Organizational Behaviour Assignment

on

THE RELATIONSHIP BETWEEN

EMOTIONAL INTELLIGENCE &
ORGANIZATIONAL COMMITMENT

Submitted to: Submitted by:

Dr. Rupinder Bir Kaur Ankit Kumar

MBA(Section-B)

1st-Semester
 1. Introduction

The success of any organization in the long run depends on its human resource. Of all the prime
resources of an organization, the human resource is the most vital and important because it is
ultimately the human being who uses and controls all the other resources and determines the
efficient utilization of these resources. Thus, human resource reflects an inherent dynamism
and development potential.
Human resource is the aggregate of employee attributes including knowledge, skill, experience
and health which are presently and potentially available to an organization for the achievement
of its goal. The key objective in the management of any organization should be to provide
various kinds of learning experiences to its people with the objective of developing human
beings for their advantage and harnessing their physical, mental, emotional and intellectual
endowments and abilities for the growth of the organization. Unfortunately our management
policies emphasize only on the cognitive aspect of the human resource, whereas the emotional
or affective aspect of human resource is neglected. Emotional competence is as important,
sometimes more important than academic competence in managing the organization. As a child
will not learn if he does not ‘want’ to learn or feel the ‘need’ to learn despite having good
ability or intelligence; similarly an employee will not put in his maximum effort unless his
emotional needs are taken care of. Human being is not merely a cognitive man, possessing
various abilities and skills. He is also an emotional being which determines the effective and
efficient utilization of his cognitive abilities.
Today, many management scholars and practitioners are beginning to emphasize the
importance of Emotional Intelligence in order to improve individual as well as organizational
effectiveness. Emotional Intelligence has become increasingly popular as a measure for
identifying potentially effective leaders. Despite the popularity of the concept, there was little
empirical research regarding the impact of emotional intelligence on organizational
commitment.
1.1 CONCEPT OF EMOTIONAL INTELLIGENCE (Independent
variable)

The concept Emotional Intelligence came out of the term emotion, which refers to a feeling
with its distinctive thoughts, psychological and biological states, and ranges of propensities to
act. There can be a number of emotions like anger, sadness, fear etc. A manager’s ability to
balance the emotions with the reason to maximize long term happiness i.e. capacity of
effectively recognizing and managing one’s own emotions and those of others may be termed
as emotional awareness or emotional management of skills. In the words of Daniel Goleman
emotional intelligence is “the ability to motivate oneself and persist in the face of frustration;
to control impulse and delay gratification; to regulate one’s moods and keep distress from
swamping the ability to think; to emphasize and to hope”. In simple words the concept of
emotional intelligence is an umbrella term that captures a broad collection of individual skills
and dispositions, usually referred to as soft skills or inter or intrapersonal skills, which are
outside the traditional areas of general intelligence, and technical or professional skills.

1.1.1 DEFINITIONS OF EMOTIONAL INTELLIGENCE

There is a plethora of definitions on the term “Emotional Intelligence” given by prominent
authors. But since Daniel Goleman’s book on Emotional Intelligence, which was published in
1995, gave to professionals and managers the central role that emotions play in the quest to,
“get the job done”. Nonetheless, following are a few of the most widely used definitions at
present.
E.L Thorndike (1920) defined social intelligence as “the ability to understand and manage
men and women, boys and girls to act wisely in human relations. It is an ability that shows
itself abundantly in the nursery, on the playground, in factories and sales rooms.”
D. Wechsler (1940) defined intelligence as “the aggregate or global capacity of the individual
to act purposefully, to think rationally, and to deal effectively with his environment.”
Peter Salovey and John Mayer (1990) defined Emotional Intelligence as “the subset of social
intelligence that involves the ability to monitor one’s own and other’s feelings and emotions,
to discriminate among them and to use this information to guide one’s thinking and actions.”

According to Reuven Bar-On (2000) “Emotional Intelligence is an array of non-cognitive

capabilities, competencies and skills that influences one’s abilities to succeed in coping with
environmental demands and pressures.”
J. Mohan (2003) observed that “Emotional Intelligence is a positive combination of a deep
insight into one’s emotional and cognitive capacities and a charming flair for communication,
empathy and motivation, leading to personal optimism, interpersonal confluence and
organizational excellence.”
M. Kapadia (2004) suggested that “Emotional Intelligence as a transformation of mind, body
and spirit to realize our true potential for the universal well being and abundance of joy.”
N.K. Chadha (2005) is of the opinion that “Emotional Intelligence is using your emotions as
a source of energy to accomplish that self-defined goals.”
Based on the various definitions presented above, it is evident that a definitive definition of
emotional intelligence has yet to crystallize.

1.1.2 HISTORICAL OVERVIEW OF EMOTIONAL INTELLIGENCE

The term “intelligence” was first presented in literature during the twentieth century. Prior to
that, even books of good standing on psychology did not mention the word. Psychologists have
ever since tried to successfully define intelligence. Sadock and Sadock define intelligence as
the“capacity for learning and ability to recall, integrate constructively and apply what one has
learned, the capacity to understand and think rationally”. The capacity was, traditionally
measured and expressed as an “IQ” or intelligent quotient. However, as early as in 1920,
Edward Lee Thorndike agreed in favour of social ability as an important component of
intelligence. He defined social intelligence as the ability to act or behave wisely in relation to
others and distinguished social intelligence from the mechanical and abstract forms of
intelligence.
The study of emotional intelligence really originates with the writings of Wechsler (1940) who
referred to the non-cognitive intellectual aspects of general intelligence. He subsequently
defined intelligence as “the aggregate or global capacity of the individual to act purposefully,
to think rationally, and to deal effectively with his environment”. This concept clearly involves
more than mere cognitive intelligence and involves more than mere cognitive intelligence and
involves those abilities required to adapt to new situations and cope successfully with life. He
held the opinion that these factors, undeniably, contribute to intelligent behavior.
These early thoughts were succeeded by the ideas of Howard Gardner (1983) half a century
later. He proposed a theory of multiple intelligencies that included, in addition to the
recognized cognitive intelligences, kinesthectic, practical, musical and personal intelligences,
thereby expanding on Wechsler’s concept of general intelligence. He conceptualized that
personal intelligence as an intrapyschic capacity and an interpersonal skill.
Of late, the concept of emotional intelligence emerged, adding depth to the concept of human
intelligence in an attempt to expand the ability to evaluate overall intelligence (Bar-On. 1997).
He contends that general intelligence may be conceived of as including both cognitive and
emotional intelligence and views the personal intelligences as the precursors of emotional
intelligence. Emotional intelligence speaks to the emotional, social, personal and survival
dimensions of intelligence, rated by some as more important for daily functioning than the
renowned aspects of cognitive intelligence. Stemming from earlier conceptions, emotional
intelligence aims at understanding and relating to the self and others and coping successfully
with the immediate context. According to Bar-On, “emotional intelligence is tactical and aimed
at immediate functioning, whilst cognitive intelligence is more strategic, with long term
capacity”. Emotional intelligence reflects one’s ability to manage the immediate situation
successfully by applying available knowledge. Emotional intelligence thus measures a person’s
“common sense” and ability to adapt to the world’s demands.

1.1.3 MODELS OF EMOTIONAL INTELLIGENCE

The Encyclopedia of Applied Psychology states that there are three major models of emotional
intelligence:
a) The Mayer-Salovey model: which defines this construct as the ability to perceive,
understand, manage and use emotions to facilitate thinking;
b) The Bar-On model: which describes El as a cross-section of interrelated emotional and
social competencies, skills and facilitators that impact intelligent behavior and
c) The Goleman model: which views it as an array of emotional and social competencies that
contribute to managerial performance.
The Bar-On Model and the Goleman Model are also known as the “Mixed Models of Emotional
Intelligence”. Models that mix together emotional intelligence qualities with other personality
traits unrelated to either emotion or intelligence are often referred to as mixed models of
emotional intelligence.

1.2 CONCEPT OF ORGANIZATIONAL COMMITMENT (Dependent variable)

The concept of organizational commitment has occupied a prominent place in organizational
behavior research. The organizational commitment is of interest to both behavioral scientists
and practicing managers. Committed people are thought to be more likely to remain with the
organization.
As an attitude, commitment distinctly differs from the concept of job satisfaction. Commitment
reflects a general affective response to the organization as a whole. On the other hand, job
satisfaction reflects a pleasurable or positive emotional state resulting from the appraisal of
one’s job or job experience. Further, commitment is seen as being more stable over time than
job satisfaction. Day to day events in the workplace may affect an employer’s level of job
satisfaction, but such events are not expected to cause an employee to seriously re-evaluate
his/her attachment to the overall organization. Commitment attitude develops slowly but
consistently over a period of time, whereas job satisfaction attitudes are viewed as immediate
reaction to specific and tangible aspects of the work environment such as work, pay, promotion
opportunities, supervision and workers.

1.2.1 DEFINITIONS OF ORGANIZATIONAL COMMITMENT

Over the years, commitment has been defined and measured in many different ways. Indeed,
this lack of consensus in the definition of the term has contributed greatly to its treatment as a
multidimensional construct. Even if multiple dimensions or forms of commitment exist, there
has to be a core essence that characterizes it. To establish what that core essence is, one has to
look for commonality among the existing conceptualizations.
Herbiniak and Alutto(1972) adopting the exchange notion defined commitment, as “a result
of individual organizational transaction, and alteration is side bets or investment over time.”
Hall, Scheider and Nygren(1970) defined commitment as “the process by which goals of the
organizations and those of individuals become increasingly integrated or congruent.”

Meyer and Allen (1997) defined it in a variety of ways as an attitude or an orientation that
links the identity of the person to the organization, a process by which the goals of the
organization and those of the individual become congruent, an involvement with a particular
organization, the perceived rewards associated with continued participation in an organization,
the cost associated with leaving, and normative pressures to act in a way that meets
organizational goals.
Organizational commitment is the bond employees have towards their organization. In layman
terms, employees who are committed towards their association for the most part feel an
association with their association, feel that they fit in and, feel they comprehend the objectives
of the organization. These employees have a tendency to be more dedicated towards their work,
demonstrate moderately high efficiency and are more proactive in offering help.
Organization commitment is commonly defined as employees’ interest and connection to an
organization. Organizational commitment can be characterized as: a strong belief and
acceptance of the organization’s goals and values, willingness to put forth considerable effort
for the sake of organization, and a strong desire to remain as a member of the organization
Organizational commitment is related with an increased in performance, satisfaction, and
organizational adaptability, and negatively affect absenteeism and employee turnover.
Employee’s commitment is important to organization because committed employees are likely
to be more willing to make personal sacrifices for the sake of organization.
Organization’s ethical values may also increase employees’ commitment to the organization
as employees might experience a stronger attachment to companies that adopt ethical values
found that marketing professionals’ commitment was positively related to corporate concern
for ethics. Organizations could augment individual commitment through ethical compliance
and rewards. Moreover found that employees will feel more committed as they perceive his or
her peers engaged in ethical behaviors. In contrast, employee’s level of commitment will
reduce if they belief that his or her peers engage in unethical behaviors’. Various studies have
illustrated that Organizational commitment has a direct impact on employee attrition. The more
committed an employee is towards his/her organization, the lower are the chances of that
employee leaving the organization.
Organizational commitment among employees is necessary to make them experience a “sense
of oneness” with the organization. We can say that it is an employee’s emotional attachment
to the business he is working for. Organizational Commitment has been reported to have a
direct impact on the employees’ turnover rates in the organization, job satisfaction among
employees and their job behavior. A three-component model of commitment was created by
Meyer and Allen in 1991, which has three different modules of commitment that correspond
with different psychological states:
Affective Commitment: refers to the employee’s emotional behaviour, identification,
attachment and involvement with their organization.

Continuance Commitment: It occurs when the employee weighs the pros and cons of
leaving the organisation. He is committed to the current organisation because he feels that he
may suffer some loss on leaving.
 Normative Commitment: refers to the employee’s responsibility for the job and thus makes
them stay with the same organization.

It is believed that the growth of an organisation is directly related to the commitment level of
employees. It is only when the employee has high level of commitments, will he be willing to
go above and beyond the required job duties. (Nehmeh, 2009) states, “If human resources are
said to be an organisation’s greatest assets, then committed human resources should be
regarded as an organisation’s competitive advantage.”

1.2.2 MODELS OF ORGANIZATIONAL COMMITMENT

(1) Kanter’s model (1972)

Kanter (1972) distinguishes three dimensions of commitment in terms of their action, that is,
Instrumental Commitment, Affective Commitment, and Moral Commitment. The Instrumental
dimension of commitment is related to the advantages and benefits of the financial conditions
of membership in a social group. The Affective dimension includes the feeling of attachment
and bonds and the satisfaction of interacting with others that attach the individuals to the group.
In its Moral dimension, commitment implies those conditions that help the employees to enjoy
a sense of self-esteem, self-confidence, social proud, and belief in the values and goals of the
organization of which they are a member.
(2) Steers’ model (1977)

This model states that organizational commitment can be simultaneously an independent and
a dependent variable. As an independent variable, organizational commitment can influence
other dependent variables such as the employees’ presence, turnover, tendency to turnover, and
their job performance while as a dependent variable it can be affected by other independent
variables such as personal characteristics, professional characteristics, and professional
experiences
(3) Angle and Perry’s model (1981)

Angle and Perry’s model of organizational commitment includes two dimensions of Value
Commitment and Continuous Commitment. Value commitment shows a positive tendency
toward the organization. This type of commitment alludes to the psychological and affective
commitment. The continuance commitment, the commitment to stay with the organization,
indicates the importance of interactions, rewards, and the inseparable interactions in an
economic exchange
2. Literature Review

2.1 STUDIES ON EMOTIONAL INTELLIGENCE

Salovey and Mayer (1990) evaluated EI of more than 3000 men and women in the age groups
varying from teens to 50s. It was found that on average adults had higher EQ. There were small
but steady and significant increases in EI with advancing age. A peak was observed in the 40s
age group. It was confirmed that EI developed with increasing age and experience as a person
progressed from childhood to adulthood.
Hall and Halberstadt (1994) found that women are somewhat better on tests of read
comprehension, perceptual speed, associative memory, and composition. Men are somewhat
better in mathematics, social studies and in scientific knowledge. To the list of tasks at which
women are somewhat better may be added Emotional Intelligence.
Nikolaou and Tsaousis (2002) found a positive relation between EI and organizational
commitment, which suggested that EI is a determinant of employee loyalty to organizations.
Also they investigated the relationship between EI and demographic variables. They did not
find significant differences between EI and demographic variables. They did not find any
significant differences between males and females in terms of the overall EI score. However a
significant relationship was found between age, education and EI.
Chris (2003) in his study revealed that EI as measured by Empathy, Utilization of Feelings,
Handling relationships, and self-control factors is positively related to career decision-making,
self efficacy, and that the utilization of feelings and self control factors were inversely related
to vocational exploration and commitment. Findings, however, failed to reveal sex as a
moderator of the relationship between emotional intelligence and the career variables under
investigations.

2.2 STUDIES ON ORGANIZATIONAL COMMITMENT

Understanding and regulation of one’s emotions as well as understanding others emotions are
factors that affect intrapersonal well being and interpersonal relations which also affect
worker’s attitudes to their colleagues, their bosses and their job. Thus, EI may also affect
organizational commitment. Very few researchers have looked at the role of emotions at the
workplace, and specifically workplace emotional intelligence, as antecedents to organizational
commitment. Are individuals more able to recognize, express and understand emotions at the
workplace more committed to the organization?
Abraham (2000) examined the role of job control as a moderator among EI, job satisfaction
and organizational commitment. Abraham suggested that social relationships within the
organization increase employee loyalty and commitment, and that as emotional intelligence is
related to our ability to interact with others, that emotionally intelligent individuals might be
more committed to their organizations.
Gupta, et. al. (1971) in their study on scientist and their commitment to organizational goals
found that the more harmonious the researcher- supervisor relations, the greater is the
commitment. The study also indicated that people with both high experience and low
experience need recognition to maintain their commitment to organization goals.
Buchanan (1974) viewed commitment as an enthusiast, affective attachment to the goals and
values of the organization, to one's role in relation to goals and values of, and to the
organization for its own sake, apart from its instrumental worth.
Steers (1977) in his study tested a preliminary model concerning the antecedents and outcomes
of employees committed to organization. It was found that for both samples i.e. 382 hospital
employees and 119 scientist and engineers, personal characteristics, job characteristics, and
work experiences influenced commitment. Performance was unrelated to commitment.
3.RESEARCH METHODOLOGY

3.1 NEED AND PURPOSE OF THE STUDY

Emotional Intelligence encourages the representatives to build their emotional self awareness,
,imagination, expression, increase trust and , enhance relations inside the organization
furthermore, along these lines increment the execution of every worker and the association
overall. "Emotional intelligence is one of only a handful couple of key qualities that offers
ascend to key pioneers in associations". Emotional intelligence plays an important role in the
association and turns into an imperative standard of assessment for judgment of a successful
representative, expands profitability and trust inside and over the association.
The Insurance sector in India is growing at a very fast rate. Organizations in this sector have to
work very hard in order to grow and survive. There competitive advantage is only through
people. They must have very skilled, emotionally intelligent, satisfied and committed
manpower. Therefore, it is very important to study Emotional Intelligence and organizational
commitment in this sector. Not many studies have been conducted in this sector yet. It is in this
context, that the present study was undertaken to study emotional intelligence and its impact
on organizational commitment.

3.2 SCOPE OF THE STUDY

The scope of the study is to build the employees emotional intelligence at work and to help in
future why a few employees are remarkable performers while others are most certainly not.
Emotional Intelligence calls for perceiving and comprehension of the issues in the associations
on the premise of the outcomes association can pick a procedure and activities to enhance the
execution of their workers.
The study provided a foundation in exploring the impact of emotional intelligence on
organizational commitment in private insurance sector which will further help the
organizations to create best ideas and draw suitable plans to increase the level of emotional
intelligence of their employees.

3.3 RESEARCH DESIGN

A Descriptive survey design will be used for the research to identify the role of Emotional
Intelligence in Organizational Commitment. Survey research method (Questionnaire) would
be used for research design.
3.4 OBJECTIVES OF THE STUDY
To assess the level of Emotional Intelligence among the staff.

To assess the level of Organizational Commitment among the staff.

To identify the relationship between Emotional Intelligence and Organizational

Commitment.

To give suggestions on how to increase emotional intelligence among the staff.

3.5 HYPOTHESIS

H1: There is a positive and significant relationship between emotional self awareness and
organizational commitment.
H2: There is a positive and significant relationship between interpersonal relationships and
organizational commitment.
H3: There is a positive and significant relationship between self actualization and
organizational commitment.
H4: There is a positive and significant relationship between social responsibility and
organizational commitment.
H5: There is a positive and significant relationship between emotional intelligence and
organizational commitment.

3.6 VARIABLES
DEPENDENT VARIABLE
Organizational Commitment
INDEPENDENT VARIABLE
Emotional Intelligence
OBSERVED VARIABLES FOR EMOTIONAL INTELLIGENCE

Emotional Self Awareness

Interpersonal relationships

Self actualization

Social responsibility
3.7 SAMPLING PROCEDURE:
Unit of Population : Individuals
Sampling Unit : Employees of Private Insurance Companies.
Sample Size : 90
Extent : Chandigarh
Sampling Technique : Simple Random Sampling
Data Collection Method : Questionnaire

3.9 DATA COLLECTION:

INSTRUMENTS:
Emotional Intelligence:
The Emotional Intelligence Questionnaire developed by Mohan, Malhotra and Mangla
(2003) was used for the purpose of measuring the variable of Emotional Intelligence. EI
questionnaire consists of statements giving an opportunity to explore and describe yourself. It
indicates the degree to which each statement is true of the way you feel, think or act most of
the time and in most of the situations. The questionnaire consisted of 95 statements, which
were sub classified into 29 emotional competencies. The four competencies that we choose out
of the questionnaire were as follows:

1. Emotional Self- Awareness:

It is the ability of an individual to be aware of the feeling and being able to understand and
differentiate between those. It involves recognizing your feelings, being in touch with your
feeling and understanding your inner world of thoughts and emotions.

2. Interpersonal Relationships:

It is the ability to build and maintain long term relationships with other people. It involves
connecting with people at deeper level and building of strong social network.
3. Self Actualization:
It is the ability of an individual to realize his talent to the fullest possible extent and making the
most of one’s abilities by doing what one can do.
4. Social Responsibility:

It is the ability of an individual to think and feel about others. It means being responsible for
one’s action and its impact on social surroundings.
Organizational Commitment:
For the purpose of measuring Organizational Commitment, the Organizational Commitment
Questionnaire (OCQ) which was developed by Mowday, Steers, and Porter (1979) was used.
It uses 15 items to describe global organizational commitment. This widely used measure has
been modified to examine professional commitment by replacing the word organization with
profession. It has also been used to assess job commitment by changing the wording from
organization to job. The 15 statements represent possible feelings that individuals might have
about the company or organization for which they work
SCALES:

Likert scale will be used to get the questionnaires filled. It is a psychometric scale. When
responding to a Likert questionnaire item, respondents specify their level of agreement or
disagreement on a symmetric agree/disagree scale for a series of statement.

Likert scale according to the following responses:

5- Strongly Agree
4- Agree
3- Undecided
2- Disagree
1- Strongly Disagree
4. DATA ANALYSIS
The first phase of data analysis is to conduct reliability testing and normality testing. This is
followed by the second phase which is the hypothesis testing done by Correlation Analysis to
give the relation between variables as portrayed by the conceptual model. The third phase
includes applying Regression Analysis in order to measure the impact of emotional intelligence
on organizational commitment.
4.1 RELIABILITY TESTING

The reliability Testing is done by calculating the Cronbach’s Alpha which is the best measure
to evaluate consistency of data. The value of Cronbach’s alpha for independent as well as
dependent variables should be greater than 0.60 to ensure reliability of the data.

Since the value of Cronbach alpha is more than 0.6, the data is reliable.
The test is hence successful.
4.2 NORMALITY TEST:
The data normality testing is done on the data with the help of Shapiro-Wilk’s test for
Normality and the data is found to be not normal.

The p Value between dependent and independent variable of less than .05 shows that data is
not normal and hence non-parametric tests are chosen i.e. spearman correlation
4.3 CORRELATIONS:
Correlation analysis is carried out further to test the defined hypothesis. Therefore in this
section the analysis was done in multiple segments to test each of the hypothesis defined for
the study. The correlation coefficient may range from –1 to 1, where –1 or 1 indicates a
“perfect” relationship. The further the coefficient is from 0, regardless of whether it is positive
or negative, the stronger the relationship between the two variables. Positive coefficients tell
us there is a direct relationship: when one variable increases, the other increases. Negative
coefficients tell us that there is an inverse relationship: when one variable increases, the other
one decreases.
If the probability value is .000 (remember that the value is rounded to three digits), which is
well below the conventional threshold of p < .05, our hypothesis will be supported. There is a
relationship (the coefficient is not 0), it is in the predicted direction (positive), and we can
generalize the results to the population (p < .05).
H1: There is a positive and significant relationship between emotional self awareness and
organizational commitment

The test shows that the significant value is 0.293.

Thus, there is no significant relationship between emotional self awareness and Organizational
Commitment.
Thus, H1 is rejected.
H2: There is a positive and significant relationship between interpersonal relationships
and organizational commitment.
The test shows that the significant value is 0.058.
Thus, there is no significant relationship between interpersonal relationships and organizational
commitment.
Thus, H2 is rejected.
H3: There is a significant relationship between self actualization and organizational
commitment.

The significant coefficient is indicated to be 0.003. Hence, the relationship is significant at 0.01
level.
The correlation coefficient is positive.
Thus it can be said that there is a positive and significant relationship between Self-
actualization and Organizational commitment.
Hence, H3 is accepted.
H4: There is a significant relationship between social responsibility and organizational
commitment.
The significant coefficient is indicated to be 0.000. Hence, the relationship is significant at 0.01
level.
The correlation coefficient is positive.

Thus it can be said that there is a positive and significant relationship between social
responsibility and Organizational commitment.
Hence, H4 is accepted.
H5: There is a positive and significant relationship between emotional intelligence and
organizational commitment.

The significant coefficient is indicated to be 0.000. Hence, the relationship is significant at 0.01
level.
The correlation coefficient is positive.
Thus it can be said that there is a positive and significant relationship between emotional
intelligence and Organizational commitment.
Hence, H5 is accepted.
5. RESULTS OF THE STUDY

HYPOTHESIS ACCEPTED/REJECTED

H1 REJECTED

H2 REJECTED

H3 ACCEPTED

H4 ACCEPTED

H5 ACCEPTED

6. Conclusion

According to research findings, it can be concluded that there exists a significant relation
between organizational commitment and emotional intelligence. The study on Emotional
Intelligence revealed that two factors of EI that are Self Awareness and Interpersonal
relationships do not have any relationship with organizational commitment whereas the other
two factors that are self actualization and social responsibility have a relationship with
organizational commitment.
Emotional intelligence plays an important role for employees in the organization. This study
has made a better understanding about the various reasons for emotion and better control over
the emotion. Handling emotions is an important requirement for a HR for himself and among
the employees as well. This will help to increase organizational commitment, improve
productivity, efficiency, retain best talent and motivate the employees to give their best. This
study confirms that both emotional intelligence and work life balance together create
organizational success and develop competitive advantage for organizations. Understanding
the potential and the talent that the employees and ensure the difference that employees bring
to the work place and value them to make it a part of the organizational success. The work
place should be better so that the employees can have a better team work, find solutions for
problem, enhanced job responsibility, group mission, challenges, routine work, self confidence
among workers. Emotional intelligence will bring in better adaptability, empathy towards
employee, leadership qualities, group rapport, participative management, decision making, and
understanding among colleagues. Most of the organizations are nowadays taking those
employees who are emotionally intelligent, so that they can face the workplace problems easily
and they can become more productive for the organization. Emotionally intelligent
organization can be made through organizational strategies, leadership skills, development
programmes, self awareness and self management tools. The researcher from the study
concludes that emotional intelligence is linked at every point of workplace performance and it
is of utmost importance nowadays. Hence, to be successful in life Emotional intelligence plays
a vital role.