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Stress has always been a part of our lives, more so now with the advent of the latest technology and the competition among businesses to always be on the forefront. As such expectancies soaring from even the simplest of jobs are leading to higher stress levels not only among adults but also among children. In view of this fact, it has become extremely imperative to balance the stress in our lives. Also, employers look more at a person’s emotional level quotient than his intelligence level. Therefore, the hotel industry was chosen and a study was conducted on some of the employees to better understand the emotional intelligence levels of the employees working in a fast paced industry.
To understand the role of emotional intelligence and its effect on the Hospitality Industry. Understand how emotions can influence thoughts, behavior, goals, decision making and work/ personal relationships. Interpret competencies. an assessment of their current EI
Better understand the impact of emotions on
performance. Identify improvement. their EI strengths and areas for
SCOPE OF STUDY:
The study was conducted at the Trident Hotel, Chennai to analyze the effect of emotional intelligence in the hospitality industry. The study was also targeted at collecting valuable insights about employee behaviour and relationships in an organization.
The research process consists of a series of actions that are necessary to carry out the research efficiently and effectively. The actions that are sequenced in a detailed manner are in four phases, namely Defining the Research Problem Methods of Data Collection Analysis and Interpretation Reporting the Results.
Though the research was conducted in a planned and systematic manner, there were a few hurdles that could not be overcome. These constituted as the limitations of the research. Care was taken that the below mentioned limitations did not have much effect on the results of the research. Time constraint Limited coverage Data availability constraint
FINDINGS AND SUGGESTIONS
It was found that the employees of TRIDENT
HOTEL, Chennai are emotionally secure and are capable of channelizing their emotions effectively to perform their work to the best of their abilities.
On the other hand, valuable insights were obtained
as to how people in a fast paced industry are able to effectively channelize their emotions, thereby changing even adverse situations into favourable ones, thus keeping control of the situations at all times.
fitness centers etc. Laundry services.AN OVERVIEW OF THE CURRENT HOSPITALITY OPERATIONS INDUSTRY & ITS From time immemorial. there has been a conscientious effort on the part of the hotel industry to change this outlook over the past 2 decades. requires the assistance of certain basic functions or 4 . the industry continues to perform its primary role that of serving people. The results of this are the hotels that we see today. Hotels have always been classified in people’s memories as places where one’s basic needs are catered to. business center. conference halls. Hotels today not only cater to the basic needs of the guest like food and shelter but provide much more than that. recessions and epidemic illnesses. in return for money. spa therapy. like personalized services for both personal as well as business aspects such as boardrooms. However. In spite of the continuous emergence of various forms of hotels and other challenges such as economy. HOTEL OPERATIONS: An accommodation hotel of any size today. The importance of this as an industry further increased with the advent of steam engines and later aeroplanes.
This includes keeping stock of inventories. As all the transactions passes through this department. while basically generating a good reputation as well as service and sales for the hotel. taking care of festivals etc .Technology Department. it is known as the nerve centre of the hotel and is typically composed of . It consists of.departments for the smooth and efficient running of the hotel. right from the registration and reservation of guests to their accommodation. • The Restaurants 5 . • The Reception • The Reservation • Concierge • PBX (Phone Service System) • Telephone . food and beverage and receiving of payments. It also provides assistance to guests during their stay. Some of the basic functions are listed below Front office department: It acts as the public face of the hotel. primarily by greeting hotel patrons and checking in guests. Food and Beverage Department: This takes of all the food and beverage orders in the hotel.
laundry services of guests and of 6 . right from Continental . Italian to any dish the guest asks for undertaken with satisfaction guaranteed. The Housekeeping Department: This is perhaps the largest department of the entire hotel as it takes care of the entire responsibility of maintain the standards of the hotel according to the guests perceived image. Their duties vary from cleaning the guest rooms. Every standard hotel today has a vast kitchen with various skilled chefs to take care of the variegated tastes of their guests. The Kitchen: This is the heart of the hotel. performing an endless round the clock duty to complete all the demands of the hotel and keep the guests satisfied. Chinese. Indian. The entire task force is dedicated to the upkeeping of the hygiene and the beautiful image of the hotel in front of the guests. hygiene maintenance.• The Banquests • The Bars • In Room Dining etc.
all the linen used in the restaurants, uniforms apart from room services to guests etc. Apart from these prominent functions are certain other back- office functions such as
The Engineering Dept-
takes care of the entire
maintenance of electricity, air conditioning and other things necessary for the smooth functioning of the hotel.
The Sales Department-
takes care of all the PR
activities as well as tries to get accounts from potential customers from their PR activities as well as try to transfer accounts of customers from rival hotels.
The HR and Training Department-
department takes of all the employee welfare activities apart from the employee remuneration, performance appraisals, compliance with legal laws of the industry and government as well as training both the hotel employees as well as the Industrial trainees and judging them and maintaining records
The Spa, Fitness and Business Centres and
all these departments have been
mostly included in the last era, to provide more personalized services for guests at affordable prices as
well as to gain guest loyalties by providing to them “ Home away from Home” experience. While the gardens have always been a part and parcel of the hotel activities, they have gained more importance with guests realizing the need to de-stress by looking at plants.
According to the services, size, locality, facilities provided and the clientele catered to hotels are classified into;
Economy / limited services
hotel, Mid market hotel ,All suite hotels, Time-share hotels ,Condotel / Condiminium, Executive hotels , Luxury / Deluxe hotels .against future needs.
- Traditional hotel, Motels, Bread and
breakfast inns ,Commercial hotel ,Chain hotel ,Casino hotel, Boutique hotels, Resorts Spa’s, Conference resorts.
Size - Small hotels [150 rooms] ,Medium hotels [up
to 299rooms] ,Large hotels [up to 600rooms] .
are based on-
services ,Owner ship and application ,Plans ,Type of patronage ,Length of guest stay ,Location etc …
The classes of hotels are awarded based on all the above mentioned factors.
Growth Of The Hotel Industry:
Over the last decade and half, the mad rush to India for business opportunities has intensified and elevated room rates and occupancy levels in India. The successful growth story of 'Hotel Industry in India' seconds only to China in Asia Pacific. The Hotel Industry is inextricably linked to the tourism industry and the growth in the Indian tourism industry has fueled the growth of Indian hotel industry. The thriving economy and increased business opportunities in India have acted as a boon for Indian hotel industry. The arrival of low cost airlines and the associated price wars have given domestic tourists a host of options. The 'Incredible India' destination campaign and the recently launched 'Atithi Devo Bhavah' (ADB) campaign have also helped in the growth of domestic and international tourism and consequently the hotel industry. Consequently Revenues of Hotel and
Restaurant (H&R) industry in India during the financial year 2006-07 was INR604.32 billion , a growth of
980 hotels approved and classified by the Ministry of Tourism. is poised to grow at a faster rate and reach INR826. Simultaneously.21. It is estimated that the hospitality sector is likely to see US$ 11.000 rooms will be added across different categories throughout the country. the demand will soar to 10 million by 2010 – to accommodate 350 million domestic travelers.000 hotel rooms. Government of India.000-80. According to the tourism ministry. 4. Potential of the Hotel Industry: The hotel industry in India is going through an interesting phase. The industry has a capacity of 110. Currently there are some 1. The hotels of India have a shortage of 150. It is estimated that over the next two years 70.000 rooms fueling hotel room rates across India.17%. with a total capacity of about 110.27% over the previous year. With tremendous pull of opportunity. The hospitality industry. primarily driven by foreign tourist arrivals . with around 40 international hotel brands making their presence known in the country by 2011.which increased by 14. international hotel asset management 10 .76 billion by 2010.000 rooms.41 billion rise in the next two years. India has become a destination for hotel chains looking for growth.4 million tourists visited India last year and at the current rate.
the World Travel and Tourism Council (WTTC) has predicted. terrorism and other factors.companies are also likely to enter India. inflation. India. Government of India. the overall outlook for the Indian hospitality market is optimistic and will remain so says HVS • India remains the second fastest growing economy in the world and the economic growth of the country is at 7. has set a target of 10 million tourists to India by 2010 • The WTO (World Travel Organisation) predicts that India will receive 25 million tourists by year 2015 11 . India has the potential to become the number one tourist destination in the world with the demand growing at 10. • The Tourism Ministry. Pranab Mukherjee. The WTO (World Travel Organisation) predicts that India will receive 25 million tourists by year 2015 What the future holds : • Despite the global recession. Already. Finance Minister. and industry players believe others like Ashford Hospitality Trust and IFA Hotels & Resorts among others are likely to follow suit. USbased HVS International has firmed up plans to enter India.1 per cent per annum.1% of the GDP as declared by Mr. As such.
463. thus affecting the hotel industry.000.The current projected investments as projected by the tourism industry for the following years are given below. 12 . Projected investments years 2009-015 • Rooms being built across hotel categories: 114. and this has affected both the tourism as well as the hotel industry. the power crisis’s and managing the hotel air conditioning in a proper fashion to prevent any harm or loss of life.10 Challenges of the hotel Industry: • The current recession has forced companies to go in for electronic channels and cut down on travel. some of the other problems that today’s hotels have to contend with are the potential competition from other hotels . the attacks on foreigners in Goa and on 26/11 have made foreigners apprehensive of coming to India. • Also. source HVS • Investment in rupees: INR 40. • Apart from these.
fell prey to an influenza epidemic and died before saying goodbye to his 18yr old wife and 6 month old son. It was here that he saw his first became his wildest fantasy to own the hotel. until the age of 14 after which he left for Rawalpindi to continue his higher studies at the Dayanand Anglo Vedic School run by the followers of the 19 Englishman and his first hotel “ th century reformer Sri. It Dayanand Saraswati.in search of a job . he chanced to meet his father’s side of the family. FLASHMAN’S ”. His widow Bhagwanti refused to reconcile herself to a second-class status and left for her father’s house. Mohan Singh Oberoi was born in Bhaun on Aug 15. The young boy Mohan was schooled in Bhaun. who were by now wealthy & influential. 1898. His father Sardar Akhtar Singh who had gone to Peshawar . run by the same DAV missionaries . he got exposed to the world of 13 . By moving in with his uncle. Sardar Sunder Singh.HISTORY: Mr. While finishing his collegiate education at Lahore.
Earnest Clarke. That was just the BEGINNING….Production and business and soon found that he had an eye for design and detail at his uncle’s shoe shop.1930. Mr. It was during this time that. 14 . Hence. He also. Mohan Singh met the manager. Grove on his way to his afternoon siesta and impressed him with his speech and succeded in getting a small clerk job at the hotel at Rs. to avoid the plague and save the life of their first born child. he learned the art of Housekeeping from his new boss. Soon after the marriage. He looked at the clientele of the hotel and decided to get a job there. he bought the shares of his partner Clarke and became the exclusive owner of his business. Through his hard work. Despite the “NO VACANCY” sign. Mohan Singh moved to Shimla. Mohan Singh and his family shifted to Muree(now in Pakistan). As the odd jobs were not enough to support his family. where he was married to Ishran Devi. Mohan Singh returned to Bhaun .. where he was made a partner on March 17. 1934. Unfortunately. determination and pleasant attitude he soon rose through the ranks & was made the guest clerk. Cecil. On August 14 th . the Jallianwalla Bagh Massacre forced his uncle’s business to close down. Despondent. where he laid eyes on his first hotel. left the hotel with Clarke to run the Delhi Club. he quit his collegiate education and turned to completely earning and interacting with customers. 50 per month.
in 1987. This was soon followed by opening The Oberoi Intercontinental in New Delhi in 1965. as it was popularly called became the finest brand of luxury hotel in India. Cochin. which helped consolidated the Oberoi Group in India.Four Years later. Presently. He soon followed it up by introducing his second brand of hotels. in agreement with an international group. Agra. The Oberoi Group also operates Trident 15 . Bhubaneshwar. there are eight TRIDENT hotels in India located in Mumbai. in Calcutta. in 1973. making it the ideal choice for businessmen and leisure travelers. This was enhanced by the opening of the 35 storey Oberoi Sheraton in Bombay. who were also his first guests. Jaipur and Udaipur. but also of providing excellent step trainees as staff to the organization. which he converted into a highly profitable venture. he acquired the lease rights of the Grand Hotel. The I-Con. Gurgaon. The TRIDENT Chennai which was opened in 1987. The first hotel which was opened under this name was . interest of shares in By obtaining a controlling the Associated Hotels Of India( AHI) he met several important leaders of free India. the “Trident. Chennai. bringing both domestic as well as Foreign travelers to a record occupancy of 85%.” These hotels combined state of the art facility & warm and friendly service in a relaxed environment. The TRIDENT Chennai . has167 rooms and boasts of not only state of the art facilities.
these hotels include The Oberoi Rajvilas. founded in 1934. Shimla and the The Oberoi Udaivilas.’ The Oberoi Group also established The Oberoi Centre of Learning and Development in New Delhi in 1966. Apart. AND CORPORATE AND TOUR SERVICES. the Oberoi Group also manages cruise liners in 5 countries around the world. Sahl Hasheesh in Egypt. Ranthambore. The Oberoi Group. PROJECT MANAGEMENT CHARTERS. Shimla in the Himalayas. The CATERING. The Oberoi Cecil. The last decade has witnessed the debut of new luxury Oberoi leisure hotels in India and abroad. The Oberoi Amarvilas. The Oberoi. Jaipur. In India. Agra. Today. and cruise liners in 5 countries under the ‘OBEROI HOTELS & RESORTS’ and ‘TRIDENT ‘brands. Udaipur. institute which was founded to give quality 16 . Group is also engaged in ‘FLIGHT TRAVEL AIR AIRPORT RESTAURANTS.hotels in the Saudi Arabian Cities of Jeddah and Khamis Mashayt. Wildflower Hall. Mauritius and The Oberoi. these hotels include The Oberoi Lombok in Indonesia. owns & manages 31 hotels. Overseas. CAR RENTALS. The Oberoi Vanyavilas.This. from these hotels.
has not only succeeded in giving loyal & quality extent. The STEP. Chennai is 3 kms away from the International Airport and is built on 5. Mr.training in hospitality management is now regarded as one of the best institutes in Asia. through on the job training. This program which is the vision of the chairman.S. The second program of OCLD. it boasts of 167 rooms with extra features as spa. wherein graduate students are selected from around the country through interviews and are posted at various Oberoi properties in the country and are trained to become future managers.R. Over the years. OCLD has established two programs. is OCER. the STEP for students graduating out of high school and the second for final year college students who aim to pursue a course in management. Started in 1987. consists of selecting final year high school students for pursuing a course in hotel management along with practical on the job exposure for 3 years along with a correspondence degree in Tourism from IGNOU. Both these programs have become very popular over the years and the numbers of persons attending interviews for each program are increasing every year. staffs to the organization but has also succeeded in reducing the attrition rate to a great The Trident Chennai. P.85 acres. Oberoi. which is done in collobration with Indira Gandhi National Open University (IGNOU). fitness 17 . located at 1/24. GST Road. with approximately 100 graduating each year.
It also boasts of the Alaap and Chettinaad Halls for conferences and press meets apart from several boardrooms for quick conferences. Club Rooms for flight crew. NEED FOR THE STUDY: 18 . it also provides extra safety measures during check ins through passport verification and complete check up before check in. In light of the recent terror attacks in Mumbai and Swine flu epidemic.centre and personalized service in addition to the luxurious surroundings and facilities provided to the guests. it has renovated to provide additional services such as Business Centres. the Trident Chennai is one of the finest brands of hotels in the country with several awards and loyal clientele as a testimony to its name. Thus. The Executive floor and the recently introduced Trident Executive Lounge and reception. which are available only for executives. Over the years. It also has added several safety features such as fire detectors and sprinklers apart from having fire extinguishers at every part of the hotel along with complete map of fire exits for every floor provided in ever room of the hotel.
the need for this study is to emphasize the importance of handling stress the right way & to analyze how much emotions contribute to a person’s reactions in a situation & ways of controlling the various emotions to bring out the best in the employees. Going by this trend. It has been proved time and again that persons with higher emotional quotients have always topped in their careers while persons scoring low. bad working environment and higher attrition levels. OBJECTIVES 19 . are more likely to be replaced. but also knows how to retain it.In today’s rapidly changing work environment. it is very important that one not only gets a job. often leads to high tempers flying between the staff. This often leads to poor work performance. This is more so important in the Hotel industry where the constant pressure to maintain the standards of the hotel as well as cater to the guests needs.
their EI strengths and areas for METHODOLOGY The research process consists of series of actions that are necessary for effectively carrying out 20 . decision making and work/ personal relationships. goals. To understand the role of emotional intelligence and its effect on the Hospitality Industry. Understand how emotions can influence thoughts. Identify improvement. Better understand the impact of emotions on an assessment of their current EI performance. behavior. Interpret competencies.
This will provide an insight as to how people control their emotions & channelize them to obtain their goals. • Defining the Research Problem: This research is an attempt to throw light on the impact of emotions on a person’s behaviour and reactions during various situations. 21 . Alternate Hypothesis: The employees of Trident Chennai are not emotionally strong and need to be strongly counseled to control their emotions in various situations. • Hypothesis Null Hypothesis: The employees of Trident Chennai are emotionally strong and are capable of handling difficult situations well. The steps and their detailed sequencing are given below in four phases namely.the research process. • Rationale of the Study: This study was an attempt conducted on the employees of the Trident Hotel Chennai. to understand the emotional control of the employees while facing various situations in a fast paced industry.
The entire employee count of the Trident Hotel Chennai has been considered as universe here. the universe is taken as finite. Sampling Design • Defining the Universe : In this research. 22 . • • Arriving at a sample size : A sample size of 100 has been taken for conducting the study. the following techniques have been used for analyzing the data collected: • Percentage Method • One way ANOVA. • Likert Scale (In questionnaire. • Defining the Sampling Unit : The employees of the Trident Hotel.• Sampling Techniques Since the research is of a descriptive nature. Chennai are considered as the sampling unit.
Methods of Data Collection The methods of Data collection include both primary and secondary data collection. A sample size of 100 was taken for the conduction of the study. The data was collected by means of a questionnaire. Information from Websites. Analysis and Interpretation: The analysis on the emotional capability of the respondents was done based on the 23 . • Primary Data : The information collected through this includes. which respondents were personally asked to fill in the prescence of the administrating the questionnaire. • Secondary Data : The information collected for the study by means of secondary data includes.• Techniques for Sampling : Simple Random Sampling has been used to get all the information of the questionnaire. • Hotel Documents. • Direct interaction with the employees of the Trident hotel.
there were however certain hurdles which could not be overcome. • Time Constraint : The analysis of the study was conducted by means of a questionnaire circulated to respondents in the hotel. the findings are currently being transformed into documents and the same has to be corroborated upon by the hotel authorities. Limitations: Though the Research was done in a planned and systematic manner.details and information retrieved from the survey conducted. Since this 24 . the time frame constituted a serious hindrance to the number of respondents covered in the study. Care was taken that the below mentioned limitations did not have too much effect on the results of the research. Also.season for various employees. The shift pattern of the various employees coupled with the season being the off. These hurdles posed as the limitations of the research. Reporting the Results : The results from the study conducted were presented in the form of Findings and Suggestions.
• Data Availability Constraint: 25 .season to spend a few days of quality time with their families. This further lead to a limited coverage with many employees leaving to visit their loved ones and spend time with them. All the above cited reasons posed as a major time constraint because of which the sample size could not be extended. These reasons were major factors because of which the coverage of the study was limited to the 100.involves a time frame which will require more time. • Limited Coverage : The study was conducted at a time when the employee count was low due to. Also. Thus the respondents covered were limited which restricted the scope of performing analysis. many employees took it as their off. The summer season being a free season for kids. the shifts and working hours of the employees posed as another major factor in the coverage for the study.150 respondents available in the hotel. the time constraint constitutes a limitation for the project. • Recession • Off-season of the employees.
However.The respondents were often reluctant to furnish personal details about themselves in the questionnaires. Moreover. many of the data furnished among some questionnaires were untrue and hence had to be rejected by the administration. Additionally. Furthermore. this was tried to overcome by conducting analysis based on their age and occupation levels. These greatly decreased the data available for analysis. All the above restricted the total data available for analysis. REVIEW OF LITERATURE: 26 . questionnaires circulated to certain respondents were never returned back as well as many of the questionnaires returned back were incomplete. certain respondents were not interested in doing the questionnaire.
I also will refer to some of the research linking emotional intelligence with important work-related outcomes such as individual performance and organizational productivity. and given that the concept is a psychological one. Given that emotional intelligence is so popular in corporate America. it attracted a higher percentage of readers than any other article published in that periodical in the last 40 years . 27 . I’d like to briefly lay out the history of the concept as an area of research and describe how it has come to be defined and measured. it is important for I/O psychologists to understand what it really means and to be aware of the research and theory on which it is based. Johnson & Johnson read that article. For instance. emotional intelligence has become one of the hottest buzzwords in corporate America. he was so impressed that he had copies sent out to the 400 top executives in the company worldwide. when the Harvard Business Review published an article on the topic two years ago.A Theoretical Approach to the Study: Ever since the publication of Daniel Goleman’s first book on the topic in 1995. So in my presentation today.
Even the most academically brilliant among us are vulnerable to being undone by unruly emotions..S. 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..in navigating our lives. In other words. our worries and anxieties that steer us day to day.. in stunted social and work lives.." Goleman attests that the best remedy for battling our emotional shortcomings is preventive medicine. it is our fears and envies. as a society. in tragedies such as killings.In a 1994 report on the current state of emotional literacy in the U. our rages and depressions. in deteriorating physical health and mental anguish and. author Daniel Goleman stated: ". The term encompasses the following five characteristics and abilities: 28 . The price we pay for emotional literacy is in failed marriages and troubled families..
recognizing feelings as they occur. and impulsiveness 4.Handling interpersonal tuning into their verbal and nonverbal cues 5. conflict resolution.) The key ingredients for this understanding are: Confidence Curiosity Intentionality Self-control 29 . Managing Relationships interaction. Self-Motivation -. and negotiations Research in brain-based learning suggests that emotional health is fundamental to effective learning. Self-Awareness -- Knowing your emotions. Empathy -- Recognizing feelings in others and -. and discriminating between them 2. p. despite self-doubt.1. 193. ( Emotional Intelligence .Handling feelings so they're situation and you react relevant to the current appropriately 3."Gathering up" your feelings and directing yourself towards a goal. inertia. the most critical element for a student's success in school is an understanding of how to learn. According to a report from the National Center for Clinical Infant Programs. Mood Management -.
the great interest in Emotional Intelligence on the part of corporations. happy people are more apt to retain information dissatisfied and do so more effectively one's than people. Building Emotional Intelligence has a lifelong impact. Plus. a capacity that profoundly affects all Goleman. alarmed by increasing levels of conflict in young schoolchildren--from low self-esteem to early drug and alcohol use to depression. Hence. Researchers have concluded that people who manage their own feelings well and deal effectively with others are more likely to live content lives. universities.Relatedness Capacity to communicate Ability to cooperate These traits are all aspects of Emotional Intelligence. are rushing to teach students the skills necessary for Emotional Intelligence. The idea of Emotional Intelligence has inspired research and curriculum development throughout these facilities. thereby increasing productivity and profits. And in corporations. and standardized test scores. either facilitating or interfering with them. the inclusion of Emotional Intelligence in training programs has helped employees cooperate better and motivate more. and schools nationwide. Many parents and educators. Emotional Intelligence has proven a better predictor of future success than traditional methods like the GPA."--Daniel . a student who learns to learn is much more apt to succeed. Basically. IQ. "Emotional Intelligence is a master aptitude. 30 other abilities.
and per dollar of inventory investment. A study of store managers in a retail chain found that the ability to handle stress predicted net profits. global. In another study of learned optimism. research at Met Life. Optimists permanent. sales per square foot. In temporary. He found that their scores on a test of optimism were a better predictor of actual grades during the freshman year than SAT scores or high school grades. Seligman tested 500 members of the freshman class at the University of Pennsylvania. 31 . Seligman and his colleagues found that new salesmen who were optimists sold 37 percent more insurance in their first two years than did pessimists. The ability to manage feelings and handle stress is another aspect of emotional intelligence that has been found to be important for success. sales per employee.Martin Seligman has developed a construct that he calls "learned optimism”. When the company hired a special group of individuals who scored high on optimism but failed the normal screening. tend to make specific. They even outsold the average agent by 27 percent. It refers to the causal attributions people make when confronted with failure or setbacks. external causal attributions while pessimists make internal attributions. they outsold the pessimists by 21 percent in their first year and 57 percent in the second.
emotionally expressive. dramatic. The results indicated that the actor was able to infect the group with his emotion.Emotional intelligence has as much to do with knowing when and how to express emotion as with controlling it. a survey of retail sales buyers found that apparel sales reps were valued primarily for their empathy. and researchers have known for years that it contributes to occupational success. objective measures indicated that the cheerful groups were better able to distribute the money fairly and in a way that helped the organization. consider an experiment that was done at Yale University by Sigdal Barsade . and in still others hostile irritability. Similar findings come from the field. The buyers reported that 32 . For instance. more outgoing. in others relaxed warmth. In fact. Rosenthal and his colleagues at Harvard discovered over two decades ago that people who were best at identifying others’ emotions were more successful in their work as well as in their social lives. Bachman found that the most effective leaders in the US Navy were warmer. fairness. Another well known example : Empathy is a particularly important aspect of emotional intelligence. and good feelings led to improved cooperation. In some groups the actor projected cheerful enthusiasm. in others depressed sluggishness. and sociable. A trained actor was planted among them. and overall group performance. The actor always spoke first. He had a group of volunteers play the role of managers who come together in a group to allocate bonuses to their subordinates. More recently.
" For instance. However. the ability to recognize accurately what another person is feeling enables one to develop a specific competency such as Influence. 33 . "The emotional competencies are linked to and based on emotional intelligence.they wanted reps who could listen well and really understand what they wanted and what their concerns were. Similarly. Rather. Salovey. and Goleman has tried to represent this idea by making a distinction emotional emotional competence. people who are better able to regulate their emotions will find it easier to develop a competency such as Initiative or Achievement drive. A certain level of emotional intelligence is necessary to learn the emotional competencies. Emotional competence refers to the personal and social skills that lead to superior performance in the world of work. Thus far all results have been describing research suggesting that "emotional intelligence" is important for success in work and in life. this notion actually is somewhat simplistic and misleading. Both Goleman and Mayer. Ultimately it is these social and emotional competencies that we need to identify and measure if we want to be able to predict performance. & Caruso have argued that by itself emotional intelligence probably is not a strong predictor of job performance. it provides the bedrock for between competencies that intelligence are.
Stankov. most of those measures were new. in one study the EQ-I was 34 . which has been around for over a decade. & Roberts concluded that there was nothing empirically new in the idea of emotional intelligence. The oldest instrument is Bar-On’s EQ-I . there still is not much research on the predictive validity of such measures. Davies. and this is a serious lack. This conclusion was based solely on a review of existing measures purporting to measure emotional intelligence at the point in time when they wrote that paper. and particularly the new measures that have been developed to assess it. Let me briefly summarize what we really know about the most popular ones. It was designed to assess those personal qualities that enabled some people to possess better "emotional well-being" than others.Assuming that emotional intelligence is important. the question of assessment and measurement becomes particularly pressing. is in fact a distinct entity. and there was not yet much known about their psychometric properties. and we know quite a bit about its reliability and its convergent and discriminant validity . Less is known about its predictive validity in work situations. However. What does the research suggest about the measurement of emotional intelligence and competence? In a paper published in 1998. However. Research now is emerging that suggests emotional intelligence. However. The EQ-I has been used to assess thousands of individuals. This self-report instrument originally evolved not out of an occupational context but rather a clinical one.
A third instrument is the Emotional Competence Inventory. executives. the Air Force saved nearly 3 million dollars annually . and leaders in North America. In fact. Although the ECI is in its early stages of development. there were no significant differences based on ethnic or racial group. about 40 percent of the items come from an older instrument. These earlier items had been "validated against performance in hundreds of competency studies of managers.predictive of success for U. and Brazil. but none for predictive validity. Although there is some evidence for convergent and divergent validity. convergent validity. that was developed by Boyatzis . the SelfAssessment Questionnaire." Italy. 35 . understand. by using the test to select recruiters. and work with emotion. The test-taker performs a series of tasks that are designed to assess the person’s ability to perceive.S. Air Force recruiters. there currently is no research supporting the predictive validity of the ECI. However. Also. There is some evidence of construct validity. and discriminant validity. The ECI is a 360 degree instrument. People who know the individual rate him or her on 20 competencies that Goleman’s research suggests are linked to emotional intelligence. A second instrument is the Multifactor Emotional Intelligence Scale. Another measure that has been promoted commercially is the EQ Map. The MEIS is a test of ability rather than a self-report measure. identify. the data have been reported in a rather ambiguous fashion.
& Dornheim have developed a 33-item self-report measure based on Salovey and Mayer’s (1990) early work. there is Seligman’s SASQ. Golden. Cooper. Emotional intelligence scores on this measure were positively associated with first-year college grades and supervisor ratings of student counselors working at various mental health agencies. Schutte. even though it is less well-known than the others.One other measure deserves mention. 1995). Finally. to name just a few (Schulman. Some of these tests seem rather strong. which was designed to measure learned optimism and which has been impressive in its ability to identify high performing students. and athletes. Also. Haggerty. another way to measure emotional intelligence or competence is through tests of specific abilities. it might be helpful to keep in mind that emotional intelligence comprises a large set of abilities that have been studied by psychologists for many years. There is evidence for convergent and divergent validity. Thus. 36 . Malouff. scores were higher for therapists than for therapy clients or prisoners. Hall. To name just one example. salespeople.
2002). Manocha. Specifically. A study by Davies. and because they are both measured in the selfreport form (Zeidner. Generally. Matthews. Intuitively. 2002). & Roberts.40). there appear to be two dimensions of the Big Five that stand out as most related to self-report EI – neuroticism and extraversion . and Roberts (1998) reported a strong negative correlation between total TMMS scores and neuroticism scores (r = -. & Stough. Stankov. 1992). Another study by Warrick and Nettlebeck (2004) reported a moderate negative correlation between neuroticism and the 37 . In particular. & Schutte. & Roberts. 2005).Some researchers have raised concerns with the extent to which self-report EI measures correlate with established personality dimensions such as those within the Big Five (Gignac. While many studies have looked at the relationship between neuroticism and self-report EI measures. neuroticism has been said to relate to negative emotionality and anxiety (Costa & McCrae. 2005. individuals scoring high on neuroticism are likely to score low on self-report EI measures (Zeidner. Matthews. self-report EI measures and personality m because they both purport to measure traits. in press). Palmer. Thorsteinsson. few have examined that relationship with the TMMS (Trait Meta Mood Scale) and SEI (Schutte EI Scale) specifically (Gignac. Malouff.
TMMS total score (-. while others have suggested that selfreport EI is a personality trait in itself (eg.40 range constitute outright construct redundancy (eg. Stankov & Roberts. 2001). although there was a notable limitation in their sample size (n = 84). However.52). The interpretations of moderate-to-high SEI . In a larger study (n = 354) by Saklofske (2003). (1998) reported a moderate negative correlation between neuroticism and total SEI scores (r = -. there does appear to be evidence of an overlap between neuroticism and self-report EI measures such as the TMMS and SEI. it is unclear in the literature exactly what level of correlation between personality and self-report EI is so high as to suggest that it selfreport EI is redundant. Before conclusive and convincing arguments can be asserted as to whether self-report EI is redundant or related to personality. Some researchers have asserted that correlations in the . the SEI optimism subscale was reported to have a strong negative relationship with neuroticism (r = -. and recommended that factor analytic methodology be used to test for construct redundancy (as opposed to zeroorder correlations). correlations between self-report EI an personality have been varied and inconsistent. Gignac (2005) asserted that it would be difficult for any self-report individual difference measure to demonstrate exceptional incremental validity above and beyond the Big Five. although the sample size was also notably small (n = 23). As for the an initial study by Schutte et al. Davies. Collectively.28). Petrides & Furnham. it would be 38 . 1998).27).
1983). properties of self-report EI inventories Self-report EI measures. 2000. Zerbe & Paulhus. 1997. there are other factors that extrication bring the . Peebles & Moore. “faking good” is defined as a response pattern where test-takers systematically represent themselves with an excessive positive bias (Paulhus. and could expose the inventories to a phenomenon known as “faking good. and act as a mediator of the relationships between self-report measures (Nichols & Greene. and determine whether the EI subscales still form a general factor (EI g) after the concern.useful to statistically extricate the effects of neuroticism from the relationship between the TMMS and SEI. This may make understanding what test items are ‘ really asking’ routinely easy.. 1987). Ganster et al. 2002). While the overlap between EI and personality is a large psychometric into question. 39 . 2004. This bias has long been known to contaminate responses on personality inventories (Holtgraves. 1998. Nichols & Greene. are comprised of highly facevalid items. McFarland & Ryan.” More formally termed socially desirable responding (SDR). much like personality measures. 1997.
Specifically. 1991). employment settings). should self-report EI measures be largely contaminated by SDR. it may be reasonable to assert that socially desirable responding has the capacity to contaminate responses on self-report EI measures. Paulhus. which is a situational and temporary response pattern (Pauls & Crost. EI 2003). Highlighting the extent to which response biases are considered a confound to accurate personality measurement. 2001). some researchers even believe it is necessary to warn testtakers not to fake good before taking a personality test (e. Considering the contexts certain self-report EI inventories are used in (eg.g. 2004.. given the both inherent similarities between personality testing and self-report measure testing (both are self-report. their construct validity may be compromised (Cronbach & Meehl. and both are said to traits. McFarland. which is a more long. the problems of response sets in high-stakes scenarios become clear (Paulhus & Reid. In summary.It has been suggested that responding in a desirable way is a response set. 1996) 40 . This is contrasted with a response style. converge moderately-to-highly).term trait-like quality.
" 41 . Mayer et. provide theories. That (2001) . further theoretical basis for their (2001) . Goleman admits that they might be quite uncorrelated. .If these five 'abilities' define 'emotional intelligence'. many psychological researchers do not accept emotional intelligence to be a part of "standard" intelligence (like IQ). conformity.A significant criticism is that emotional intelligence has no "benchmark" to set itself against. . The criticism of the works of Mayer and Salovey include a study by Roberts et. for example comments that Goleman "exemplifies more clearly than most the fundamental absurdity of the tendency to class almost any type of behaviour as an 'intelligence'. we would expect some evidence that they are highly correlated. how do we know they are related? So the whole theory is built on quicksand. . However. Eysenck ( (2000) ). Goleman's work is also criticized in the psychological community. and in any case if we cannot measure them. there is no sound scientific basis. While IQ tests are designed to correlate as closely as possible with school grades.al. emotional intelligence seems to have no similar objective quantity it can be based on. research warns that EQ may actually be measuring Nevertheless.al.
20% belong to the 40-50 age group while 22% of the population belong to age groups greater than 50. 24% of the respondents belong to the 30-40 age group . Age (in years) 20-30 30-40 40-50 Greater than 50 Total No. It is seen that while 34% of the respondents belong to the 20-30 age group.PROFILE INTERPRETATION Age of Respondents Table 1 indicates the respondent’s age profile. 42 . of people 17 12 10 11 50 Percentage 34 24 20 22 100 Inference: The results from the table above show that the respondents are not evenly distributed among all ages.
20% in the 40-50 age groups and 22% are classed to be greater than the age group of 50. 43 .Inference: From the above pie diagram we infer that the respondents are not evenly distributed with the maximum no of respondents of 34% corresponding to 20-30 age group while it is seen that the rest of the respondents cater to the other age groups with 24% in the 30-40 age groups.
of people 23 27 50 Percentage 46 54 100 Inference: The above table indicated that out of the 50 respondents 46% are females and 54% are males. 44 .Gender of the Respondents Table 2 indicates the gender profile of the respondents Gender Female Male Total No.
Inference: From the above pie chart it is deduced that 46% of the respondents are females while 54% of the respondents are male. 45 .
Designation status Manager Supervisor Assistant Less Assistants Total than No. People 8 12 14 16 of Percentage 16 24 28 32 50 100 Inference: From the table we deduce that 16% of the respondents are managers. 24% of the respondents are supervisors.Designation Respondents profile of Table 3 indicates the designation profiles of the candidates. 28% of the respondents are assistants while 32% of the respondents all have designations lesser than assistants at the hotel. 46 .
24% of the respondents are supervisors.Inference: From the chart. 47 . 28% of the respondents are assistants while 32% of the respondents all have designations lesser than assistants at the hotel. we deduce that 16% of the respondents are managers.
people tend more to panic than be logical. people are more logical and try to help others rather than panic. Danger Situations H0 : In situations such as accidents.Chi square analysis of gender responses in various situations: 1. ACTUAL VALUES: EFFECT PANIC LOGICAL TOTAL MALE 31 23 54 FEMALE 19 27 46 TOTAL 50 50 100 EXPECTED VALUES 48 . H1 : In situations such as accidents.
people tend to panic more than to be logical. while employees do not tolerate others taking credit of their work. Hence the null hypothesis is accepted.69 0. 2.516 0. 49 .WORK ENVIRONMENT. they do not yell and create a scene but rather handle it in a professional manner.842 0.841 Inference : Since the tabulated value of X2 is less than the critical value of Chi square.EFFECT PANIC LOGICAL MALE 27 27 FEMALE 23 23 (0-E) (0E) 2 (O-E) 2 /E 4 -4 -4 4 TOTAL 16 16 16 16 0. H0: In the work environment.646 CRITICAL VALUE: 3. it is inferred that in accident situations.59 2.
5 FEMALE 12.5 (0-E) (0E) 2 (O-E) 2 /E 2.5 37.H1: In the work environment.416 0.5 -2.25 0.25 6.25 6.5 2.5 37.5 6.25 6.15 50 .17 0.625 0. employees do not tolerate others taking credit of their work and tend to yell and create a scene without regard to the situations. ACTUAL VALUES: RESPONSE YELL NO RESPONSE TOTAL MALE 15 35 50 FEMALE 10 40 50 TOTAL 25 75 100 EXPECTED VALUES: RESPONSE YELL NO RESPONSE MALE 12.5 -2.
They also respond in a calm and unperturbed way to their guests regardless of the problems they face. LOGICAL REASONING & CALMNESS WHILE CUSTOMER PROBLEMS & HANDLING GUEST/ TAKING DECISIONS.TOTAL 1. all caders of employees consider both sides of the situation & others opinions before they make a decision. employees do not consider both sides of the situation. They also do not respond in a calm manner to their guests & are highly susceptible to mood swings. Hence.84 2 Since the tabulated value of X 2 is less than the critical value of X . 3. but rather prefer to take their own decisions. they do not create a scene but rather behave & solve any discrepancies in a calm & professional manner. H0: When faced with problems and taking difficult decisions. H1: When faced by problems and making difficult decisions. ACTUAL VALUES 51 .367 Critical value of X Inference: 2 : 3. the null hypothesis is accepted. it is inferred that in work situations where people take credit for their work.
5 TOTAL 6.5 7.5 2.5 2.169 Critical Value of X of significance : 3.25 0.25 6.RESPONSE LOGICAL YELL TOTAL MALE 40 10 50 FEMALE 45 5 50 TOTAL 85 15 100 EXPECTED VALUES RESPONSE LOGICAL YELL MALE 42.5 7.138 0.5 FEMALE 42.25 2.25 6.84 2 for 1 degree of freedom at 5% level 52 .156 0.25 6.5 (0-E) (0E) 2 (O-E) 2 /E -2.625 1.5 -2.
Thus the null hypothesis is accepted. it is deduced that employees in the hospitality industry always remain unperturbed in the face of handling angry guests and are also very logical while making decisions. Survey Results One W ay ANOVA Method H0: Emotions play a very important role in influencing a person’s behaviour and reactions in a situation and the employees at the hotel are able to control their emotions effectively to create a positive impact on their work. 53 . H1: Emotions do not play a significant role in influencing a person’s behaviour in a situation and the employees at the hotel are unable to control their emotions effectively to create a positive impact on their work.Inference : Since the calculated value of X 2 is less than the critical value.
Total no. of respondents = 50 N= 50 X 7= 350 T (EX) = 622 ACTUAL VALUES Situa tions Stron gly agree (4) Agr ee (3) Neithe r agree / Disagr ee (2) 9 10 11 12 13 16 4 12 9 9 11 14 20 4 5 14 8 14 7 54 Dis agr ee (1) Stron gly Disag ree (0) To tal 11 14 8 8 10 9 27 6 7 10 19 50 50 50 50 11 29 50 50 .Table 4 indicates the responses of the respondents to the various situations in the questionnaire.
98 1.54 Variation Between Attributes Ta 2 / Na + Tb =106 2 2 /Nb +….54 55 .52 1.17 9 7 8 4 22 50 EX 106 98 76 64 102 99 77 EX 2 296 294 230 200 310 281 243 MEAN 2.16 1.44 1.12 2.68 1. Tn /50 +… 77 2 2 / Nn – T 2 /N /50 + 98 2 / 50 – 622 2 /50 =31..
1105.42.Variation among Attributes EX 2 – T 2 /N = 1854.18 5.18 = 2. Thus the null hypothesis is accepted.62 35-5 =30 2.38 = 748.25 5.25/2. 30) degrees of freedom is 2.54 Critical Value of F.16. ANOVA TABLE Source of Sum of D. Inference: 56 .62 = 780.54+ 748.test at 5% level of significance for (6.62 Total Sum of Squares: = Sum of Squares between attributes + Sum of Squares among attributes =31.408 F.Value Variation Between attributes Among attributes Squares 31.f Mean Square 7-1 =6 748.
of respondents 24%. The Designation profile analysis showed that 32% of the respondents were belonged to designations “less than assistants” while closely followed by 28% of respondents in the “Assistants” category and 24% & 16% respondents in the “Supervisors” & “Managers” category respectively.The employees of TRIDENT. The second Chi-Square analysis done on the behaviour of employees in the work 57 . The Chi.Square analysis on the gender responses in various situations showed that in during certain dangerous situations. gender and designation shows that 46% of the respondents are male while 54% of the respondents were females. Chennai are emotionally secure and are capable of handling complex situations well. FINDINGS The Percentage analysis on the profile variables of the respondents such as age. with the next highest percentage 20% of respondents being in the age group of 30-40. most of the employees tend to panic rather than rationally think in those situations. are of the 20-30 age group. The age profile analysis showed that the maximum no.
behave in a very professional manner and settle all their discords peacefully within themselves. has proved that employees in an organization . has shown that in the hospitality industry. The third Chi-Square analysis done on the level- headedness and rational thinking of employees while handling guests and making decisions. Finally.environment. the employees are extremely well informed and apart from handling guests in a calm manner also make decisions after consulting with all their specialists and other related employees in their respective departments. the analysis on seven important parameters of Emotional Intelligence have proved that employees in the hospitality industry are emotionally secure and are capable of effectively channelizing their emotions into producing the best of their labour. SUGGESTIONS 58 .
Though the emotional stability of the employees of the hotel is very good. ACHIEVEMENTS 59 . unfortunately the many pressures of the job combined with the constant need to achieve perfection and provide satisfaction to the guests might produce small tensions between the employees. Hence constant counseling as well as classes on Anger management can be conducted once in 2-3 months to better enable the employees to perform their job with satisfaction. which might lead to small frictions between them and might eventually become one of the major causes for job satisfaction.
thereby retracing several important books as well as helping them to keep up to date on lent books. thereby easing their task of recruitment. I have also created a recruitment database for the hotel comprising of the top 50 colleges in Tamil Nadu and India. Apart from this. it has been deduced that the employees .During my 2 month internship at the TRIDENT Hotel. I have helped the training department in creating a library database.2012) of TRIDENT. CONCLUSION From the numerically collected data and analyses 60 on parameters. Chennai. I have also helped in the book keeping of files in the department as well as been a part of the Induction & Orientation Process of the Step Trainees (2009. I have also helped our mentor in preparing the month’s HR MIS reports as well as the ACTIVITY CALENDER for the entire year. During my tenure. Chennai.
plays a very important role in the the data obtained has greatly proved that emotional intelligence hospitality industry and their ability to channelize their emotions have constituted to be one of the biggest factors for the level of success and positions industry has reached in the world today. o Thus. even though the area of the study was small. through counseling and training classes. it would also be very nice if this ability could be further improved.of TRIDENT. o However. Chennai are emotionally strong and are able to channelize their emotions to be the best at their work. this BIBLIOGRAPHY Hotel Manuals : The Indian Hospitality Guide 61 .
R. Kothari Websites: www.google.com www.Wikipedia.emotionalintelligence.com www.TRIDENT History and operations Other Books Research Methodology by C. ANNEXURE 62 .competencymapping..com www.com Articles by David Goleman Articles by Mayer….
BOTH 2 & 3. PEOPLE CHANGE. RELATIONSHIPS CHANGE. WHAT DO YOU DO? • • • • • HONESTLY TELL YOUR FRIEND IT’S NOT FUN ANYMORE. YOU’RE NOT IN A POSITION TO DO ANYTHING. PICK UP YOUR MOBILE AND CALL FOR HELP. YOU’RE SHOCKED. TIME YOU ARE SPENDING WITH AN OLD FRIEND SEEMS LESS & LESS ENJOYABLE. QUIETLY LET THE RELATIONSHIP DIE. 63 . CONTINUE ON AS BEFORE. MEETS WITH AN ACCIDENT? WHAT DO YOU DO? • • • • • PANIC AND START SCREAMING AT EVERYONE NEARBY. THE TRAIN IN. THE TWO OF YOU ARE DRIFTING APART. WHICH YOU ARE TRAVELLING.Questionnaire Em otional TRIDENT. IT’S JUST A PASSING PHASE IN YOUR RELATIONSHIP. EXPRESS YOUR CONCERNS & WORK IT OUT TOGETHER. Chennai on the of Intelligence NAME AGE DESIGNATION : : : HOW EMOTIONALLY SAVVY ARE YOU??? 1. STOP RETURNING PHONE CALLS OR INVITATIONS. 2. CHECK TO SEE IF ANYONE NEEDS YOUR HELP.
YOU’VE JUST BOUGHT A NEW BIKE & ARE DRIVING HOME. BY CONFRONTING HIM PUBLICLY ABOUT THE WORK DONE. IT’S NOT A GOOD THING TO CRITICIZE YOUR FRIEND IN PUBLIC. WHILE TRYING TO AVOID HIM. SUDDENLY A BOY STEPS IN FRONT OF YOUR BIKE & YOU HIT A TELEPHONE POLE. WHICH WILL RESOLVE HIS PROBLEM. WHAT DO YOU DO? • • • • • SUGGEST A SOLUTION YOURSELF & ASK EVERYONE TO FOLLOW IT. BEFORE CROSSING THE STREET. THEN SCOLD HIM FOR NOT LOOKING BOTH WAYS. YOU ARE SPEAKING TO AN EXTREMELY ANGRY GUEST OVER THE PHONE. TAKE THE BOY HOME & DEMAND COMPENSATION FROM HIS PARENTS. BOTH 1 & 4. 5. WHAT DO YOU DO? • • • • • FLY INTO A RAGE. DO THE SAME THING BACK TO YOUR FRIEND. CHECK TO SEE IF A SIMILAR PROBLEM HAS OCCURRED EARLIER. YELLING AT THE BOY. YOU & YOUR TEAM ANALYSE THE PROBLEM FOR IT’S SOURCE. YOUR TEAM IS FACING A PROBLEM TO WHICH IT HAS NOT BEEN ABLE TO COME UP WITH A SOLUTION. TELL THE GUEST YOU’RE SORRY & KEEP HIM WAITING WHILE TRYING TO FIND THE SOURCE OF THE PROBLEM. CALMLY ASSESS THE DAMAGE & RECORD THE BOY’S NAME & ADDRESS FOR A POLICE REPORT. 4. ALLOWING THE BOY TO GO HOME. CALL A MEETING TO SPECIFICALLY ADDRESS EVERYONE’S IDEAS ON THE PROBLEM. 6. YOUR COLLEAGUE TAKES CREDIT FOR A WORK THAT YOU’VE DONE. KEEP QUIET. CHECK FIRST THAT THE BOY IS UNHARMED. WHAT DO YOU DO? • • • • • IMMEDIATELY CORRECT THE MISTAKE. SAY IT’S NOT YOUR DEPARTMENT & TRANSFER THE CALL TO ANOTHER PERSON.3. LISTEN TO THE GUEST CAREFULLY & REPHRASE WHAT YOU’RE FEELING. TELL THE GUEST THAT YOU UNDERSTAND HIS FRUSTRATION AND OFFER HIM A SOLUTION. WHAT DO YOU DO? • • • • • HANG UP. BOTH 1 & 2. IGNORE IT. 64 . IT DOESN’T PAY TO TAKE ABUSE FROM ANYONE. LET IT GO BUT TAKE YOUR COLLEAGUE ASIDE & TELL HIM YOU WILL NOT TOLERATE SUCH BEHAVIOUR.
11. “ LOSER” OR “ I CAN’T EVEN DO THIS RIGHT”. 7. 10. 9. YOU • • • • • REMAIN CALM & COOL ON THE SURFACE. HAVE A CUP OF TEA WITH THEM & SORT THEIR PROBLEMS. WHEN YOU GET UPSET. SHOW THAT YOU’RE ANGRY BUT IN A RESTRAINED MANNER. PLEASE TICK THAT WHICH DESCRIBES YOU BEST IN THAT SITUATION. WHEN YOU MESS UP. YOU WORK BEST UNDER PRESSURE. AGREE NEITHER AGREE / DISAGREE. PUT YOURSELF IN HIS / HER SHOES & TRYING TO FIGURE OUT WHAT MADE HIM OR HER ANGRY IN THE FIRST PLACE. YOU REACT BY. YOU HAVE BIG MOOD SWINGS. DESPITE YOUR BEST INTENTIONS. DO YOU SAY WORDS LIKE “ STUPID” . LOSE CONTROL COMPLETELY & YELL AT EVERYONE. 8. • • • • • ALL THE TIME. WHEN SOMEONE IS ANGRY AT YOU. OCCASSIONALLY SOMETIMES RARELY NEVER. • • • • • STRONGLY AGREE. • • • • • MOST OF THE TIME. STRONGLY DISAGREE. BY CONCENTRATING HARD ON YOUR WORK. • • • • • BECOME DEFENSIVE & ANGRY AT HIM.FOR THE NEXT SET OF QUESTIONS. TRY TO CALM THEM DOWN BY SAYING YOU’RE SORRY. JUST WALK AWAY & ALLOW THEM TO SOLVE THEIR PROBLEMS. OCCASSIONALLY SOMETIMES RARELY NEVER. DISAGREE. YELL AND CREATE A SCENE. TRY TO CALM YOURSELF. 65 .
LEAVE THE PARTY / FUNCTION. 16. • • • • • MOST OF THE TIME. 66 . DISCUSS WITH YOUR FAMILY & AGREE WITH WHATEVER THEY SAY. BEFORE CRITICIZING SOMEONE. YOU PUT YOURSELF IN THEIR PLACE & THEN TAKE ACTION. I NEVER STOP THINKING ABOUT MY PROBLEMS. STRONGLY DISAGREE. JOIN ANY NEARBY GROUP & GIVE COMMENTS AS & WHEN THE OCCASION ARISES. LISTEN TO WHATEVER YOUR FRIENDS SAY. 15.I SOMETIMES FEEL STRONG. WAIT SOMEWHERE UNTIL YOUR FRIENDS SHOW UP. AGREE NEITHER AGREE / DISAGREE. • • • • • REGULARLY OFTEN SOMETIMES RARELY ALMOST NEVER. WEIGH BOTH SIDES & DISCUSS WITH YOUR FRIENDS BEFORE COMING TO A DECISION.12. • • • • • STRONGLY AGREE. WHAT DO YOU DO? • • • • • STRIKE UP A CONVERSATION WITH SOMEONE. CAPABLE & CONFIDENT. YOU ENTER A PARTY OR FUNCTION. ON IMPORTANT ISSUES. 13. BOTH 2 & 4. DISAGREE. TO FIND IT FULL OF STRANGERS. OFTEN SOMETIMES RARELY ALMOST NEVER 14. SIMPLY SIT IN A CORNER & WATCH OTHERS CHAT. YOU • • • • • MAKE UP YOUR OWN MIND & RARELY LISTEN TO ANYONE ELSE.
• • • • • STRONGLY AGREE. STRONGLY DISAGREE COMMENTS: ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ 67 . DISAGREE. THE AMOUNT OF PRESSURE & STRESS ON MY JOB IS REASONABLE & RARELY EXCESSIVE.17. AGREE NEITHER AGREE / DISAGREE.
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