey, Mayer & Caruso, p. 197 2004). Their construct of EI measured aptitude for perceiving, gauging, and expressing emotions. This construct also measured EI by skill for calculating feelings, thoughts, emotional understanding, emotional regulation, and emotional promotion (Salovey & Mayer, 1990). A noteworthy expansion to the EI concept from Salovey and Mayer (1993) was the verbal and non-verbal assessment and expression of EI, regulation of personal emotions as well as emotions of others, and the use of EI in problem-solving. Verbal and non-verbal EI levels took intelligence beyond standard cognition and the intelligence quotient. EI added another dimension of human behavior to measure and examine within people. Unlike EI, IQ focused on verbal knowledge, perception speed, short-term memory, spatial visualization, and other logical capabilities. EI provided a way to measure and asses ranges of personal emotions and knowing how to adjust those emotions depending on the emotions of others and what was transpiring in the current environment. Once EI was established as a construct, it went through another evolution. From 1920 to 1990, scholars theorized and legitimized EI in the human behavioral field. As Table 3 shows, Goleman (1995) started looking at EI through a business lens and developed another purpose for the study and application of EI.. EI was now a way to measure various skill levels vital to driving success through human resources. Not only was there a new tool for business managers to evaluate employees but also a measurement tool that could be more effective than measuring IQ (Goleman, 1995). Shortly after Goleman (1995) popularized EI, a consortium for research on EI was formed to dig deeper into the subject. The consortium went on to conduct a series of five studies. Study 1 examined EI levels among partners in a multinational consulting firm. Partners who scored above the median produced $1.2 million more in profits. Study 2 examined 300 toplevel executives among 15 global companies, and the results showed that six EI traits (influence, team leadership,
EMOTIONAL INTELLIGENCE AND INTRINSIC MOTIVATION IN JOB PERFORMANCE
IJMSSSR, 2020
As the world is being ravaged by the COVID-19 pandemic and many workers have to accomplish tasks while at home with increasing risks of layoffs, the need for tools that can help one activate and or maintain exceptional job performance is high. This paper addresses such tools by examining the influence of emotional intelligence and motivation on job performance. Data was collected from 312 workers of two leading Microfinance Organisations in Uganda and Nigeria. Structural equation modeling was used to examine the influence of emotional intelligence and motivation on job performance. The results of the standard path coefficient in the model indicate a mild significant positive relationship between motivation and job performance (γ=0.08, p>0.005). The model also indicates a fairly strong positive significant relationship between emotional intelligence and job performance (γ= 0.31, p>0.005). The path coefficient between motivation and emotional intelligence was found significant with a coefficient of 0.46 (p<0.05). This value means that there is a mutual relationship between emotional intelligence and the motivation of workers in that a 0.46 increases or decrease in emotional intelligence leads to a similar effect in motivation. Of the dimensions of emotional intelligence and motivation, Emotional utilization (λ=0.97, p>0.005) and intrinsic motivators (λ=0.98, p>0.005) were key drivers for EI and motivation respectively. Thus for job performance to be enhanced focus should be placed enhancing the emotional utilization competence and intrinsic motivators of workers.
Relationships between emotional intelligence and sales performance in Kuwait
Revista de Psicología del Trabajo y de las Organizaciones, 2016
This study investigates the relationship between emotional intelligence (EI) and Total Sales Performance (TSP), and whether EI contributes to predicting the performance of sales professionals in Kuwait. The sample was 218 sales professionals working for 24 different car dealerships. An ability model of EI was measured using the Assessing Emotions Scale (AES) developed by Schutte et al. (1998) and its Arabic version. The trait model of EI was assessed using the Effective Intelligence Scale (EIS). The findings showed a negative but weak correlation between TSP and the AES and all its subscales. No correlation was found between TSP and the EIS. A weak positive correlation existed between Objective Sales Performance and each of total EIS, Accuracy and Patience subscales.
Job Satisfaction and Emotional Intelligence: Their Association to Job Performance
SSRN Electronic Journal
Using the descriptive-correlational method, the study generally aimed in determining the relationship of job satisfaction and emotional intelligence to job performance among the employees of Aparri East National High School. This study made use of three instruments: job satisfaction index, and BarOn EQ; job satisfaction which was developed by Sta Maria; and IPCRF during the rating period, SY 2018-2019. Meanwhile, frequency and percentage, mean, standard deviations and chi-square were used for data analysis. Results revealed that the emotional intelligence is a tool which can be used by employees to achieve higher job satisfaction and job performance where self-actualization, empathy, reality testing, assertiveness and stress tolerance are evident. Moreover, the employees are satisfied with their job which represents the normal, solid level of satisfaction that majority do for their jobs, where they are exceptionally performing. Regardless of age, highest educational attainment, nature of appointment, position and length of service the employees were outstanding. However, male employees tend to have better job performance than their female counterparts. The emotional intelligence of the employees does not dictate their performance on the job assigned to them. To note that a better or (more positive) perceived satisfaction tend to produce better job performance. Thus, the employees perform well but they have less satisfaction on their work because they like some changes in their work, such as better payment, better opportunities and less stress on their work.
The Influence of Emotional Intelligence on Job Satisfaction
Emotional Intelligence (EI) turns into a key part in association's prosperity and one among must-have abilities and capacity-among various things-required by pioneers and devotees inside the geographic point to experience the atmosphere development and do as achievable as they may to figure it out the association responsibilities that may cause organization's success. It's moreover discovered that there's a hearty connection between enthusiastic insight and employment fulfillment and organization duty. Henceforth, the upper representatives' EI scores, the extra execution and commitment towards association. Enthusiastic knowledge is also a key part to work satisfaction. Therefore, this paper shows an audit on Emotional Intelligence (EI) and its belongings on employment fulfillment. Therefore, the most reason for this paper is to break down the association between passionate knowledge work fulfillments. The discoveries of this paper are that in any association, passionate knowledge incorporates a robust relationship with work fulfillment. It's furthermore found that the upper representatives' EI add the upper performance and duty towards association.
Impact of Emotional Intelligence on Job Performance
Recent research findings are accumulating evidence that Emotional Intelligence (EI) is associated positively with important work manners. However, the research on Emotional Intelligence is mainly conducted in business field and in western countries; therefore there is a shortage of research on Emotional Intelligence in the context of public sector in Jordan. The aim of this study is to explore the influence of Emotional Intelligence on job performance and job satisfaction as well as the mediating role of job satisfaction on job performance among the administrative employees of the University of Jordan. The present study is based on Mayer and Salovey's (2000) ability model of Emotional Intelligence. A sample consisted of 354 employees from the University of Jordan who completed self-report questionnaire. Structural equation modeling (SEM) was used in order to test the proposed hypotheses. The research found that Emotional Intelligence is positively correlated with job performance and job satisfaction. The findings of this study also confirm the mediatory role of job satisfaction in relationship between Emotional Intelligence and job performance. It is suggested that Emotional Intelligence can be used to predict job performance and job satisfaction, therefore the understanding of Emotional Intelligence theory and its applications can be promoted for managerial and human resource practices throughout public sector organizations.