Uzi PDF

A Study on Emotional Intelligence & Quality of Work Life Among Employees of HCL-BPO
CHAPTER-1
INTRODUCTION
Page | 1
Chapter I Introduction
1.1 About the topic:
Being emotionally and socially intelligent means to effectively manage personal, social and
environmental change by realistically and flexibly coping with the immediate situation, solving problems
and making decisions as the need arise. We need to manage emotions so that they work for us and not
against us, and we need to be sufficiently optimistic, positive and self-motivated. Scientific research shows
that EQ is more important than IQ. In fact, in an organization, IQ contributes only 20% whereas EQ of a
person may contribute up to 80% to succeed in an organization. IQ gets one the top position but EQ makes
one a top person. The ability to perceive the environment and adapt to the various changes and stress is
crucial in a dynamic era. How people feel about their work and the fit between their personal life, career
and work is dependent on various factors. This study explores the role that a person’s emotional
intelligence plays in the perception of the Quality of work life in an organization. The study will be useful
to know whether the EQ of an individual affect how the individual perceives the QOWL and explain why,
in the same work place different people show different scores of QOWL. The study is important and also
extremely interesting because it would reveal whether or not the individual’s intrinsic characteristic of
managing emotions is the deterministic factor in deciding whether the QOWL in an organization is good
or not.
1.2 Rationale behind the study:
The ability to perceive the environment and adapt to the various changes and stress is crucial in a
dynamic era where work and personal life cannot always complement each other. How people feel about
their work and the fit between their personal life, career and work is dependent on various factors. The
rationale behind this study is that a person’s emotional intelligence plays a vital role in determining the
Page | 2
Quality of work life in an organization because the intrinsic factor of EI allows people to perceive their
environment differently and adjust to stress, change etc in their own unique way. The study will be useful
to know whether the EQ of an individual affect how the individual perceives the QOWL and explain why,
in the same work place different people show different scores of QOWL.
1.3 Implications of the project:
The establishment of a strong relation between scores of EQ and QOWL has the following implications:
To the organization
• This project will help the organization to know the importance of EQ and the need to enhance it
among the employees.
• The organization will be able to refine the selection, performance appraisal, training & development
programs and make sure that the right person is hired and retained.
• The organization will be able to design and maintain a work environment that will enhance
performance and to frame policies that will improve the QOWL.
To the employees
• Better understanding of themselves and a chance to develop their EQ and thus be effective performers
at work and lead a more successful life with a satisfied career.
• Career development and self-development opportunity.
• Enhancement of their ability to cope with challenges at work and in life.
• The study if shown to have a significant effect will convince the organizations to make changes which
will benefit the employees.
To the researcher
Page | 3
• This project would help the researcher in the partial fulfillment of the requirements for the award of
the degree of Master of Business Administration
• The project would help the researcher to gather evidence and better understand the relation between
EQ and the perception of QOWL by individuals in an organization.
1.4 About the concept:
The basic concepts of emotional intelligence:
Intelligence refers to the ability to perceive, understand and use symbols to reason abstractly.
Nowadays different types of intelligence are widely talked about like verbal intelligence, spatial
intelligence, social intelligence etc. Emotional intelligence, which is our interest, denotes the capacity to
understand and use emotional information. It also reflects the emotion system’s ability to enhance
intelligence.
Our emotions are the most powerful factors in determining how we act, make decisions,
set personal boundaries, and communicate with others. It determines our behavior and we all experience
emotions differently. Therefore, emotions are feelings that generally have physiological and cognitive
elements, which influence behavior. The ability to deal with these emotions is vital for success in life.
Intelligence, on the other hand can be defined as the capacity to acquire and apply knowledge, especially
toward a purposeful goal. Put together, this ability to process emotional information, particularly as it
involves the perception, assimilation, understanding, and management of emotion is defined as emotional
intelligence (EQ), Mayer and Cobb (2000).
The significance of EI in success:
Being emotionally and socially intelligent means to effectively manage personal, social
Page | 4
and environmental change by realistically and flexibly coping with the immediate situation, solving
problems and making decisions as the need arise. We need to manage emotions so that they work for us
and not against us, and we need to be sufficiently optimistic, positive and self-motivated. Scientific
research shows that EQ is more important than IQ. In fact, in an organization, IQ contributes only 20%
whereas EQ of a person may contribute up to 80% to succeed. IQ gets you the top position but EQ makes
you a top person. The highest performing managers have been shown to have significantly higher
emotional competence than other managers. This means emotional intelligence skills are essential not
optional for the leaders in the new millennium.
Yale psychologist Peter Salovey and the University of New Hampshire's John Mayer
pioneered in studies related to emotional intelligence and published their work first in 1990. However, the
term emotional intelligence gained immense popularity in 1995, when Daniel Goleman's book "Emotional
Intelligence" made it to the cover of Time Magazine in the USA and remained in the New York Times
best-seller list for approximately one year. The article, “Emotional Intelligence” by Peter Salovey and
John “Jack” Mayer in 1990 defined EQ as a scientifically testable “intelligence”. The team has gone on
to publish numerous articles, and their definition of EQ has evolved to: “Emotional intelligence is the
ability to perceive emotions; to access and generate emotions so as to assist thought; to understand
emotions and emotional knowledge; and to reflectively regulate emotions so as to promote emotional and
intellectual growth.”
The classic four branch model of emotional intelligence:
Emotional skills have been divided into four branches arranged from more basic
psychological process to higher, more psychologically integrated processes, Mayer, J. D. & Salovey, P.
(1997).
The four branches of EQ:
Page | 5
1. Perception, Appraisal, and Expression of Emotion:
• Ability to identify emotion in one's physical states, feelings, and thoughts.

• Ability to identify emotions in other people, design, artwork, etc. through language, sound, appearance,
and behavior.
• Ability to express emotions accurately and to express needs related to those feelings.
• Ability to discriminate between accurate and inaccurate, or honest vs. dishonest expressions of feeling.
2. Emotional Facilitation of Thinking:
• Emotions prioritize thinking by directing attention to important information.

• Emotions are sufficiently vivid and available that they can be generated as aids to judgment and memory
concerning feelings.
• Emotional mood swings change the individual's perspective from optimistic to pessimistic, encouraging
consideration of multiple points of view.
• Emotional states differentially encourage specific problem solving approaches such as when happiness
facilitates inductive reasoning and creativity.
3. Understanding and Analyzing Emotions; Employing Emotional Knowledge:
Page | 6
• Ability to label emotions and recognize relations among the words and the emotions themselves, such
as the relation between liking and loving.
• Ability to interpret the meanings that emotions convey regarding relationships, such as that sadness
often accompanies a loss.
• Ability to understand complex feelings: simultaneous feelings of love and hate or blends such as awe as
a combination of fear and surprise.
• Ability to recognize likely transitions among emotions, such as the transition from anger to satisfaction
or from anger to shame.
4. Reflective Regulation of Emotion to Promote Emotional and Intellectual Growth:
• Ability to stay open to feelings, both those that are pleasant and those that are unpleasant.
• Ability to reflectively engage or detach from an emotion depending upon its judged in formativeness or
utility.
• Ability to reflectively monitor emotions in relation to oneself and others, such as recognizing how clear,
typical, influential or reasonable they are
• Ability to manage emotion in oneself and others by moderating negative emotions and enhancing
pleasant ones, without repressing or exaggerating information they may convey.
The behaviors associated with high or low emotional intelligence:
The four branches of EQ suggest that comprehensive understanding of ones emotions and mastery
over them constitutes EQ. People with emotional intelligence have an unshakable confidence in
themselves, which comes from self-knowledge and self-honesty. Generally speaking, emotional
intelligence improves an individual's social effectiveness. The higher the emotional intelligence, the better
the social relations. The person also tends to be somewhat higher in verbal, social, and other intelligences,
particularly if the individual scored higher in the understanding emotions portion of EI. The individual
Page | 7
tends to be more open and agreeable than others. The high EI person is drawn to occupations involving
social interactions such as teaching and counseling more so than to occupations involving clerical or
administrative tasks. The high EI individual, relative to others, is less apt to engage in problem behaviors,
and avoids self-destructive, negative behaviors such as smoking, excessive drinking, drug abuse, or violent
episodes with others. The high EI person is more likely to have possessions of sentimental attachment
around the home and to have more positive social interactions, particularly if the individual scored highly
on emotional management. Such individuals may also be more adept at describing motivational goals,
aims, and missions. They know that their personal happiness is up to them and no one else. Instead of
blaming other people and their actions, they check their emotions first. EQ helps a person to cope with
work frustration and stress better. It gives them the emotional competency to handle the situation in such
a way that frustration and stress do not arise in the first place. All jobs need emotionally competent people.
Especially when there is significant interaction as a team, as is the case in the current scenario, EQ
becomes very important. EQ can be developed by upgrading an individual’s emotional skills. Irrespective
of one’s current level of EQ, it can be learned to develop. Managing emotions well makes us happy,
healthy and productive. EQ impacts people not only at work but also outside a work place in their
relationships. EQ may thus determine the extent of professional and personal success in life.
Some people accomplish certain tasks with great ease and sophistication; others simply can't do
those tasks. This is the case with most challenges people face in life. Emotional intelligence is an
intelligence having to do with discerning and understanding emotional information. Emotional
information is all around us. Emotions communicate basic feeling states from one individual to another
and they signal urgent messages. What ability tests of emotional intelligence tell us is that only some
people can pick up and understand and appreciate the more subtle versions of those messages. That is,
only the high EI individual understands the full richness and complexities of these communications.
Emotional information is crucial. It is one of the primary forms of information that human beings process.
That doesn't mean that everybody has to process it well. But it does mean that it is circulating around us,
and certain people who can pick up on it can perform certain tasks very well that others cannot perform.
We all need emotional intelligence to help us through our emotionally demanding days. Even if we are
Page | 8
not emotionally intelligent ourselves, we may rely on those higher in emotional intelligence to guide us.
It seems likely that such individuals, by providing coaching advice to others, and by directly involving
themselves in certain situations, assist other individuals and groups of people to live together with greater
harmony and satisfaction. So, perhaps even more important than scoring high on an emotional intelligence
test, is knowing one's level at this group of skills. Discovering one's level means that you can know
whether and how much to be self-reliant in emotional areas and when to seek others' help in reading the
emotional information that is going on around oneself. Whether one is high or low in emotional
intelligence, is perhaps not as important as knowing that emotional information exists and that some
people can understand it. Knowing just that, one can use emotional information, by finding those who are
able to understand it and reason with it.
When confronted with failure or setbacks, optimists tend to make specific, temporary, external
causal attributions while pessimists make global, permanent, internal attributions. The ability to manage
feelings and handle stress is an important aspect of emotional intelligence that has been found to be
important for success. Good feelings lead to improved cooperation, fairness, and overall group
performance. Empathy is a particularly important aspect of emotional intelligence, and researchers have
known for years that it contributes to occupational success. People who were best at identifying others’
emotions were more successful in their work as well as in their social lives. Goleman and Mayer, Salovey,
& Caruso have argued that by itself emotional intelligence probably is not a strong predictor of job
performance. Rather, it provides the bedrock for competencies that are important for superior
performance. The ability to recognize accurately what another person is feeling enables one to develop a
specific competency such as Influence. Similarly, people who are better able to regulate their emotions
will find it easier to develop a competency such as Initiative or Achievement drive. It is these social and
emotional competencies that are to be identified and measured to be able to predict performance.
The abilities associated with emotional intelligence have been studied by psychologists for many
years, and there is an impressive, and growing, body of research suggesting that these abilities are
important for success in many areas of life. It is more useful and interesting to consider how important it
is for effective performance at work. There is a considerable body of research suggesting that a person’s
Page | 9
ability to perceive, identify, and manage emotion provides the basis for the kinds of social and emotional
competencies that are important for success in almost any job. Furthermore, as the pace of change
increases and the world of work make ever greater demands on a person’s cognitive, emotional, and
physical resources, this particular set of abilities will become increasingly important.
The basic concepts of quality of work life:
As workers are becoming more and more educated, skilled, affluent and unionized the dysfunctional
consequences of work are becoming less and less acceptable. It is no longer possible to design jobs solely
according to the needs of technology completely overlooking the needs of workers. There is an all-round
demand for developing the humanized jobs which can satisfy workers’ higher needs, employ their higher
skills and make them better citizens, spouses and parents. The jobs need to be excellent both from the
point of view of technology and human needs. The traditional job design needs to be replaced by enriched
job design. This demand for redesigning of jobs has come to be known as Quality of Work Life. It enjoins
management to treat workers as human resources that are to be developed rather than simply used.
Quality of work life (QOWL) is viewed as an alternative to the control approach of

managing people. The QOWL approach considers people as an ‘asset’ to the organization rather than as
‘costs’. It believes that people perform better when they are allowed to participate in managing their work
and make decisions. This approach motivates people by satisfying not only their economic needs but also
their social and psychological ones. To satisfy the new generation workforce, organizations need to
concentrate on job designs and organization of work. Further, today’s workforce is realizing the
importance of relationships and is trying to strike a balance between career and personal lives. Successful
organizations support and provide facilities to their people to help them to balance the scales. In this
process, organizations are coming up with new and innovative ideas to improve the quality of work and
quality of work life of every individual in the organization. Various programs like flex time, alternative
Page | 10
work schedules, compressed work weeks, telecommuting etc., are being adopted by these organizations.
Technological advances further help organizations to implement these programs successfully.
Organizations are enjoying the fruits of implementing QOWL programs in the form of increased
productivity, and an efficient, satisfied, and committed workforce which aims to achieve organizational
objectives.
Scope of QWL:
The scope of QWL movement which originally included only job redesign efforts based on the
sociotechnical systems approach has gradually widened very much so as to include a wide variety of
interventions such as quality circles, suggestion schemes, employee participation, empowerment,
autonomous work teams etc. These have been described in the following pages. While the specifics of
these interventions vary in each case the common elements in all these interventions seem to be as under:
(I) Restructuring of multiple dimensions of the organization by instituting a mechanism which introduces
and sustains changes over time.
(ii) Focus on work teams.
(iii) Autonomy in planning work.
(iv) Focus on skill development and
(v) Increased responsiveness to employee concerns.
The relation between an individual’s work and life:

Various elements of our life are tied to the actions of organizations in which people work. Indeed, most
adults organize their life around work. Most individuals spend a great deal of their waking hours in work
or work activities; it prescribes how their days are spent and places some restrictions on them; it affects
their living standards and their friendship patterns. Work goes beyond just influencing behavior, however.
It plays a major role in the adult’s sense of self. Work can embody a number of stressors, but it can also
provide satisfaction. Successfully managing or lacking the ability and resources to manage work stressors
affects the self-esteem and impacts on health. An individual’s work experience can have positive or
Page | 11
negative effects on the other spheres of his or her life. The more direct relevance of work to the total life
space is expressed by the concept of balance. A balanced approach to work should incorporate work
schedules, career demands and travel requirements which do not intrude on leisure and family time on a
regular basis. Even advancement in the work place should not require repeated geographical moves.
Sometimes, the employing organization imposes demands that seriously affect the employee’s ability to
perform life’s other roles, such as that of a spouse or a parent. A high quality of work is work that is
respectable, meaningful and life enhancing, and, therefore, worker centered. It also offers other benefits
to the employers and also the national economic prosperity. Indeed quality of work affects the quality of
life in families and communities, as well as the economic vitality of the nation.
There are several factors that play a major role in determining the quality of work life. They are broadly
divided into extrinsic and intrinsic factors.
Extrinsic factors:
o Adequate and fair

compensation o Physical work
conditions o Promotion
prospects o Benefits o Job
security o Safe and healthy work
conditions o Resource adequacy
o Job demands o Colleagues o
Superiors
Intrinsic factors:
o Job content o Job variety
Page | 12
o Opportunity to use and

develop human capacities o
Control or autonomy o
Meaningfulness o Autonomy
o Initiative o Recognition o
Progress and development o
Challenge o The social
relevance of work o Clarity
Social factors:
o Social support o Friendship

opportunities
Organizational climate:
o Autonomy o Structure o
Reward o Leadership o Goals o
Equity and fairness o
Consideration, warmth and
support o Initiative o
Motivation to achieve o
Communication o Participative
management o Identification
Satisfaction with the Quality of work life occurs when individuals are satisfied with interacting factors
such as optimal external conditions and social aspects, such as wellbeing internally motivated by factors
inherent in their work itself and which ultimately results in a sense of psychological wellbeing of
Page | 13
employees. The demand for work-life-balance solutions by employees and managers is expanding at an
unprecedented rate. As a result, work-life balance is an increasingly hot topic in boardrooms and
government halls today. Over the coming decade it will be one of the most important issues that executives
and human resource professionals will be expected to manage. The fact that is beginning to emerge is that
the QOWL of a person not just depends on the work life provided by the organization but also depends
on the various factors that are inherent in the person. The systems approach asks, “What can the
organization do to create a better work-life balance for the individual?” The other half of the work-life
strategy, the “individual” approach, asks, “What can individual employees and managers do for
themselves to create their own best work-life balance?” The systems approach recognizes the role of both
the employer and the employee in determining the QOWL.
The relation between Quality of work life and Emotional intelligence:
Quality of work life is determined by the various factors both extrinsic and intrinsic. The
organization and the employee both have equal contribution in determining whether the QOWL is good
or poor. The extrinsic factors are provided by the organization and can be tangible in nature and hence
can be studied and implemented with a degree of simplicity and generalization. The intrinsic factors that
depend on the individual is however very difficult to understand and measure. This makes it tough for the
organization to find a match between the job and the employee. Each individual is unique in his physical,
mental, cultural, emotional and attitudinal framework. This difference plays a major and intangible role
in determining the QOWL of the person. Being emotionally and socially intelligent means to effectively
manage personal, social and environmental change by realistically and flexibly coping with the immediate
situation, solving problems and making decisions as the need arise. Considering the importance of
emotional intelligence in both a person’s personal life and work life, the relation between QOWL and EI
is very strong and could be the most important intrinsic factor of a person that in turn influences the way
other intrinsic factors work.
Page | 14
A
Study on Emotional Intelligence and Quality of Work Life Among Employees of HCL-BPO
CHAPTER-2 REVIEW OF
LITERATURE
15
A
Chapter II Review of literature
Emotional intelligence has been a topic that has been studied and published for over two
decades. Most of the scientific research on this field has been carried out by John D. Mayer and Peter
Salovey and were published in various journals. But it wasn’t until the publication of Daniel Goleman's
best seller Emotional Intelligence: Why It Can Matter More Than IQ that the term became widely
popularized. Some of the important works on this field are reviewed here.
In a comprehensive article titled ‘Emotional Intelligence’, (Salovey and Mayer, 1990) the
authors defined intelligence and emotional intelligence and explained the concepts in a simple and
comprehensive manner.
According to this article, emotions are organized responses, crossing the boundaries of many
psychological subsystems. Emotions typically arise in response to an event, either internal or external,
that has a positively or negatively valenced meaning for the individual. Emotions can be distinguished
from mood in that; emotions are shorter and more intense. According to this, intelligence is a broad set
of abilities. Models of intelligence describe the inter relationship among or causes of mental abilities.
Emotional intelligence is defined 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 action. Conceptualization of emotional intelligence:
16
A
In their concept they consider the three main components are appraisal and expression of
emotions, regulation of emotions and utilization of emotions. This was later developed in to the four
branch model of emotional intelligence. (Mayer and Salovey, 1990)
In 1993, Mayer and Salovey published their article ‘The intelligence of emotional
intelligence’ (Mayer and Salovey, 1993) in the journal ‘Intelligence’ the authors discussed whether
intelligence is an appropriate metaphor and the abilities and mechanisms that may underlie emotional
intelligence. It describes that the way that emotional intelligence is defined as involving a series of
mental abilities qualifies it as a form of intelligence. According to this knowing what another person
feels is a mental ability and not a trait. Emotional intelligence is also partially discriminable from
general intelligence. Emotional intelligence as compared with social intelligence which has been
accepted as a form of intelligence is more clearly distinguished from general intelligence as involving
the manipulation of emotions and emotion content. As a result of which it has more discriminant
validity.
There are several mechanisms that underlie emotional intelligence 1)
Contributing to specific abilities:
2) Emotions management influencing information channels
3) Specialized neural mechanisms that provide the ability to code and decode emotional
representations.
Emotional intelligence is thus probably related to general intelligence in being an ability, but it may
well also have its differences in terms of mechanisms and manifestations. (Mayer and Salovey, 1993)
The EI model introduced by Daniel Goleman focuses on EI as a wide array of competencies
and skills that drive leadership performance. Goleman's model outlines four main EI constructs
(Goleman, 1998).
Self-awareness - The ability to read one's emotions and recognize their impact while using gut
feelings to guide decisions.
Self-management - Involves controlling one's emotions and impulses and adapting to changing
circumstances.
Social awareness - The ability to sense, understand, and react to other's emotions while
comprehending social networks.
17
A
Relationship management - The ability to inspire, influence, and develop others while managing
conflict.
Goleman includes a set of emotional competencies within each construct of EI. Emotional
competencies are not innate talents, but rather learned capabilities that must be worked on and
developed to achieve outstanding performance. Goleman posits that individuals are born with a general
emotional intelligence that determines their potential for learning emotional competencies. (Boyatzis,
2000)
In the article titled Clarifying concepts related to Emotional intelligence: A proposed
glossary, Mayer, Ciarrochi and Forgas defined the various accepted definitions of concepts related
to emotional intelligence.
Emotions are a progressive activity of the organism, in response to a perceived predicament that
involves an integrated combination of psycho-physiological reactions, subjective feelings, and related
cognitive activities.
Emotion is a state of arousal involving facial and bodily changes, brain activation, cognitive
appraisals, subjective feelings, and tendencies toward action, all shaped by cultural rules.
Intelligence is the capacity to learn accurately and to reason abstractly so as to adapt to one’s
environment.
Intelligence is a global capacity to act purposefully, to think rationally, and to deal effectively with his
environment.
Intelligence is the ability to profit from experience, acquire knowledge, think abstractly, act
purposefully, or adapt to changes in the environment.
Emotional intelligence refers to an ability to recognize the meanings of emotions and their
relationships and to reason and problem-solve on the basis of them. EI is involved in the capacity to
perceive emotions, assimilate emotion-related feelings, understand the information of those emotions,
and manage them.
Emotional intelligence refers to the competence to identify and express emotions, understand
emotions, assimilate emotions in thought, and regulate both positive and negative emotions in oneself
and others.
In 1997, Mayer and Salovey proposed their classic Four branch model of EI. In this work titled
What is emotional intelligence? Emotional development and emotional intelligence: Implications
18
A
for educators, (Mayer and Salovey, 1997) emotional skills were divided into four branches arranged
from more basic psychological process to higher, more psychologically integrated processes by Mayer
and Salovey.
The four branches of EQ:
1. Perception, Appraisal, and Expression of Emotion:
• Ability to identify emotion in one's physical states, feelings, and thoughts.

• Ability to identify emotions in other people, design, artwork, etc. through language, sound,
appearance, and behavior.
• Ability to express emotions accurately and to express needs related to those feelings.
• Ability to discriminate between accurate and inaccurate, or honest vs. dishonest expressions of
feeling.
2. Emotional Facilitation of Thinking:
• Emotions prioritize thinking by directing attention to important information.

• Emotions are sufficiently vivid and available that they can be generated as aids to judgment and
memory concerning feelings.
• Emotional mood swings change the individual's perspective from optimistic to pessimistic,
encouraging consideration of multiple points of view.
• Emotional states differentially encourage specific problem solving approaches such as when
happiness facilitates inductive reasoning and creativity.
3. Understanding and Analyzing Emotions; Employing Emotional Knowledge:
• Ability to label emotions and recognize relations among the words and the emotions themselves,
such as the relation between liking and loving.
• Ability to interpret the meanings that emotions convey regarding relationships, such as that sadness
often accompanies a loss.
• Ability to understand complex feelings: simultaneous feelings of love and hate or blends such as awe
as a combination of fear and surprise.
19
A
• Ability to recognize likely transitions among emotions, such as the transition from anger to
satisfaction or from anger to shame.
4. Reflective Regulation of Emotion to Promote Emotional and Intellectual Growth:
• Ability to stay open to feelings, both those that are pleasant and those that are unpleasant.
• Ability to reflectively engage or detach from an emotion depending upon its judged in formativeness
or utility.
• Ability to reflectively monitor emotions in relation to oneself and others, such as recognizing how
clear, typical, influential or reasonable they are
• Ability to manage emotion in oneself and others by moderating negative emotions and enhancing
pleasant ones, without repressing or exaggerating information they may convey.
The four branches of EQ suggest that comprehensive understanding of emotions and mastery
over them constitutes EQ. The four branch model was provided to simplify the concept of EI and to
show the various components of EI. These components and the model proposed by Mayer and Salovey
are widely accepted and studied in the quest for greater understanding about the subject. (Mayer and
Salovey, 1997)
In an article titled Leading by feel (Harvard Business Review, January, 2004), eighteen
leaders and scholars explored how to manage emotions and explain how empathy, intuition and
selfawareness are essential to a good leader.
Daniel Goleman, who is the co-chair of the consortium for research on emotional intelligence,
Rutgers University points out that the art of sustained leadership is getting others to produce superior
work, and high IQ alone is insufficient to that task. It requires EI as a necessary skill to lead and to
achieve results. (HBR, January 2004)
Steven Gutstein, a psychologist and an autism expert explains how important EI is for success.
People with autism lack emotional intelligence since they cannot connect – in-deed, they aren’t
interested in connecting emotionally with others. Such people are taught to fake this artificially through
training. If it is not done continuously, as they become adults they stop faking emotions and end up
without connecting with anyone. Among adults with Asperger’s syndrome (a form of autism marked
by average or above average IQ, fewer than 12% hold jobs. These findings show that a person can get
20
A
only to a certain level with IQ. People need to connect emotionally, and with flexibility, in order to
succeed. (HBR, January 2004)
Richard Boyatzis, professor and the chair of the department of organizational behavior at Case
Western Reserve University, Cleveland says that people can develop emotional intelligence if they
want to. He says that the central issue is not the lack of ability to change but the lack of motivation to
change and that with self-motivation emotional intelligence can be developed. (HBR, January 2004)
In 2007, Van Laar et all, developed a scale to measure the QOWL of health care workers and
published his work titled The Work-Related Quality of Life scale for healthcare workers in Journal
of Advanced Nursing. In this study, Van Laar et all used data from a 2003 survey of 953 healthcare
workers. Eighty-six per cent of the sample is female and 36% had been employed by the organization
for 1–5 years. Approximately 50% of workers were employed full-time. They found that both
exploratory and confirmatory factor analysis using split-half data sets produced a good fit and a reliable
23-item, six-factor measurement model of Work-Related Quality of Life.
The factors generated were o Job

and Career Satisfaction o
General Well-Being o
Home–Work Interface o
Stress at Work o
Control at Work o
Working Conditions.
The Work-Related Quality of Life measure is one of the most succinct yet psychometrically
valid and reliable Quality of Working Life scales in the literature. It can appropriately be used in
healthcare organizations to assess quality of working life. Further research is required to refine the
instrument and assess its applicability to other areas. (Van Laar et all, 2007)
In 2006, Jim Bird published an article titled Work-life balance, Doing it right and avoiding
pitfalls in Employment Relations Today. The article explains the origin of the concept and the two
important parts of implementing a successful work-life strategy.
21
A
During the 1960s and 1970s, employers considered work-life mainly an issue for working
mothers who struggled with the demands of their jobs and raising children. Throughout this period and
into the mid-1980s, the U. S. government had the major impact in the field, as reflected by the
Presidential Conference on Families, the Pregnancy Discrimination Act, and the Quality of
Employment Survey.
During the 1980s, recognizing the value and needs of their women contributors, pioneering
organizations such as Merck, Deloitte & Touché, and IBM began to change their internal workplace
policies, procedures, and benefits. The changes included maternity leave; employee assistance
programs (EAPs), flextime, home-based work, and child-care referral. During the 1980s men also
began voicing work-life concerns. By the end of the decade, work-life balance was seen as more than
just a women’s issue, affecting men, families, organizations and cultures. The 1990s solidified the
recognition of work-life balance as a vital issue for everyone--women, men, parents and non-parents,
singles, and couples. This growing awareness of the central importance of the issue resulted in major
growth in attempted work-life solutions during this decade. Numerous studies showed that the
generations from baby boomers to new college graduates were making job choices based on their own
work-life issues and employers’ cultures. Unfortunately, although companies were adopting
familyfriendly policies, employees and managers were not implementing them. Many of the policies
put into place in the 1980s failed to have a significant impact on most managers’ and employees’ real-
world work-life-balance results. Americans still reported feeling even more overworked and out of
touch with their non-work lives much of the time.
During the first years of the twenty-first century, the disappointing results made human resource
and work-life professionals as well as executives at all levels take stock. (Jim Bird, 2006)
THE TWO LEGS OF THE WORK-LIFE STRATEGY:

Until recently, most organizations have taken a one-sided “systems” approach to their worklife
efforts. Their focus has been on adopting organization policies, benefits, and procedures to solve the
work-life-balance problem. Although helpful, the systems approach overlooks a critical fact: At its
core, work-life balance is more an individual issue that affects the organization than it is an
organizational issue that affects the individual. The systems approach asks, “What can the organization
do to create a better work-life balance for the individual?” The other half of the work-life strategy, the
22
A
“individual” approach, asks, “What can individual employees and managers do for themselves to create
their own best work-life balance?” This article explains how like the two legs of a ladder, both the
organization and the individual are responsible for the QOWL. The ladder diagrams shows this
convincingly.
23
A
24
A
25
A
Research methodology
4.1 Statement of the problem:

In the current scenario, employees are considered as assets and their needs are carefully
studied and met. The fit between an individual’s personal life and work has been a hot topic in recent
times. This aspect referred to as the Quality of Work life has thus been thought to be a major
responsibility of an organization. But there are various factors that are inherent to the employee over
which the organization has little or no control. One among such factors is the person’s ability to handle
emotions. This ability known as Emotional intelligence has been known to be a very significant factor
in success in both professional and family life. There exists a doubt about the influence that a person’s
EI has on the QOWL. A study to explore the relationship between EI and QOWL and the strength of
the relation is therefore the need of the hour.
4.2 Objectives of the project:

The objective is to study the Relation between the Emotional Intelligence and Quality
of Work Life among employees of an organization.
The main objective can be broken down in to two major sub objectives as follows;
• To study the level if EI and QOWL among employees of HCL-BPO, Graeme’s road, Chennai.
• To investigate the relationship between the EI and QOWL among the employees of HCL-BPO,
Graeme’s road, Chennai.
4.3 Scope of the project:
A strong relation between scores of EQ and QOWL, if observed, has the following implications:
To the organization
• This project will help the organization to know the importance of EQ and the need to enhance it
among the employees.
• The organization will be able to refine the selection, performance appraisal, training &
development programs and make sure that the right person is hired and retained.
26
A
• The organization will be able to design and maintain a work environment that will enhance
performance and to frame policies that will improve the QOWL.
To the employees
• Better understanding of themselves and a chance to develop their EQ and thus be effective
performers at work and lead a more successful life with a satisfied career.
• Career development and self-development opportunity.
• Enhancement of their ability to cope with challenges at work and in life.
• The study if shown to have a significant effect will convince the organizations to make changes
which will benefit the employees.
To the researcher
• This project would help the researcher in the partial fulfillment of the requirements for the award
of the degree of Master of Business Administration
• The project would help the researcher to gather evidence and better understand the relation
between EQ and the perception of QOWL by individuals in an organization.
4.4 Conceptual frame work of the study:
Gain organizational support
Identify the EI & QOWL

Questionnaire to be used
Administer the questionnaire

and gather data
Populate the data and analyze the
27
A
data
Interpret the
information derived
Establish relationship between EI

& QOWL, if any.
4.5 Research design:

Descriptive research
The research design adopted is descriptive in nature. Descriptive research or statistical
research provides data about the population or universe being studied. But it can only describe the
situation, not what caused it. Therefore, descriptive research is used when the objective is to provide a
systematic description that is as factual and accurate as possible. It provides the number of times
something occurs or frequency, lends itself to statistical calculations such as determination of averages
or central tendencies.
2.5 HYPOTHESIS
▪ Null Hypothesis: The null hypothesis is denoted by HO.
▪ Alternative Hypothesis: The alternative hypothesis is symbolized H1, Is the opposite of the null
hypothesis.
Meaning of CHI- SQUARE

The chi-square test is one of the simplest and most commonly used non parametric test in
statistical work. The Greek letter x2 is used to denote this test. The quantity x2 describes the magnitude
of discrepancy between the observed and expected frequencies.
FORMULA = X2 =∑[(O-E)]
28
A
E
O = Observed Frequency E
= Expected Frequency
4.6 Sampling:
The sampling method to be adopted is purposive sampling. In purposive sampling, the
sample is chosen with a purpose in mind. The specific predefined group to be studied here are the
employees from the management and administration in the organization.
4.7 Sampling size and area:
Sampling area refers to the extent of area to which the sample belongs. The sampling
area for the current research is HCL bpo, Graeme’s road, Chennai. The sample size for the current
research will be 34 employees from the management and HR department of HCL bpo.
4.8 Sampling unit:

A single element or a group of elements subject to selection in the sample is called as a
sampling unit. The sampling units in the research are employees of management and administration
from HCL bpo, Graeme’s road, Chennai.
4.9 Method of data collection:

The researcher will use Wong and Law Emotional Intelligence Scale (WLEIS) and The
Work-Related Quality of Life scale developed by Darren Van Laar, Julian A. Edwards & Simon Easton
to gather primary data on EI and QOWL from the employees. Secondary data will be collected from
journals, websites and books.
4.10 Questionnaire used:
EQ test:
Wong and Law Emotional Intelligence Scale (WLEIS) developed by Wong, C.S., & Law,
K.S. will be used to measure EI among the samples.
QOWL Questionnaire:
The Work-Related Quality of Life Scale (WRQLS) developed by Darren Van Laar, Julian
A. Edwards & Simon Easton will be used to measure QOWL among the samples.
4.11 Tools for analysis:
29
A
The various tools to be used by the researcher for analysis are

• Percentage analysis
• Bar, Colum chart
• Chi square method
4.12 Limitations of the project:
• Geographical – This study will be limited to the Employees at HCL bpo at Graeme’s road,
Chennai only.
• Temporal – The period of current research will be limited to 45 days during June - July 2008.
All the analysis performed will be limited to the data collected during this period only.
• Procedural – All data will be generally limited by the method adopted. In the current research,
the method adopted being Wong and Law Emotional Intelligence Scale (WLEIS) and The
Work-Related Quality of Life scale, data is limited to the extent of data generation available
through this method.
• Analytical – The data generated in the survey will be readily available for correlation analysis.
• Specific – Though EQ is considered very important, it is not the only factor influencing the
QOWL. Therefore the effect of EQ in combination with other factors will be unclear and could
have a certain level of influence on QOWL.
Appendices:
The following will be provided as appendices along with the report.
• List of tables
• List of the diagrams
• The questionnaire with the altered Wong and Law Emotional Intelligence Scale (WLEIS) and
The Work-Related Quality of Life scale used to gather data.
30
A
31
A
CHAPTER-3 ORGINATION
PROFILE
Chapter III Organization

Profile
2.1 Definition-BPO:
“Delegation of one or more business process to an external provider who, in turn, owns, administers,
and manages the selected processes together with the IT system that support it, based upon defined
and measurable performance” - Gartner
2.2 BPO Industry in India:

Business process outsourcing (BPO) is a broad term referring to outsourcing in all fields. A BPO
differentiates itself by either putting in new technology or applying existing technology in a new way
to improve a process.
Business Process Outsourcing (BPO) is the delegation of one or more IT-intensive business processes
to an external provider that in turn owns administers and manages the selected process based on defined
32
A
and measurable performance criteria. Business Process Outsourcing (BPO) is one of the fastest
growing segments of the Information Technology Enabled Services (ITES) industry.
Few of the motivation factors as to why BPO is gaining ground are:
• Factor Cost Advantage

• Economy of Scale
• Business Risk Mitigation
• Superior Competency
• Utilization Improvement
Generally outsourcing can be defined as - An organization entering into a contract with another
organization to operate and manage one or more of its business processes.
2.3 Different types of services being offered by BPO’s:
Customer Support Services:
The customer service offerings create a virtual customer service center to manage customer
concerns and queries through multiple channels including voice, e-mail and chat on a 24/7 and 365
days’ basis.
Technical Support Services:
The technical support offerings include round-the-clock technical support and problem resolution
for OEM respondents and computer hardware, software, peripherals and Internet infrastructure
manufacturing companies. These include installation and product support, up & running support,
troubleshooting and Usage support.
Telemarketing Services:
The telesales and telemarketing outsourcing services target interaction with potential
respondents for 'prospecting' like either for generating interest in products and services, or to up-sell /
promote and cross sell to an existing customer base or to complete the sales process online.
33
A
Employee IT Help-desk Services:
The employee IT help-desk services provide technical problem resolution and support for
corporate employees.
Insurance Processing:
The insurance processing services provide specialized solutions to the insurance sector and support
critical business processes applicable to the industry right from new business acquisition to policy
maintenance to claims processing.
Data Entry Services / Data Processing Services:
o Data entry from Paper/Books with highest accuracy and

fast turnaround time (TAT) o Data entry from Image
file in any format o Business Transaction Data
entry like sales / purchase / payroll.
o Data entry of E-Books / Electronic Books o Data
Entry: Yellow Pages / White Pages Keying o Data
Entry and compilation from Web site o Data Capture /
Collection o Business Card Data Entry into any
Format o Data Entry from hardcopy/Printed Material
into text or required format o Data Entry into
Software Program and application
o Receipt and Bill Data Entry o Catalog Data Entry. o
Data Entry for Mailing List/Mailing Label.
o Manu scripting typing in to word o Taped
Transcription in to word. o Copy, Paste, Editing,
Sorting, Indexing Data into required format etc. o
Conversion of data across various databases on
different platforms o Data Conversion via Input /
Output for various media.
34
A
o Data Conversion for databases, word processors,

spreadsheets, and many other standard and custom-made
software packages as per requirement.
o Conversion from Page maker to PDF format. o
Conversion from MS-Word to HTML format o
Conversion from Text to Word Perfect.
o Conversion from Text to Word to HTML and Acrobat o
Convert Raw Data into required MS Office formats.
o Text to PDF and PDF to Word / Text / Doc o Data
Compilation in PDF from Several Sources.
o E-Book Conversion etc.
Scanning, OCR with Editing & Indexing Services:
o High speed Image-Scanning and Data capture services

o High speed large volume scanning o OCR
Data from Scanned page / image o Scan & OCR
paper Book in to CD. o ADOBE PDF Conversion
Services.
o Conversion from paper or e-file to various formats o
General Ledger o Accounts Receivables
and Accounts Payable o Financial Statements o
Bank Reconciliation o Assets / Equipment
Ledgers etc.
Form Processing Services:

o Insurance claim form o Medical Form / Medical
billing o Online Form Processing o Payroll
Processing etc. Internet / Online / Web Research:
35
A
o Internet Search, Product Research, Market Research,

Survey, Analysis. o Web and Mailing list research
etc.
Challenges for a HR Professional in BPO:
▪ Brand equity: People still consider BPO to be "low brow", thus making it difficult to attract the
best talent.
▪ Standard pre-job training: Again, due to the wide variety of the jobs, lack of general clarity on
skill sets, etc., there is no standard curriculum, which could be designed and followed.
▪ Benchmarks: There are hardly any benchmarks for compensation and benefits, performance or
HR policies. Everyone is charting their own course.
▪ Customer-companies tend to demand better results from outsourcing partners than what they could
actually expect from their own departments. "When the job is being done 10,000 miles away,
demands on parameters such as quality, turn around timeliness, information security, business
continuity and disaster recovery, etc., are far higher than at home.
▪ Lack of focused training and certifications
▪ Given this background, the recruiting and compensation challenges of HR departments are only
understandable.
Key to success:
The key to success in ramping up talent in a BPO environment is a rapid training module. The
training component has to be seen as an important sub-process, requiring constant re-engineering.
2.4 Business Process Outsourcing: The Top Rankers:
WNS has emerged as the top BPO in India, pushing Wipro Spectra mind to the second position,
according to a survey done by NASSCOM. The basis of ranking is the revenues generated by the BPO
companies, as per US GAAP. A list of top fifteen BPO companies in India is given below.
1. WNS Group
2. Wipro Spectra mind
3. HCL Technologies
4. Daksh e-Services
36
A
5. Convergys
6. Zenta
7. ICICI One source
8. Mphasis
9. EXL
10. Tracmail
11. GTL Ltd.
12. vCustomer
13. HTMT
14. 24/7 Customer
15. Sutherland Technologies
2.5 COMPANY PROFILE:
HCL- as India’s largest IT conglomerate-is actively involved with the growth of the India ITES
industry. As an experienced global software outsourcing enterprise, HCL has extensive and
understanding of the critical issues and concerns related to offshore outsourcing. At a macro level these
can be broadly categorized in to:
• Risk Mitigation
• Value Addition Risk Mitigation:
The key components of Risk Mitigation are as follows:
Process Migration:
o In the first phase of outsourcing, seamless and timely Process Migration is critical for building first
level comfort in the outsourcing initiative.
Disaster Recovery and Business Continuity:
• The infrastructure to effectively mitigate local and geographic disaster scenarios.
• The ability to ensure rapid resumption of process delivery operations.
Manpower Attrition and Cost Control:

• Establishing business presence in prime secondary locations.
37
A
• Existence of management and infrastructure resources in the target locations.

• Expertise to recruit and train large number of new employees in such locations.
Partner Profile and Provenance:

• Demonstration ability to successfully manage cross culture partnerships.
• Proven track record of structuring and nurturing a wide range of collaborative enterprise models.
Value addition:
Strong financials to support large contracts:

• strong balance sheet/nil debt company
• Committed $ 40 M for Contact center and BPO businesses.
Experience of creating and managing large scale infrastructure and resource base:
• Demonstrated experience of managing large heterogeneous hardware/software installation base.
• Creating and managing multiple Offshore Development Centers.
• 14000+employee base.
Access to an about 150 locations within India:

• In two years the majority of new Customer Service Centers in India will need to be located in
category B and C towns.
• HCL has over 20 years’ experience in servicing these towns with locally present management
and infrastructure.
• Capability to hire and train large work force locally.
Ability to risk mitigate operations through business continuity and disaster tolerance:
• State-of-the-art facilities in Belfast (Ireland) and Salt Lake City (US) in addition to India.
Demonstrated capability in global development and support of IT service:
• Extensive experience of migrating complex development processes offshore.
• Proprietary offshore delivery methodology- ‘Off sourcing’ End-to-end services delivery
capability:
38
A
• HCL’s suite of outsourcing services span the entire life-cycle of an organization’s IT services
requirements:
▪ Concept, design, development, implementation and maintenance of applications and enterprise
solutions.
▪ Systems Integration, Networking and Network management services.
▪ BPO and Multi-lingual Contact services.
HCL BPO Services: The Right Staff

Business Process Outsourcing (BPO) has the potential enabling power to vitalize Businesses
and energize Economic growth. BPO benefits are significant, sustainable and strategic- or rather, they
can be. To ensure that customer expectations are consistently met and often exceeded requires a BPO
Service Provider with the Right Stuff- starting off with:
HCL BPO Services: The Right Parentage

HCL BPO Services represents HCL Technologies’ most significant strategic business extension and
investment to date. HCL BPO Services currently operates out of various locations in India,
Malaysia and Northern Ireland. The focus on and commitment to BPO is based on the following
assets and attributes:
Global Client Base & Relationships - HCL-T’s global relationship base consists of approximately
454 clients, including 61 Fortune 500 organizations, in such high propensity to and potential of
outsourcing Sectors as IT / I.S / Insurance/ Financial Services / Retail.
Global Presence & Reach - HCL-T operates in 15 Countries across 20 locations between U.S.A,
Europe and Asia-Pacific, deploying over 100 Customer Relationship Managers (over 70 of whom are
located in the U.S.A). This network ensures effective and responsive Client Relationship Management.
Related Technology Domain Expertise - HCL-T has developed extensive expertise in a wide range
of emergent and mainstream Technology Domains. Some of these Domains bear a direct relationship
to a wide range of B.P.O services - e.g. CRM/ ERP/ SCM/ Imaging & Workflow etc.
Relevant Industry Practices - In addition to Technology Domain expertise, HCL-T has also
developed a number of Industry Practices, including Banking / Funds Management / Insurance / Retail
Funding & Scalability - HCL’s BPO Services operations have been totally funded from internally
39
A
generated resources, enabling the rapid ramp-up of delivery infrastructure in diverse locations and
countries as well as significant enhancements in delivery Reliability, Security and Quality
Alliances:
In October 2001, HCL Technologies entered into a strategic alliance with British Telecom by acquiring
a 90% stake in BT's award winning Apollo Contact Center, located in Belfast, Northern Ireland. Now
operating as HCL Technologies BPO Services, the Belfast facility is a four-year-old purpose built
Contact Center. In this relatively short span of time, the Center has built an enviable reputation for
Quality and Innovation - attributes that are recognized by a number of prestigious awards as well as
kudos from Clients and Industry Experts. British Telecom continues to be active in a range of
collaborative initiatives with HCL in both India as well as Northern Ireland. Sento Corporation
provides the latest in Web-enabled CRM (Customer Relations Management) solutions for a diversified
portfolio of organizations. These services include self-help, live chat, Web collaboration, e-mail, and
telephone. These solutions give respondents access to customer service at any time using any media.
Sento deploys skills-based routing; customer-data screen pops, and customer-centric applications to
provide the best in customer care and support. HCL BPO Services works closely with Sento to deliver
a wide range of Voice and Web-enabled services in both U.S.A and Europe.
D&B Receivable Management Services:

D&B Receivable Management Services is headquartered in Bethlehem, Pennsylvania, in the United
States, with offices throughout the US, Canada, Mexico and Hong Kong. They are a leading global
supplier of receivable management services, offering their respondents a full continuum of services
including electronic bill presentment, receivable outsourcing, traditional collections, and bankruptcy
services and deductions management. Under the terms of the alliance, D & B RMS will be HCL’s
preferred provider of receivable management services for accounts located in the United States,
Canada, Mexico and Hong Kong. HCL, in turn, will be the exclusive provider of D&B RMS call center
services from India.
40
A
2.6 QUALITY FRAMEWORK:

ISO 9001:2000:
23 processes including Operations, Recruitment, Quality Assurance, Voice & Accent training,
Marketing, Legal, Procurement, Transportation and Management documented and certified. External
evaluation and certification conducted by the British Standards Institution against BS EN ISO
9001:2000 and certified as ISO compliant for BPO & Contact Center Services.
Purdue Benchmark:
HCL BPO Services is positioned in the upper right hand quadrant of the
EffectivenessEfficiency grid and ranked 2nd in the Global Peer group.
Major observations:
• Excellent SLA performance tracking, improvement and management methodologies at all
levels
• Team Leader to Top Management
• Very low rate of manpower attrition
• Strong organizational capability to attain and maintain high levels of manpower motivation
COPC Certification:
HCL BPO Services – has been awarded the prestigious COPC Certification.
Globally, COPC is considered to be the most coveted certification in the CSP (Customer Service
Provider) industry. It is based on COPC-2000 CSP standard which was developed in 1996 by buyers,
providers and senior managers responsible for operational management of customer centric service
operations. HCL BPO Services is amongst the very few Indian BPO Service Providers to have been
awarded this certification. HCL BPO Services is the First Indian CSP and possibly the third worldwide
to have been certified for Collections. HCL BPO Services raises the bar yet another notch for customer
service and delivery excellence.
Six Sigma:
HCL BPO Services Process Improvement Program is led by a Six Sigma Master Black Belt.
41
A
The Six Sigma methodology for continues improvement of its processes and performance. Tools like
Fishbone analysis, Design of Experiments, Detailed Process mapping, Histograms, Pareto Charts,
Control charts and many others are effectively used for such analysis.
BS 7799 Certification:
Information is the lifeblood of all organizations and can exist in many forms. Recent highprofile
information security breaches and the value of information are highlighting the ever-increasing need
for organizations to protect their data. BS7799 is the British standard for the “protection of an
organizations information asset”. The road cannot be justified, but it can be quantified by the benefits
to your business. The certification is not a one-off task; it must be periodically reviewed by an external
assessor. BS7799 is being tracked as an international standard. HCL BPO Services is one of India’s
leading Business process outsourcing (BPO) service providers. The Chennai center of HCL BPO
Services has been certified to the British security standard BS7799. HCL BPO Services is among the
leading BPO firms in India to achieve this third-party certification for its quality management system.
The BSI (British standards Institute) conducted audits in two stages and involved 6 working – days
rigorous due diligence audit. The certification is an endorsement of the processes that the Chennai
center has in place to safeguard the security of data, and also as mechanism in place for issues relating
to business continuity and disaster recovery. The certification is valid for a period of 3years. HCL BPO
Services, with a committed top-level management and dedicated experienced employees made the
certification possible within a short span of five months.
2.7 Clients:
Top Ten Client Profiles:
• Global Telecom Major – U.K
• Fortune 500 Retail Conglomerate – U.S.A
• Fortune 500 Retail Chain – U.S.A
• Property Services & Insurance Major – U.K
• Global E-integration Solution Provider – U.S.A
• Global Retail/ Financial Automation Systems – U.S.A
42
A
• Global Telecom Major – U.S.A
• Global Network Security Solution Provider – U.S.A
• Global Insurance Major – U.K
• Global Media & education Company – U.S.A
CHAPTER-4
DATA ANALYSIS
43
A
AND
INTERPRETATION
Chapter IV
Data Analysis and interpretation:
Biographical Information Gender:

Table 4.1: Count on the Gender of the respondents:
Gender No of respondents Percentage
Male 50 48
Female 55 52
Total 105 100%
ANALYSIS
As indicated in table 4.1, 48% of respondents ‘are male’ and 52% are Female’.
44
A
Chart 4.1: Chart showing the Gender of the respondents in percentage:
No of Respondents
53
52
52
51
50
49
48
48
47
46
Category 1
Male Female
INTERPRETATION
By interpreting the above graph majority of the Respondents Are Female.
Table 4.2: Count on the Age distribution of the respondents
Age distribution No of respondents Percentage
20 - 25 Yrs. 25 24
25 - 30 Yrs. 30 28
30 - 35 Yrs. 44 42
> 35 Yrs. 6 6
Total 105 100%
ANALYSIS
45
A
As indicated in table 4.2, 24% of respondents are between 20 to 25 years 28% are 25 to 30 years,
42% are 30 to 35 years and 6% are > then 35 years.
Chart 4.2: Chart showing the Age distribution of the respondents in percentage:
No of Respondents
50
45
40
35
30
25
20
15
10
5
0
20-25 25-30 30-35 >35
No of Respondents
INTERPRETATION
By interpreting the above graph, we can understand that majority of the respondents are coming in
the age group of 25 to 30 years.
Table 4.3: Count on the Experience of the respondents in current organization:
Experience in current Percentage

organization
No of respondents
< 1 Yrs. 17 16
46
A
1 - 3 Yrs. 30 28
3 - 6 Yrs. 50 48
6 - 10 Yrs. 8 8
Total 105 100%
ANALYSIS
As indicated in table 4.3, 16% of respondents are <1 years 28% are 1 to 3 years, 48% are 3 to 6 years
and 8% are 6 to 10 years.
Chart 4.3: Chart showing the Experience of the respondents in current organization:
47
A
No of Respondants
60
50
40
30
20
10
0
<1 1 to 3 3 to 6 6 to 10
No of Respondants
INTERPRETATION
By interpreting the above graph, we can understand that majority of the respondents are coming in
the Experience group of 3 to 6 years.
Table 4.4: Count on the type of appointment of employees:
Type of appointment No of respondents Percentage
Regular 100 95
Interns 5 5
Total 105 100%
ANALYSIS
As indicated in table 4.4, 95% of respondents are Regulars and 5% are Interns.
48
A
Chart 4.4: Chart showing the type of appointment of employees in percentage:
No of Respondents
120
100
80
60
40
20
0
Regural Interns
No of Respondents
INTERPRETATION
By interpreting the above graph, we can understand that majority of them are Regulars.
Table 4.5: Count on the employees and their work hours per week:
Hours of work per week No of respondents Percentage
40 - 50 Hrs. 50 47
50 - 60 Hrs. 35 33
> 60 Hrs. 20 20
Total 105 100%
49
A
ANALYSIS
As indicated in table 4.5, 47% of respondents are working 40 to 50 Hrs., 33% are working 50 to 60
Hrs. and 20% of the respondents are working more than 60 hrs.
Chart 4.5: Chart showing the number of employees and their work hours per week:
No of Respondents
60
50
40
30
20
10
0
40 - 50 50 - 60 >60
No of Respondents
INTERPRETATION
By interpreting the above graph, we can understand that majority of the respondents are working more
then 40-50 hrs.
Table 4.6: Count on the number of leaves taken by the respondents during the last year:
leave taken due to ill health No of respondents Percentage
None 0 0
1 - 5 days 80 76
50
A
6 - 10 days 10 10
11 - 15 days 10 10
> 15 days 5 4
Total 105 100%
ANALYSIS
As indicated in table 4.6, 0% of respondents are taken no leave, 76% are taken 1 to 5 days leave
10% of the respondents are taken 6 to 10 days leave,10% of the respondents are taken 11 to 15 days
leave. and 4% of the respondents taken >15 days’ leave
Chart 4.6: Chart showing the number of respondents and the number of leave taken during the
last year:
No of Respondents
80
70
60
50
40
30
20
10
0
None 1 - 5 days 6 - 10 days 11- 15 days > 15 days
TABLE – 4.7
HCL-BPO offer a variety of services to their clients
51
A
offer a variety of services to No of Respondents Percentage

their clients
Strongly Agree 82
79
Agree 20
18
Neutral 3
3
Disagree 0
0
Strongly Disagree 0
0
Total 105
100
SOURCE: PRIMARY DATA
ANALYSIS
As indicated in table 4.7, 79% of respondents ‘Strongly Agree’ that HCL-BPO offer variety of services
to their clients followed by 18% ‘Agree’ and 3% ‘Neutral’.
52
A
GRAPH – 4.7
HCL-BPO offer a variety of services to their clients
Graph-4.7
90
80
70
60
50
40
30
20
10
0
Strongly Agree Agree Neutral Diss Agree Strongaly diss Agree
INTERPRETATION
By interpreting the above graph majority of Respondents agree that the HCL-BPO offer a variety of
services to their clients.
TABLE – 4.8
Aware of all the services provided by HCL-BPO.
Aware of all the services Frequency Percentage
Yes 36 35
No 35 33
53
A
May be 34 32
Total 105 100%
ANALYSIS
The results show that only 35% of Respondents know all the services offer by HCL-BPO followed by
33% mention a clear ‘No’ and 32% respondents are in doubt.
GRAPH –4.8
Aware of all the services provided by HCL-BPO.

Graph-4.8
36.5
36
35.5 35
34.5 34
54
A
33.5
33
Yes No May be
INTERPRETATION
By interpreting the above graph, we can understand that majority of the respondents may be aware
of all the services provided by HCL-BPO.
TABLE – 4.9
HCL-BPO broad range of services allows you to find the required service for you.
broad range of services Frequency Percentage

allows you to find the
required service
55
A
Strongly Agree 68 65%
Agree 27 26%
Neutral 10 9%
Disagree 0 0%
Strongly Disagree 0 0%
Total 105 100%
ANALYSIS
By analysing the above table, we understand 65% respondents ‘Strongly Agree’, 26% ‘Agree’ and
9%
‘Neutral’ that HCL-BPO broad range of services allows you to find the required service for your
organization.
Graph –4.9
HCL-BPO broad range of services allows you to find the required service for you.
56
A
Graph-4.9
70
60
50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly disagree
INTERPRETATION
By interpreting the above graph, we understand that majority of the respondents agree that HCL-BPO
broad range of service allows you to find the required service for you.
57
A
TABLE –4.10
Service delivered by HCL-BPO meet your expectation.
Service delivered by HCL- Frequency Percentage

BPO meet your
expectation.
Strongly agree 70 67%
Agree 25 24%
Neutral 10 9%
Disagree 0 0%
Total 105 100%
ANALYSIS
By analysing the above table, we understand 67% respondents ‘Strongly Agree’ that the services
delivered by HCL-BPO meet customer expectation, Also, 24% ‘Agree’ and 9% are Neutral on the same.
GRAPH –4.10
Service delivered by HCL-BPO meet your expectation.
58
A
Graph-4.10
80
70
60
50
40
30
20
10
0
Strongaly Agree Agree Neutral Disagree Strongaly disagree
INTERPRETATION
By interpreting the above graph, we understand majority of the Respondents agree that the service
delivered by HCL-BPO meet their expectations.
TABLE –4.11
Services are delivered within the time period
Services are delivered Frequency Percentage

within the time period
Agree 20 19%
Neutral 10 9%
59
A
Disagree 7 7%
Total 105 100%
ANALYSIS
By analyzing the above table, we understand 65% respondents ‘Strongly Agree’ that the HCL-BPO
delivered service within the time period. Also, 19% ‘Agree’, 9% are Neutral and 7% disagree on the
same.
GRAPH –4.11
Services are delivered within the time period
Graph-4.11
80
60
40
20
0
Strongly Agree Agree Neutral Disagree Strongaly Disagree
INTERPRETATION
60
A
By interpreting the above graph, we understand majority of the respondent agree that the HCL-BPO
delivered service within the time period.
TABLE –4.12
Cost of services delivered by HCL-BPO is satisfactory
Cost of service delivered is Frequency Percentage

satisfactory
Strongly Agree 62 59%
Agree 41 39%
Dis Agree 2 2%
Total 105 100%
ANALYSIS
By analysing the above table, we understand 59% Respondents ‘Strongly Agree’ that the cost of
services provided by HCL-BPO is acceptable and satisfactory. Also, 24% ‘Agree’, 15% are Neutral
and 2% disagree on that.
Observed value
Experience Strongly Agree Disagree Strongly Total

Agree Disagree
61
A
>1 years 7 5 8 6 26
1 – 3 years 4 9 3 3 19
3 – 6 years 6 6 7 4 27
6-10 years 8 11 10 4 33
Total 25 31 28 21 105
Expected value Chi square value

>1 1–3 3–6 6 -10 years >1 years 1–3 3-6 6-10 years
years years years years years
6.19 4.5 6.4 7.9 0.11 0.06 0.03 0.01
7.68 5.6 7.9 9.7 0.93 2.06 0.46 0.17
6.93 7.2 7.2 8.8 0.16 2.45 0.05 0.16

5.2 6.6 5.4 6.6 0.12 1.9 1.3 1.02
Total 1.32 6.47 1.84 1.36
Calculated value =10.99

Degree of freedom = (r-1) * (c-1) = (4-1) * (4-1) = 9
Level of significance alpha = 0.05
Table value = 16.919, calculated value = 10.99
Results: Null hypothesis is accepted because the accepted value is less than the table value.
Ho = There is a satification in cost of delivery
H1= There is no satification in cost of delivery
GRAPH –4.12
Cost of services delivered by HCL-BPO is satisfactory
62
A
Chart Title
12
10
0
1 2 3 4
Strongly Agree 7 4 6 8
Agree 5 9 6 11
Disagree 8 3 7 10
Strongly Disagree 6 3 8 4
Strongly Agree Agree Disagree Strongly Disagree
INTERPRETATION
By interpreting the above Graph, we understand majority of the respondents satisfied with the cost of
services delivered by HCL-BPO.
TABLE –4.13
HCL-BPO offer variable pricing rather than fixed pricing
HCL-
BPO offer Frequency Percentage
63
A
variable pricing rather

than fixed
pricing
Strongly agree 0 0%
Agree 0 0%
Neutral 0 0%
Disagree 23 22%
Total 105 100%
ANALYSIS
By analysing the above table, we understand 78% respondents ‘Strongly Disagree’ that HCL-BPO
offer variable pricing rather than fixed price to their respondents followed by 22% ‘Disagree’, on that.
GRAPH –4.13
HCL-BPO offer variable pricing rather than fixed pricing
64
A
Graph-4.13
100
80
60
40
20
0
Strongaly Agree Agree Neutral Disagree Strongaly
Disagree
INTERPRETATION
By interpreting the above graph, we understand majority of the respondents agree that the HCLBPO
offer variable pricing rather than fixed pricing.
TABLE –4.14
Easy and convenient to reach HCL-BPO executives
Easy and convenient to Frequency Percentage

reach HCL-BPO
executives
Agree 22 21%
Neutral 10 9%
Disagree 5 5%
65
A
Total 105 100%
ANALYSIS
By analysing the above table, we understand 65% respondents ‘Strongly Agree’ that it is Easy and
convenient to reach HCL-BPO executives followed by 21% ‘Agree’ and 9% are ‘Neutral’ and 5%
disagree.
GRAPH –4.14
Easy and convenient to reach HCL-BPO executives
Graph-4.14
70
60
50
40
30
20
10
0
Strongaly Agree Agree Neutral Disagree Strongaly Disagree
INTERPRETATION
By interpreting the above Graph, we understand majority of the respondents agree that it is Easy and
convenient to reach HCL-BPO executives.
66
A
TABLE –4.15
HCL-BPO provide any discount to its existing customers for their next project
provide any discount to its Frequency Percentage

existing customer
Agree 15 14%
Neutral 15 14%
Disagree 13 12%
Total 105 100%
ANALISIS
By analysing the above table, we understand 49% respondents ‘Strongly Agree’ that HCL-BPO
provide discount to its existing customer for their next purchase followed by 14% are ‘Agree’ and
14% are ‘Neutral’ for the same.
GRAPH –4.15
HCL-BPO provide any discount to its existing customer for their next purchase
67
A
Graph-4.15
60
50
40
30
20
10
0
SOURCE: PRIMARY DATA INTERPRETATION
By analysing the above table, we understand majority of the respondents agree that HCL-BPO provide
discount to its existing customer for their next project.
TABLE –4.16
Executives of HCL-BPO are polite
Executives of
HCL-BPO are Frequency Percentage
polite
Agree 24 23%
Neutral 8 7%
Disagree 5 5%
68
A
Total 105 100%
ANALISIS
By analysing the above table, we understand 65% respondents ‘Strongly Agree’ that HCL-BPO
executives are polite while consulting, followed by 23% ‘Agree’, 7% are ‘Neutral’ and 5% ‘Disagree’
for the same.
GRAPH –4.16
Executives of HCL-BPO are polite
Graph-4.16
80
60
40
20
0
INTERPRETATION
By interpreting the above graph, we understand majority of the respondents agree that HCL-BPO
executives are polite.
TABLE –4.17
69
A Study on Emotional Intelligence and Quality of Work Life Among Employees of HCL-BPO
executives are well dressed and smart
Employees are well Frequency Percentage

dressed
Agree 48 46%
Neutral 5 5%
Disagree 0 0%
Total 105 100%

ANALISIS
By analysing the above table, we understand 49% respondents ‘Strongly Agree’, 46% ‘Agree’ and
5% respondents are ‘Neutral’ that HCL-BPO executives are well dressed and smart enough to handle
their problems.
GRPAH –4.17
HCL-BPO executives are well dressed and smart
70
HCL-BPO
Graph-4.17
60
50
40
30
20
10
0
INTERPRETATION
executives are well dressed and smart enough to handle their problem.
TABLE –4.18
HCL-BPO executives help respondents to choose the right services
executives help
respondents to Frequency Percentage
choose the right
services
Agree 28 27%
Neutral 5 5%
71
Disagree 0 0%
Total 105 100%
ANALISIS
By analysing the above table, we understand 68% respondents ‘Strongly Agree’ and 27% respondents
‘Agree’ that HCL-BPO executives help their respondents to figure out the best possible service they
can provide for their business.
GRAPH –4.18
executives help respondents to choose the right services
Graph-4.18
80
70
60
50
40
30
20
10
0
72
HCL-BPO
INTERPRETATION
By interpreting the above Graph, we understand majority of the respondents agree that HCL-BPO
executives help their respondents to figure out the best possible service they can provide for their
business.
TABLE –4.19
HCL-BPO show the Account Status report to their clients
HCL-BPO show the Frequency Percentage

Account status report
Agree 40 38%
Neutral 10 9%
Disagree 5 5%
Total 105 100%

ANALISIS
By analysing the above table, we understand 43% respondents ‘Strongly Agree’ that HCL-BPO show
the Account status report to the client followed by 38% ‘Agree’, 9% ‘Neutral’ and 5% ‘Disagree’ for
that.
73
GRAPH –4.19
HCL-BPO show the Account Status report to their clients.
Graph-4.19
50
45
40
35
30
25
20
15
10
INTERPRETATION
By interpreting the above graph, we understand majority of the respondents agree that HCL-BPO show
the Account status report to the client.
74
HCL-BPO
TABLE –4.20
executives get in touch with respondents after services being delivered
Executives get in touch Frequency Percentage

with respondents even
after
services delivered
Agree 30 28%
Neutral 7 7%
Disagree 0 0%
Total 105 100%

ANALISIS
By analysing the above table, we understand 65% respondents ‘Strongly Agree’ that HCL-BPO show
executives get in touch with respondents after service being delivered followed by 28% ‘Agree’, 7%
‘Neutral’ for that.
GRAPH –4.20
HCL-BPO executives get in touch with respondents after services being delivered
75
Graph-4.20
80
70
60
50
40
30
20
10
0
INTERPRETATION
executives get in touch with respondents after service being delivered.
TABLE –4.21
HCL-BPO has well-decorated office space
well-decorated office Frequency Percentage

space
Agree 30 29%
Neutral 3 3%
Disagree 0 0%
Total 105 100%
76
HCL-BPO
ANALISIS
By analysing the above table, we understand 68% respondents ‘Strongly Agree’ and 29% are ‘Agree’
that HCL-BPO has well decorated workplace.
GRAPH –4.21
HCL-BPO has well-decorated office space
Graph-4.21
80
70
60
50
40
30
20
10
0
77
INTERPRETATION
By interpreting the above graph, we understand majority of the respondents agree that HCL-BPO has
well decorated workplace.
TABLE –4.22
HCL-BPO has spacious parking space for visitors
spacious parking space for Frequency Percentage

visitors
Strongly agree 0 0%
Agree 0 0%
Neutral 11 10%
Disagree 34 32%
Total 105 100%
ANALISIS
By analysing the above table, we understand 57% respondents ‘Strongly Disagree’ and 32% are
‘disagree’ and 10% are ‘Neutral’ that HCL-BPO has specious parking space for visitors.
GRAPH –4.22
HCL-BPO has spacious parking space for visitors
78
Graph-4.22
70
60
50
40
30
20
10
0
INTERPRETATION
By analysing the above table, we understand majority of the respondents agree that HCL-BPO has
specious parking space for visitors.
79
80
CHAPTER-5
FINDING
SUGGESTION
CONCLUSION
Chapter V
Findings Suggestions & Conclusion Findings
1) Majority of the customers i.e. 52% are Female.
2) Majority of the customers are between 30 to 35 years.
3) Majority of the customers are3-6 years of experience 4) Majority of the customers are regulars i.e.
95%.
81
5) Majority of the Respondents are working between 40 to 50 hours.

6) Majority of the customers are taken leaves 1 to 5 days
7) Majority of the customers i.e. 79% agree that the HCL(BPO) offer variety of services to their
clients.
8) Majority of the customers i.e. 35% may be aware of all the services provided by HCL(BPO).
9) Majority of the customers i.e. 65% agree that HCL(BPO) broad range of services allows you to
find the required service for your organization.
10) Majority of the customers i.e. 67% using Bank Deposits services from Canara Bank.
11) Majority of the customers i.e. 65% agree that the services delivered by Canara Bank meet their
expectations.
12) Majority of the customers i.e. 59% agree that the Canara Bank delivered service within the time
period.
13) Majority of the customers i.e. 78% are satisfied with the cost of services delivered by
Canara Bank.
14) Majority of the customers i.e. 65% agree that it is easy and convenient to reach Canara Bank
executives.
15) Majority of the customers i.e. 49% canara bank provide discounts to its existing customers for
their next purchase.
16) Majority of the customers i.e. 65% canara bank executives are polite.
17) Majority of the customers i.e. 49% agree that Canara Bank executives are well dressed and smart
enough to handle their problems.
18) Majority of the customers i.e. 68% agree that Canara Bank executives helps their customers to figure
out the best possible service they can provide for their business.
19) Majority of the customers i.e. 43% agree that Canara Bank show the Account status report to
82
the clients.
20) Majority of the customers i.e. 65% agree that the Canara Bank executives get in touch with
customers after service being delivered.
21) Majority of the customers i.e. 68% agree that the Canara Bank has well decorated work place.
22) Majority of the customers i.e. 57% agree that the Canara Bank has spacious parking space for
visitors.
Suggestions
o Emotional intelligence could be considered as a criterion while selecting the employees. EI has
such a high correlation with QOWL as shown by this study. A high QOWL shows an employee
to be happy at home and at work. When people with high EI are selected, the employees would
start with the basic quality needed to succeed both in life and at work and the organization will
enjoy greater performance from them.
o The organization should take EI seriously and take measures to measure and appraise EI among
its employees. This would help them make further decisions with respect to promotion, salary
and training and development.
o The organization could include modules on EI in their training and development program so that
their employees could be given the opportunity to understand EI measure their own EI and also
get trained to develop their EI which will reflect positively in their personal and work life.
The organization could implement more programs to improve QOWL and use EI as a
criterion when they analyze the need for such QOWL programs.
o The organization could conduct further investigation into this with a larger sample, wider
category of employees and over a longer period to gain more detailed knowledge about this and
then apply the knowledge positively.
Conclusion
The ability to perceive the environment and adapt to the various changes and stress is crucial in a
dynamic era where work and personal life cannot always complement each other. How people feel
83
about their work and the fit between their personal life, career and work is dependent on various
factors. This study has shown that a person’s emotional intelligence plays a vital role in determining
the Quality of work life in an organization because the intrinsic factor of EI allows people to perceive
their environment differently and adjust to stress, change etc. in their own unique way. The high
correlation between EI and QOWL has validated the high and positive relationship between them.
HCL- as India’s largest IT conglomerate-is actively involved with the growth of the India ITES
industry. HCL-BPO too is one of the top ranking BPO of the nation. The service sector being an
industry that is greatly dependent on their human capital has a vast number of implications with respect
to EI and QOWL.
The study has strong evidence to conclude that EI has a major role in the QOWL and that they are
positively correlated to each other. Employees with high EI do score higher in QOWL and this intrinsic
character of handling emotions is vital in the way people handle their life and their work.
In order to understand the real status of an organization’s QOWL in the future, measurement of
QOWL should not be done in isolation but in combination with EI measurement.
84
Bibliography
• Van Laar, D. L., Edwards, J. A. & Easton, S. (2007). The Work-Related Quality of Life
(QoWL) scale for Healthcare Workers. Journal of Advanced Nursing
• Law, K.S., Wong, C.S., & Song, L.J. (2004). The construct validity of emotional intelligence
and its potential utility for management studies. Journal of Applied Psychology, 89(3): 483496.
• Peter Salovey and John D Mayer. (1990). Emotional Intelligence. Baywood Publishing co.,
Inc.
• John D Mayer and Peter Salovey. (1993). The intelligence of emotional intelligence.
Intelligence 17, 433 – 442.
• Joseph Ciarrochi, Joseph P.Forgas and John D.Mayer. Clarifying concepts related to Emotional
intelligence: A proposed glossary. Emotional intelligence in everyday life, II Edition, Page
261 – 267.
• John D Mayer and Peter Salovey. (1997). What is emotional intelligence? Emotional
development and emotional intelligence: Implications for educators. Basic books. Ney york.
pp 3-31.
• Leading by feel. Inside the mind of the leader. Harvard Business Review. January 2004. Page
27 – 39.
• Jim Bird. (2006). Work-life balance, Doing it right and avoiding pitfalls. Employment
Relations Today, Autumn 2006, vol. 33, no. 3. Copyright 2006, Wiley Periodicals, Inc.
• J.D. Mayer and Casey D. Cobb. (2000), Educational Policy on Emotional Intelligence: Does It
Make Sense?, Educational Psychology Review, 12, No. 2, 2000 pp 163-183
• Goleman D. (1995). Emotional intelligence. New York: Bantam Book
• Boyatzis, R., Goleman, D., & Rhee, K. (2000). Clustering competence in emotional
intelligence: insights from the emotional competence inventory (ECI). In R. Bar-On & J.D.A.
Parker (eds.): Handbook of emotional intelligence (pp. 343-362). San Francisco: Jossey-Bass.
• Goleman D. (1998). Working with emotional intelligence. New York: Bantam Books
• www.qowl.co.uk
• www.eiconsortium.org.
Questionnaires
85
A study on Emotional intelligence and Quality of work life
Please provide the following details.

(Please make a tick mark to indicate your choice)
86
1) Gender: M F 6) What type of appointment is your

2) Age in years: current post?
20 to 25 25 to 30 Regular Interns
30 to 35 Above 35
7) How many hours do you
3) How many years have you continuously approximately work in a typical week?
worked at your organization? (Including work after office hours)
Less than 1 1 to 3 40 to 50 50 to 60 More than 60

3 to 6 6 to 10
4) Do you belong to a minority group? 8) Do you have any disability or health
condition like Diabetes / Hypertension /
Yes No Asma etc?
5) Do you have caring responsibilities for
dependents in the following categories? Yes No
(If yes, Tick all that apply) 9) Approximately how many days have
Babies / young children you been off work due to ill health in the
under school age – last year?
School age children – None 1 to 5 6 to 10

11 to 15 More than 15
Disabled relatives –
Elderly relatives / friends –
Other –
Please provide your occupation and department details here.
87
A Study on Emotional Intelligence and Quality of Work Life Among
Employees of HCL-BPO
10) Department:
Grade:
Designation:
Please respond to the following statements by circling your choice. There is no right or
wrong answer. This is not a test.
Important Instruction: Please do not take too long over each question
Your first reaction is to be denoted
Please do not omit any questions.
Make a circle around the number in your right hand side
1 – Strongly Disagree 2 – Disagree 3 – Neutral 4 – Agree 5 – Strongly Agree
To what extent do you agree with the following?
1 I have a clear set of goals and aims to enable me to do my job 1 2 3 4 5
2 I feel able to voice opinions and influence changes in my area of 1 2 3 4 5

work
3 I have the opportunity to use my abilities at work 1 2 3 4 5
4 I feel well at the moment 1 2 3 4 5
5 My employer provides adequate facilities and flexibility for me 1 2 3 4 5

to fit work in around my family life.
6 My current working hours / patterns suit my personal 1 2 3 4 5
circumstances
7 I often feel under pressure at work 1 2 3 4 5
8 When I have done a good job it is acknowledged by my manager 1 2 3 4 5
9 Recently I have been feeling unhappy and depressed 1 2 3 4 5
10 I am satisfied with my life 1 2 3 4 5
88
11 I am encouraged to develop new skills 1 2 3 4 5
12 I am involved in decisions that affect me in my own area of work 1 2 3 4 5
13 My employer provides me with what I need to do my job 1 2 3 4 5

effectively
14 My manager actively promotes flexible working hours / patterns 1 2 3 4 5
15 In most ways my life is close to ideal 1 2 3 4 5
16 I work in a safe environment 1 2 3 4 5
17 Generally things work out well for me 1 2 3 4 5
18 I am satisfied with the career opportunities available for me here 1 2 3 4 5
19 I often feel excessive levels of stress at work 1 2 3 4 5
20 I am satisfied with the training I receive in order to perform my 1 2 3 4 5

present job
21 Recently, I have been feeling reasonably happy all things 1 2 3 4 5
considered
22 The working conditions are satisfactory 1 2 3 4 5
23 I am involved in decisions that affect members of the public in 1 2 3 4 5

my own area of work
24 I am satisfied with the overall quality of my working life 1 2 3 4 5
Please provide any specific concern that require action by your organization
89
11) How could the quality of working life be improved in your organization?
(Quality of worklife is the extent to which employees can enhance their personal lives through
their work environment and experiences.)
Please circle the number on the right hand columns to indicate your agreement with the
following statements:
1=strongly disagree
2=disagree
3=slightly disagree
4=neither disagree nor agree
5=slightly agree
6=agree
7=strongly agree
Important Instruction: Please do not take too long over each question
Your first reaction is to be denoted
Please do not omit any questions.
1. I have a good sense of why I have certain feelings most of the time. 1 2 3 4 5
6 7
2. I have good understanding of my own emotions. 1 2 3 4 5 6
7
3. I really understand what I feel. 1 2 3 4 5 6 7
90
4. I always know whether or not I am happy. 1 2 3 4 5 6 7

5. I am able to control my temper so that I can handle difficulties
1 2 3 4
5 6 7 rationally.
6. I am quite capable of controlling my own emotions. 1 2 3 4 5 6
7
7. I can always calm down quickly when I am very angry. 1 2 3 4 5
6 7
8. I have good control of my own emotions. 1 2 3 4 5 6 7
9. I always set goals for myself and then try my best to achieve them. 1 2 3 4
5 6 7
10. I always tell myself I am a competent person. 1 2 3 4 5 6 7
11. I am a self-motivating person. 1 2 3 4 5 6 7
12. I would always encourage myself to try my best. 1 2 3 4 5 6
7
13. I always know my friends’ emotions. 1 2 3 4 5 6 7
14. I am a good observer of others’ emotions. 1 2 3 4 5 6 7
15. I am sensitive to the feelings and emotions of others. 1 2 3 4 5 6
7
16. I have good understanding of the emotions of people around me. 1 2 3 4
5 6 7
91

Uzi PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Uzi PDF

Uploaded by

Copyright:

Available Formats

A Study on Emotional Intelligence & Quality of Work Life Among Employees of HCL-BPO

1.1 About the topic:

1.2 Rationale behind the study:

1.3 Implications of the project:

1.4 About the concept:

The basic concepts of emotional intelligence:

The significance of EI in success:

The classic four branch model of emotional intelligence:

The four branches of EQ:

1. Perception, Appraisal, and Expression of Emotion:

• Ability to identify emotion in one's physical states, feelings, and thoughts.

2. Emotional Facilitation of Thinking:

• Emotions prioritize thinking by directing attention to important information.

3. Understanding and Analyzing Emotions; Employing Emotional Knowledge:

4. Reflective Regulation of Emotion to Promote Emotional and Intellectual Growth:

The behaviors associated with high or low emotional intelligence:

The basic concepts of quality of work life:

Quality of work life (QOWL) is viewed as an alternative to the control approach of

The relation between an individual’s work and life:

o Adequate and fair

o Job content o Job variety

o Opportunity to use and

o Social support o Friendship

The relation between Quality of work life and Emotional intelligence:

Chapter II Review of literature

The four branches of EQ:

1. Perception, Appraisal, and Expression of Emotion:

• Ability to identify emotion in one's physical states, feelings, and thoughts.

2. Emotional Facilitation of Thinking:

• Emotions prioritize thinking by directing attention to important information.

3. Understanding and Analyzing Emotions; Employing Emotional Knowledge:

4. Reflective Regulation of Emotion to Promote Emotional and Intellectual Growth:

The factors generated were o Job

THE TWO LEGS OF THE WORK-LIFE STRATEGY:

4.1 Statement of the problem:

4.2 Objectives of the project:

Gain organizational support

Identify the EI & QOWL

Administer the questionnaire

Populate the data and analyze the

Establish relationship between EI

4.5 Research design:

Meaning of CHI- SQUARE

4.8 Sampling unit:

4.9 Method of data collection:

The various tools to be used by the researcher for analysis are

Chapter III Organization

2.2 BPO Industry in India:

Few of the motivation factors as to why BPO is gaining ground are:

• Factor Cost Advantage

Customer Support Services:

Employee IT Help-desk Services:

Data Entry Services / Data Processing Services:

o Data entry from Paper/Books with highest accuracy and

o Data Conversion for databases, word processors,

Scanning, OCR with Editing & Indexing Services:

o High speed Image-Scanning and Data capture services

Form Processing Services:

billing o Online Form Processing o Payroll

Processing etc. Internet / Online / Web Research:

o Internet Search, Product Research, Market Research,

Challenges for a HR Professional in BPO:

2.5 COMPANY PROFILE: