International Journal of Management (IJM)

Volume 7, Issue 3, March-April 2016, pp.293297, Article ID: IJM_07_03_026

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AN EXAMINATION OF EMOTIONAL
INTELLIGENCE (EI) FACTORS ON WORKRELATED OUTCOME AMONG
EMPLOYEES OF AUTOMOBILE INDUSTRY
B.Asha
Ph.D. Research Scholar, Bharathiar University & Assistant Professor at
Asan Memorial College of Arts and Science, Chennai, Tamilnadu
Dr. Jayasree Krishnan
Head of the Department MBA,
St. Josephs College of Engineering, Chennai, Tamilnadu
Cite this Article: B.Asha and Dr. Jayasree Krishnan. An Examination of
Emotional Intelligence (EI) Factors on Work-Related Outcome among
Employees of Automobile Industry. International Journal of Management,
7(3), 2016, pp. 293297.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=7&IType=3

1. INTRODUCTION
Organizations today are facing major challenges in terms of competition, innovation,
productivity and work force diversity (Bhaskar, Haritha & Subrahmanyam, 2011). In
these aspects, emotional intelligence of employees would support played a major role
in providing their better work related outcomes. Emotional Intelligence is defined by
peter Salovey and John Mayer as the ability to monitor and regulate ones own and
other feelings, and use feelings to guide thought and action. EI is also defined, as the
ability of a person to manage himself/herself and others. EI addresses the emotional,
personal, Social and survival dimensions of intelligence, which are often more
important for daily functioning than the more cognitive aspects of intelligence (Bar
On, 2002). It includes what they feel about themselves and also about others. It plays
a vital role in decision making. Its being motivated and remaining hopeful and
optimistic when you have setbacks in working toward goals. And its social skill,
getting along well with other people, managing emotions in relationships, being able
to persuade or lead others (Goleman, 1998).

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B.Asha and Dr. Jayasree Krishnan

2. PROBLEM STATEMENT
The term emotional in emotional intelligence refers to both moods and emotions.
Emotions actually sometimes feed into moods. Emotions are high intensity feelings
triggered a specific stimulus, evoke attention and interrupt cognitive processing or
behaviors (Forgas, 1992; Morris, 1989; Simon, 1982). Outstanding leaders,
executives and managers distinguish themselves by their ability to understand and
manage themselves and to understand and work with others. It is given that technical
and functional expertise is the foundation for effective performance. But Emotional
Intelligence (EI) competencies overwhelmingly distinguish outstanding leaders from
average performers.
Hence, the following are the research questions:

To find out the relationship between Job Satisfaction and Turnover Intension

To find out the difference between Emotional Intelligence and Turnover Intension

3. SCOPE OF THE STUDY

The scope of the study was restricted to employees of Automobile Company Hyundai
Dymos India at Sriperumbudur, Chennai.

4. REVIEW OF LITERATURE
Emotional intelligence brings the two worlds of intellect and emotions together. The
popularity of emotional intelligence has increased greatly in recent years and with that
has come debate (Matthews, Zeidner, & Roberts, 2004). Feelings are seen as
something that inhibits effective decisionmaking and rationality (Albrow, 1992). In
reality feelings are a central role in the leadership process, not an additional factor
to consider (Fineman, 1993; Forgas, 1995). In addition feelings are necessary for
making good decisions in neurological studies (Goleman, 1995). The Western culture
has viewed reason and intellect as opposing forces to supposedly nonrational
phenomena like passion, intuition, feeling and emotions (Matthews, Zeidner, &
Roberts, 2004). The intense emotional reaction could interfere with effective decision
making stating that a reduction in emotion may constitute an equally important
source of irrational behavior (Damasio 1994). Ambivalence in emotional expression
can
deter
an
individual
from
developing
positive
interpersonal
relations. Ambivalence can be expressed by people who want to express their
emotions, agonize over it, and then fail to act (Emmons & Colby, 1995). Others may
express ambivalence by showing their emotion but then regret doing it (King &
Emmons, 1991). Both examples are linked to anxiety, depression, psychiatric
disorders, less social support and lower wellbeing (Emmons & Colby, 1995; Katz &
Campbell, 1994).

5. OBJECTIVES OF THE STUDY

To study the influence of demographic factors on emotional intelligence of

employees at Hyundai Dymos.

To analyze the impact of emotional intelligence on job performance and turnover

intension of employees

6. RESEARCH METHODOLOGY
Descriptive Research Design was employed for data collection, analysis and
interpretation.
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An Examination of Emotional Intelligence (EI) Factors on Work-Related Outcome Among

Employees of Automobile Industry

6.1 Sampling Design

Population: Employees of Hyundai Dymos., Sriperumbudur, Chennai.
Frame: Middle level Employees of Hyundai Dymos, Sriperumbudur, Chennai.
Sampling Method: Simple Random sampling was employed for the study.
Sample Size: The size of the sample was confined to 120 respondents respectively.

6.2 Data Collection Design:

Primary data Collection Method: Survey Method was used for collection of data.
Primary data Collection Instrument: Questionnaire was used to collect the data.
Secondary Data: Books, Journals, Magazines etc.

6.3 Statistical Tools:

The main tools used for statistical analysis were Reliability analysis and One-Way
ANOVA.
Table 1 Reliability analysis and descriptive statistics of factors
Factors
Self-awareness

SD

Cronbachs alpha

No. of items

Mean

3.91

0.66

0.770

Self-management

10

3.81

0.62

0.809

Social awareness

10

3.70

0.73

0.824

Relationship management

3.75

0.62

0.820

Work environment

11

3.62

0.87

0.763

Job stress

1.99

0.65

0.710

Job satisfaction

3.59

0.87

0.702

Turnover intention

3.53

0.96

0.698

Job performance

3.18

0.86

0.763

Table 5 represents the Cronbachs alpha (Reliability) analysis. The statistics

(Cronbachs alpha > 0.6) unveil that the data is consistent with each and every factor.
Also, the statistics is ranging from 0.698 to 0.824 across the factors. Hence, the data
is good for further analysis. In addition, the mean values interpret that the majority of
the employees match (Mean >3.5) the following factors namely, self-awareness, selfmanagement, social awareness, relationship management, work environment, job
satisfaction and turnover intention.

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B.Asha and Dr. Jayasree Krishnan

Table 5.1 Difference in emotional intelligence and job related factors between the employees
who earn different amount of salary
Annual Salary (in lakhs)
Factors of Emotional
Intelligence and its
Impact on Employees

Below 5

5-10

10-15

Above 15

Mean (SD)

F value

P value

Self-Awareness

3.68 (0.76)

3.96 (0.56)

4.01 (0.63)

4.25 (0.59)

11.973

<0.001**

Self-Management

3.66 (0.66)

3.84 (0.57)

3.84 (0.56)

4.14 (0.62)

7.797

<0.001**

Social Awareness

3.53 (0.81)

3.74 (0.62)

3.70 (0.72)

4.08 (0.72)

6.981

<0.001**

Relationship
Management
Overall Emotional

3.62 (0.66)

3.72 (0.58)

3.83 (0.61)

4.05 (0.56)

6.709

<0.001**

3.62 (0.61)

3.81 (0.42)

3.85 (0.48)

4.13 (0.54)

12.648

<0.001**

Intelligence
Work Environment

3.41 (0.95)

3.61 (0.82)

3.70 (0.83)

4.17 (0.59)

10.202

<0.001**

Job Stress

2.17 (0.57)

1.99 (0.64)

1.95 (0.65)

1.61 (0.71)

9.790

<0.001**

Job Satisfaction

3.37 (0.96)

3.63 (0.80)

3.67 (0.83)

3.95 (0.80)

6.324

<0.001**

Job Performance

3.23 (1.02)

3.61(0.91)

3.57(0.88)

4.09 (0.81)

11.304

<0.001**

Turnover Intention

3.42 (0.78)

3.14 (0.81)

3.16 (0.87)

2.66 (1.04)

10.069

<0.001**

Table shows the difference in salary among the employees based on the levels of
emotional intelligence and job related factors. Further, the mean values specify that
the employees who earn 5 lakhs and below per annum retain a high level of job stress
and turnover intention compared to the employees who earn 5 lakhs and above. It
explicit that job stress and turnover intention will depend on the employees amount
of salary.
Table 5.2 Difference in emotional intelligence and job related factors between the educational
levels of employees
Educational Qualification
Factors of
Emotional Intelligence and its
Impact on Employees

Diploma

UG

PG
F value

P value

Mean (SD)
Self-Awareness

4.12 (0.74)

3.93 (0.57)

3.82 (0.68)

6.245

0.002**

Self-Management

4.04 (0.69)

3.79 (0.56)

3.76 (0.62)

6.423

0.002**

Social Awareness

3.96 (0.80)

3.72 (0.68)

3.60 (0.72)

7.236

<0.001**

Relationship Management

3.94 (0.70)

3.76 (0.56)

3.67 (0.62)

5.522

0.004**

Overall Emotional Intelligence

4.01 (0.64)

3.80 (0.44)

3.71(0.53)

9.847

<0.001**

Work Environment

3.75 (0.99)

3.59 (0.88)

3.60 (0.81)

1.072

<0.001**

Job Stress

1.84 (0.80)

1.99 (0.62)

2.06 (0.60)

3.680

0.026*

Job Satisfaction

3.81 (0.98)

3.55 (0.85)

3.55 (0.84)

2.901

0.056

Job Performance

3.64 (1.17)

3.52 (0.93)

3.50 (0.90)

0.627

0.534

Turnover Intention

2.91 (1.10)

3.18(0.83)

3.28(0.78)

5.402

0.005**

**p<0.01, *p<0.05

Table provides the comparison between the educational qualifications of employees

based on the levels of emotional intelligence and job related factors. From the analysis
we could ascertain that there is a significant difference between the employees who
have different education qualifications in term of self-awareness, self-management,
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editor@iaeme.com

An Examination of Emotional Intelligence (EI) Factors on Work-Related Outcome Among

Employees of Automobile Industry

social awareness, relationship management, work environment, job stress and

turnover intention. However, diploma and graduate employees have almost similar
level job satisfaction and job performance (p>0.05).

7. CONCLUSION
In this study, an increased level of emotional intelligence is linked to the higher use of
transformational leadership behavior and proper communication with superior in
Hyundai Dymos India company midmanagers and employees. The findings from this
study indicate that leaders and superiors can develop and strengthen emotional
intelligence and in doing so, can more likely exhibit the use of transformational
leadership behaviors. As a result, if superiors are trained in EI and those skills are
fostered, they will be more likely to utilize transformational leadership, further
resulting in organizational effectiveness and follower satisfaction.

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