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Introduction

Emotional Intelligence (EI) is the ability to acquire and apply knowledge from your emotions
and the emotions of others. You can use the information about what you're feeling to help you
make effective decisions about what to say or do (or not say or do). Emotional Intelligence is not
about being soft! It is a different way of being smart - having the skill to use your emotions to
help you make choices in-the-moment and have more effective control over yourself and others.
Emotional Intelligence is comprised of five basic competencies. The first is knowing what you're
feeling. The second is managing your feelings, especially distressing feelings. The third is selfmotivation, the fourth is empathy, and the fifth is managing relationships. The concept of
Emotional Intelligence is based on brain research showing that these skills are different from
technical and purely cognitive abilities because they involve a different part of the brain - the
emotional center, the limbic system, rather than the neocortex.
Positive Impact on Business
Emotional Intelligence (EI) abilities have been shown to be critical to individual and
organizational success. Developing and using Emotional Intelligence skills offers a set of core
abilities that impact many business issues:
Developing Leaders - Emotional Intelligence is more than 85% of what enables "star
performers" to develop into great leaders (Goleman, HBR, Nov./Dec., 1998).
Personal Productivity - EI skills allow people to think more clearly under pressure, eliminating
time wasted by feelings of anger, anxiety, and fear.
Career Success - Emotional Intelligence, as a determinant of high performance, is twice as
important as technical and cognitive skills combined (Goleman, HBR, Nov./Dec., 1998)!
Team Performance - People with high EI skills get along better and don't let anxieties and
frustrations get in the way of efficiently solving problems.

Motivation/Empowerment - People with high EI skills positively impact every person they
contact. They are the role models of excellent performance.
Difficult Clients/Teams - Developing EI skills increases the understanding between people
which minimizes time wasted arguing and defending turf.
Customer Satisfaction - Excellent customer service is based on sincere care. People with high
EI skills take care of themselves and extend sincere care to others.
Creativity & Innovation - People with high EI skills calm and clear their minds quickly and
easily opening the way for insight and intuitive, creative ideas.
Time Management - People with high EI skills do not waste time worrying, arguing, and
second-guessing themselves. They choose productive behaviors.
Talent Retention - Leaders with high EI skills have been shown to be the best, most effective
bosses, the kind talented people want to work for.
Work/Life Balance - Improved personal productivity and improved staff performance means
people can confidently leave work at a reasonable time.
Stress Reduction - People with strong EI skills easily handle emotions of anxiety, frustration,
and fear that cause stress in today's work world.

The secret of getting ahead is getting started. - Mark Twain


What is it that gets a person started? And in getting ahead in business, how can management get
their employees started? The quality and quantity of an individuals work is related to their
motivation. Motivation has many definitions, however for the purposes of this report it is defined
as the condition that causes and directs behavior.

For example, people in our society need money to survive, so they seek employment in return for
money. It is important to understand the role of motivation in the workplace because of its
impact on work. People are not exclusively motivated by money. Primary research indicates.
most peoples motivation to work is to gain experience. Motivation can be affected by emotions
and an individuals emotional intelligence. Emotional intelligence is a persons ability to manage
their own emotions and take the emotional state of others into considerations. How a person
reacts to an emotional state can determine their success or failure in the workplace. Managing
emotions requires the ability to identify and assess emotional states,

WHAT IS EMOTIONAL INTELLIGENCE?

Emotional intelligence is generally defined as the ability to identify, assess, and manage the
emotions of oneself and others. This intelligence is often measured as the Emotional Intelligence
Quotient, or EQ. In recent years EQ has become a more respected measure of future success than
IQ testing. There are several models that exist for measuring EQ that vary in scope of
competencies.

THE GOLEMAN MODEL


A well known model of EQ is the Goleman Model. It was developed in the early 1990s and is
based on a belief that emotional intelligence is not an innate talent but in fact a learned ability
Goleman classifies these abilities into four categories as follows.

His research has shown that measuring these characteristics is a better indicator of job
performance than IQ testing. Golemans research indicates that employees with high EQ will be
assertive. They will be able to express their feelings directly and appropriately. Their high EQ
will give them social poise and they will be able to effectively adapt to the pressures and

demands of different environments. As an employer, this means that it is a good idea to take an
employees EQ into account during the recruiting process. As well, according to Goleman
training and counseling can increase a current employees EQ.
.
WHAT IS MOTIVATION?
Motivation is essential to workplace performance. It is the driving force behind an employees
desire to do good work. Motivation is defined as the internal condition that causes and directs
behavior. Various theories are in agreement that motivation originates from peoples basic need
to minimize physical pain and maximize pleasure.
MASLOWS HIERARCHY OF NEEDS
Abraham Maslow theorized that human beings have wants and desires which influence their
behavior. His research shows that unsatisfied needs influence behavior, satisfied needs do not.
As people we have many needs, and Maslow arranged these in order of importance from the
basic to the complex. Maslows Hierarchy of Needs, shows self actualization as our ultimate
need and biological and physiological needs as our most basic. These needs are what motivate
people to act. According to primary research, 45 of 50 respondents agreed self satisfaction
motivated them to work. Self satisfaction is a feeling of fulfillment or contentment with respect
to ones own accomplishments. This fits into Maslows theory in the self actualization, esteem,
and belongingness categories. Most people surveyed agreed they work because it gives them a
sense of joy. As well, primary research has shown that of experience, education, satisfaction, and
money people agree most that they work to gain experience.
HOW IS MOTIVATION RELATED TO EMOTIONAL INTELLIGENCE?
As stated earlier, motivation is what causes a person to act. Maslows hierarchy of needs models
those motivations. Golemans model of emotional intelligence categorizes emotional intelligence
as self awareness, self management, social awareness, and relationship management. Maslows
hierarchy includes objectives which require emotional intelligence to obtain. As Maslows
hierarchy shows, belongingness and love are a complex need. According to Golemans model,
our ability to manage our relationships is an ability closely tied to our emotional intelligence.
This is applicable in the workplace as team building and team work skills are in the category of
relationship management. On a team, an individual wants to feel they belong and are valued. If

the team has poor emotional intelligence they will not treat one another with respect and
kindness and may ostracize less able team members rather than training them to do their job
better. This would leave their need for belonging unsatisfied, and could potentially negatively
affect that persons morale and thus their discomfort in the workplace would de-motivate them.
A team with good EQ would demonstrate this by working together to achieve their goals. A good
team understands and appreciates one anothers situation. A lesser team will not be well equipped
to deal with conflict. Conflict can impact a persons feelings and thus could impact their
motivation to do work, which is counterproductive. Emotional self control is an element of EQ
which can contribute to conflict and change the environment in which people work. Basically,
the emotional temperament of a team of people can impact how that team feels at and about
work. As shown by our primary research, 45 out of 50 survey responses indicated agreement that
How I feel affects my motivation. This means that most people are aware that how they feel
impacts their motivation to work, and a hostile working environment can contribute to low
productivity.

Data Analysis

Correlations
EIMEAN
EIMEAN

SMMEAN

Pearson Correlation

-.138

Sig. (2-tailed)
SMMEAN

.225

N
Pearson Correlation
Sig. (2-tailed)

79

79

-.138

.225

79

79

The above table shows the co-relation of emotional intelligence with the stress levels of the
individuals working in the software industry. The significance value is .225 which is below .50
and thus, there is not a significant relationship between the two variables. Thus , emotional
intelligence and stress are independent of each other.
Some cross- tabulations are also used to study the data in an efficient manner and to find out
whether there is any significant co-relation among the data. This can be shown as follows:

q1 * q5 Crosstabulation
Count
q5
1
q1

Total

11

16

10

31

0
16

8
16

23
33

0
8

1
6

32
79

Total

The above table shows the cross-tabulation of the stress level of employees with the value which
he attaches to himself as the reason for the stress.
The above table clearly shows that the employee rarely feels that its him who is responsible for
the workplace stress.

Symmetric Measures
Asymp. Std.
Errora

Value
Interval by

Pearson's R

Interval
Ordinal by

Spearman

Ordinal
Correlation
N of Valid Cases

Approx.
Approx. Tb

Sig.

.173

.142

1.538

.128c

.209

.138

1.877

.064c

79

The above table shows the co-relations between the stress and the employee as a reason for
stress. The co-relation levels are low i.e. below .50 and hence are not significant. This table
clearly signifies that the two factors are independent of each other.

q1 * q10 Crosstabulation
Count
q10
1
q1

Total

Total

15

16

21

31

0
1

24
60

1
10

7
8

32
79

The above table shows the cross tabulation between the stress level of employee at work place
and how much he repent later. The above table clearly indicate that employees hardly repent for
the mistakes they do , and do not get stressed by the actions.

Symmetric Measures
Asymp. Std.
Errora

Value
Interval by

Pearson's R

Interval
Ordinal by

Spearman

Ordinal
Correlation
N of Valid Cases

Approx.
Approx. Tb

Sig.

.276

.082

2.519

.014c

.215

.097

1.935

.057c

79

The above table shows the co-relations between the stress and the thoughtfulness of employees
for mistakes they do. The co-relation levels are low i.e. below .50 and hence are not significant.
This table clearly signifies that the two factors are independent of each other

q1 * q15 Crosstabulation
Count
q15
1
q1

Total

Total

10

16

18

31

0
8

6
16

11
34

2
6

13
15

32
79

The above table shows the cross tabulation between the stress level of employee at work place
and how much he repent later. The above table clearly indicate that employees hardly repent for
the mistakes they do , and do not get stressed by the actions.

Symmetric Measures
Asymp. Std.
Value
Interval by

Pearson's R

Interval
Ordinal by

Spearman

Ordinal
Correlation
N of Valid Cases

Errora

Approx.
Approx. Tb

Sig.

.409

.085

3.933

.000c

.417

.092

4.021

.000c

79

The above table shows the co-relations between the stress and the thoughtfulness of employees
for mistakes they do. The co-relation levels are low i.e. below .50 and hence are not significant.
This table clearly signifies that the two factors are independent of each other

Findings
On the basis of the above data analysis following things can be inferred:

There is no signification relation between the two factors i.e stress and emotional
intelligence.

There is no significant relationship between stress and the mistakes that an employee
commits at workplace.

There is no significant relationship between the stress and other workplace conditions in
the software industry.
Thus , it can be inferred that emotional intelligence and stress are independent of each
other ,as far as the software industry is considered.