Chapter Four: Conclusion

This chapter will conclude the study by summarizing the key research findings

concerning the research aims and research questions, as well as the value and the contribution

therefore, it will also review the limitations of the study and propose opportunities for future

research.

1. Summary of the Main Findings

The analysis of the data of this thesis has resulted in the following main findings:

First, as mentioned in Chapter 1, the main objective of the present study was to measure

employees’ emotional intelligence from a dyadic perception. The analysis part process started by

measuring employees’ emotional intelligence from customers' perceptions. The findings revealed

that most of the customers perceived Attijari Bank employees as emotionally intelligent. the four

regulations of emotions and other emotions appraisal items were rated highly by customers at

75% and 51 % respectively, which strongly suggests that customers of Attijari Bank Ghomrassen

perceived their employees as highly competent in regulating their emotions during service

encounters. However, the percentage of customers who admitted that employees are emotionally

unintelligent is questionable in both ROE and OEA 25% and 49% respectively. This may be

explained by the fact that not all Attijari Bank Ghomrassen employees who understand

customers' negative emotions show empathy and care for them. Moreover, maybe there were

some customers unable to perceive employees’ regulation of emotional behaviors or maybe they

were interested in the service provided more than the service providers actions and behaviors.

Findings also revealed that customers' age greatly impacted their perception of employees'

emotional intelligence competency, as most customers under 30 considered employees competent

at ROE and OEA. Customers’ gender, in contrast, slightly affected their perception; males
perceived front-line employees empathized with males’ negative emotions more than they did

with females, but in ROE, the percentages in males and females were similar, both genders

considered employees capable of controlling negative emotions. Overall, since in both

competencies (ROE/OEA) customers who agreed were higher than those who disagreed, front-

line employees of Attijari Bank in Ghomrassen were perceived by customers as emotionally

intelligent.

The second part of the analysis measured employees' emotional intelligence from their

perceptions. Interviews with service providers in Attijari Bank in Ghomrassen indicated that they practice

emotional intelligence competency to improve service interaction. Our findings suggested that negative

emotions experienced by service providers, like “pressure” and “anxiety” are associated with tendencies to

act and think in a specific way that decreases their ability to cope and resist, through reinforcing positive

emotions frontline workers build important psychological and social resources. Thus, according to the

interviewees’ responses, most service providers seem to be emotionally aware of their emotions and

have a strong sense of control over their bad ones. Findings also revealed that employees have a strong

understanding of customers’ emotions and needs. They also have a high ability to manage conflicts with

customers by handling difficult people and tense situations with diplomacy and tact. The conducted

interviews revealed a high EIC in employees’ responses. However, “What someone tells you in an

interview can be checked against what you observe onsite.” (Merriam & Tisdell, 2015, p.245)

Thus, Also, this study has proposed an examination of EEI practices during service encounters at

Attijari Bank in Ghomrassen. Observations findings uncovered low emotional intelligence

competency among frontline employees at Attijari Bank in Ghomrassen.

The second objective of this study was to investigate the effects of service providers'

emotional intelligence on customer satisfaction and loyalty. Correlation analysis revealed that

there is a strong, positive, and significant relationship between the EI-measured variables and
customer satisfaction and loyalty. Thus, front-line employees’ emotional intelligence competence

highly impacts customer satisfaction and loyalty. These findings may be justified by two major

facts; First, in the literature review chapter of the current research, the research stated that

customer satisfaction leads to customer loyalty, customers will be loyal to a company if they are

satisfied with the service provided. Second, previous studies stated that emotional intelligence

competencies (ROE and OEA) impact customer satisfaction and loyalty (Barlow & Maul, 2000;

Delcourt & Gremler,2013; Kernbach & Schutte, 2005).

2. Implications of the Study

Following the findings of the research, some implications could be attained:

First, this study answers a call for further research on the role of EEC in customer service

through a dyadic approach (Delcourt et al., 2013), by exploring employees' emotional

intelligence competency through customers' and employees’ perceptions.

Second, this research suggests that EEC has an impact on customers’ satisfaction and

loyalty. This means that the emotional intelligence experienced by the employees in the

interaction process with customers results in higher service quality. Therefore, for service firms

to achieve customer satisfaction and loyalty, managers should select and train employees on

emotional competencies. This means that employees should be able to control customer emotions to

create customer satisfaction and customer loyalty. Concerning our study Attijari Bank's human

resource department should try to provide different training programs that lead to the

development of the employees and the management of their emotions. Taking part in such

training programs and workshops could energize them and help them develop high emotional

intelligence, which would lead to an increase in their commitment to the organization. As a

result, organizational performance will improve, resulting in increased profitability for the

organization and an improved economy.

3. Limitations of the Study

As with any research work, there are limitations involved. some of them are outlined.

First and foremost, this research assesses emotional intelligence by concentrating only on

negative emotions. As examined in previous parts of the study negative emotions like anger, and

anxiety can be controlled and managed through emotional intelligence, but what about positive

emotions like rejoicing, and excitement that sometimes cause problems and misunderstanding

during service encounters? Thus, future studies could work on positive emotions and how can

employees control them.

Additionally, if the sample population had been larger, the results would have been more

generalized, but time limitations and the distribution of questionnaires through emails prevented

this. Further research could benefit from the social media platform to generate more respondents.

Furthermore, the study has been conducted only in the banking sector. Future research

should be replicated in other sectors/industries as well (e.g., education). Also, various other

factors (e.g., job satisfaction, intelligence quotient) impact emotional intelligence.

Finally, one question that was not addressed in this study was whether emotional

intelligence competencies are surface or deep acted by employees. In other words, can we truly

speak about the regulation of emotion when employees could alter inner feelings to express the

emotion they wish to display or that is required by a job, and at the same time they could fake an

emotion they do not feel? This would be a fruitful area for further work.