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• What is Emotional Intelligence? • Why is it important for the workplace? • How can we measure Emotional Intelligence? • Different job types utilizing Emotional Intelligence • Advantages and Disadvantages • Conclusion
What is Emotional Intelligence?
EI – “Street Smarts”
“ The ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional meanings, and to reflectively regulate emotions in ways that promote emotional and intellectual growth”
-Salovey & Mayer
. as well as tone and non-verbal signals such as posture and facial expression • Emotions are complex.Mayer . and people can experience a combination of different emotions •Many theorists agree that basic emotions have universal meaning universal across cultures.Salovey Model • Social communications requires accurate perception of content.
What is Emotional Intelligence? 4 Components – Daniel Goleman Self-Awareness Self-Awareness Social Awareness Social Awareness Self-Management Self-Management Social Skills Social Skills .
. understand. control and use emotions in solving problems of a personal and interpersonal nature” (Bar-On.27). p. “that aspect of human intelligence that governs our ability to recognize. 2007.Reuven Bar-On Emotional intelligence is.
Important Elements of EI Bar-On Model INTRAPERSONAL STRESS MANAGEMENT INTERPERSONAL ADAPTABILITY GENERAL MOOD EFFECTIVE PERFORMANCE .
BarOn/EQ-i Factors Intra-Personal Emotional Self-Awareness Assertiveness Self-Regard Self-Actualization Independence Inter-Personal Interpersonal Relationship Empathy Social Responsibility Adaptability Problem Solving Flexibility Reality Testing Stress Management Stress Tolerance Impulse Control General Mood Optimism Happiness .
Training Centres. BPO . and company •Ex.EI Importance to the Workplace •80% of a person‟s success based on EI (CPA Journal) •Profitability linked to quality of work life •Profitability linked to employee feelings about their job. colleagues.
EI Importance to the Workplace • Enhance cognitive processes • Decision Making • Encouraging flexibility and change • Organizational culture management • Shift to team based workplace .
Real Life Examples L’Oreal Results • $91.370 more in sales • Net revenue increase of $2.360 • 63% less turnover Manufacturing Plant Findings • Loss time accidentsdecreased by 50% • Grievences reduced from 15 to 3 • Production increased by 17% .558.
Examples Of EI at work place! .
Tools for Measuring EI Tools 1. Bar-On Emotional Quotient Inventory 2. Emotional Competence Inventory 360 .
Bar-On Emotional Quotient Inventory • • • • • • First scientifically validated Emotional Quotient measure in the world Created by Dr. Reuven Bar-On who completed 14 years of testing worldwide Measures both social and emotional intelligence Uses 133 questions which are answered using a 5 point scale Delivers a quantitative measure of readiness for change Compare an applicant’s scores to average results of employees who currently work in similar jobs .
Bar-On Emotional Quotient Inventory Bar-On EQ-i Test Components Intrapersonal Skills Self Regard Emotional Self Awareness Interpersonal Scales Empathy Social Responsibility Adaptability Scales Reality Testing Flexibility Stress Management Scales Stress Tolerance Impulse Control General Mood Scales Optimism Happiness Assertiveness Interpersonal Relationship Stress Tolerance Problem Solving Independence Self Actualization Impulse Control .
Emotional Competence Inventory • ECI 360 is a well-known tool developed by Daniel Goleman • Frequently used for internal recruiting and promotion candidates • Up to 15 other assessors are utilized to develop one candidate’s score • Encompass both personal and social competencies .
2. 3. resources and intuitions Self Regulationmanaging one’s internal states. Social Competence Empathy – awareness of other’s feelings. impulses and resources Motivation – emotional tendencies that guide or facilitate reaching goals 1.Emotional Competence Inventory • Measures the user on 30 work-related competencies in 5 categories • Uses 110 questions on a six point scale describing the degree to which a statement characterizes the candidate in question Emotional Competence Inventory 360 Personal Competence 1. preferences. needs. Self Awarenessknowing one’s internal states. 2. . and concerns Social Skills – adeptness at inducing desirable responses in others.
Different Jobs & EI Sales SelfActualization Accountant Problem Solving Surgeons Independenc e Lawyers SelfActualization Engineers SelfActualization Social Workers Independenc e Assertivenes s Happiness Interpersonal Relationship s Happiness Stress Tolerance Empathy Happiness Happiness Stress Tolerance Assertivenes s Impulse Control Optimism Stress Tolerance Assertivenes s Social Responsibilit y Optimism Optimism Self-Regard Impulse Control Flexibility Empathy Self-Regard Emotional Self Awareness Interpersonal Relationship s .
empathy .self-awareness .problem-solving .happiness .assertiveness . Air Force recruiters • High rate of turnover = high costs • Administered the Bar-On EQ test • 5 most successful factors: .Recruiters & EI Case Study of U.S.
Advantages of Using EI • IQ can indicate what profession an individual can hold. . EQ will be a more powerful predictor of performance • Display of Emotional contagion • Judge of creativity. qualities. leadership etc.
Disadvantages of Using EI • EI dependent on situational factors • Assumes stability across all situations • Length of testing – sufficient proof? • Congruency between self-evaluation and recruiter evaluation • Certain jobs not dependent on level of Emotional Intelligence .
Conclusion • Different EI components are more relevant depending on specific job requirements • Training can be used as a way to increase EI of employees • Must consider that EI is a relatively new method for predicting job performance. and longer studies may be required to confirm validation of methods .
service.• Emotional marketing. is the ability to communicate powerfully through the use of different techniques that evoke emotion. . in simple words. and brand at a very basic and fundamental level the level of emotions. • It’s all about getting your target audience to connect with your product.
This is a big one in emotional marketing. and can be based on a fear of the bad that can happen if you don’t act in a certain way. An example is a hosting company that may try to sell you a dedicated server account over the less expensive shared server account by listing all of the potential problems that can result if your site is hosted on a server with other sites .
but sees an ad that states purchasing ABC Frozen Food that is packed with wholesome and nutritious ingredients is just like cooking yourself. another effective route is showing how to remove guilt.While it can be effective when based on creating feelings of guilt for not doing something. . An example is a working parent who has little time to prepare home-cooked meals.
envy or respect they feel it will generate.Marketing that uses pride as an action-enticing emotion is focused on making the consumer want to use or purchase something because of the sense of power. once purchased . accomplishment. An example is a private. exclusive membership that is costly. but will give the purchaser notoriety and can be used as a powerful marketing element on its own.
or a list of over-the-top bonuses with your purchase. The claim of a specific product or service helping you make more money and become more successful is another example. . An example is a “package” price for a group of products. and it’s very effective.We have all seen marketing that focuses on appealing to a greedy emotion.
the best options for providing the very best for the loved ones in your life or even yourself. . but a good example is products and services that are presented as the top of the line.Love in marketing is sometimes underplayed.
and other emotional connections to give the world something that is liked.• To create something remarkable it has to connect with the customer – emotionally. • Make it remarkable in the customers eyes. surprise. • Use stories to create humor. it’s not about you. • Great marketing and great products are social objects worthy of conversation. . sadness. joy. and discussed. shared. not yours alone.
participate in. and talk about. an advertising gimmick.• Create something you want to see again. . • It’s not logic. • It’s no longer a stunt. • inspire. don’t inform. instead it’s a meaningful touch point where you are clearly inside the hearts and minds of your kind of people. It’s a way to say you get it and you want to be a part of the discussion. it’s emotion.
Values & Attitudes Don't compare yourself with any one in this world. 32 . you are insulting yourself. If you compare.
Contents Introduction Features Components Nature Sources Formation Theories 33 .
Content attributes. 3–34 .Value Values represents basic convictions (certainty) that “a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence”.what Intensity attributes . All rights reserved.how © 2003 Prentice Hall Inc.
rational and irrational judgments. should inner inclinations. .Values as the constellation of likes. dislikes. viewpoints. prejudices and association patterns that determine a personas view of the world.
Types of Values –. All rights reserved.Rokeach Value Survey © 2003 Prentice Hall Inc. 3–36 .
and Activists © 2003 Prentice Hall Inc. All rights reserved. Union Members. 3–37 .Mean Value Rankings of Executives.
All rights reserved. 3–38 .Dominant Work Values in Today‟s Workforce © 2003 Prentice Hall Inc.
Importance To understand other individual determinants Influence attitudes and behaviour Culture differences .
3–40 .Hofstede’s Five Value Dimensions Power Distance Individualism versus Collectivism Quantity of life and Quality of Life Uncertainty Avoidance Long-term versus Short-term Orientation © 2003 Prentice Hall Inc. All rights reserved.
3–41 . All rights reserved.Hofstede‟s Framework for Assessing Cultures © 2003 Prentice Hall Inc.
Hofstede‟s Framework (cont‟d) © 2003 Prentice Hall Inc. 3–42 . All rights reserved.
All rights reserved. 3–43 .Hofstede‟s Framework (cont‟d) © 2003 Prentice Hall Inc.
Hofstede‟s Framework (cont‟d) © 2003 Prentice Hall Inc. All rights reserved. 3–44 .
Hofstede‟s Framework (cont‟d) © 2003 Prentice Hall Inc. 3–45 . All rights reserved.
.ATTITUDE EVALUATIVE STATEMENTS EITHER FAVOURABLE OR UNFAVORABLE CONCERNING OBJECTS. EVENTS OR PEOPLE.
.ACCORDING TO KATZ AND SCOTLAND „ATTITUDE IS A TENDENCY OR A PREDISPOSITION TO EVALUATE AN OBJECT OR SYMBOL OF THAT OBJECT IN A CERTAIN WAY.
ALLPORT ATTITUDE IS A MENTAL OR NEUTRAL STATE OF READINESS .W.ACCORDING TO G. EXERTING A DIRECTIVE OR DYNAMIC UPON THE INDIVIDUAL‟S RESPONSE . .ORGANISED THROUGH EXPERIENCE.
ATTITUDES ARE MADE UP OF THREE COMPONENTS COGNITIVE AFFECTIVE BEHAVIORAL .
INFORMATION OR COGNITIVE COMPONENT
AFFECTIVE OR EMOTIONAL COMPONENT
COMPONENTS OF AN ATTITUDE
COGNITIVE COMPONENT IT IS MADE UP OF VALUE STATEMENT. E.G.„DISCRIMINATION IS WRONG‟
AFFECTIVE COMPONENT IT IS THE EMOTIONAL OR FEELING SEGMENT OF AN ATTITUDE. E.G.„I DON‟T LIKE RAM BECAUSE HE DISCRIMINATES AGAINST MINORITIES‟
„I MIGHT CHOOSE TO AVOID RAM BECAUSE OF MY FEELING ABOUT HIM‟ .G.BEHAVIORAL COMPONENT IT IS AN INTENTION TO BEHAVE IN A CERTAIN WAY TOWARD SOMEONE OR SOMETHING E.
FEATURES / CHARACTERISTICS
REFERS TO FEELINGS OR BELIEFS OF AN INDIVIDUAL. TEND TO RESULT IN BEHAVIOR. ATTITUDE CAN FALL ANYWHERE ALONG A CONTINUUM FROM VERY FAVOURABLE TO VERY UNFAVORABLE. ARE GRADUALLY ACQUIRED OVER A PERIOD OF TIME. ALL PEOPLE IRRESPECTIVE OF THEIR STATUS AND INTELLIGENCE HOLD ATTITUDES. CONSTITUTE A PSYCHOLOGICAL PHENOMENA WHICH CANNOT BE DIRECTLY OBSERVED.
FORMATION OR SOURCES OF ATTITUDES
DIRECT EXPERIENCE WITH OBJECT. VICARIOUS LEARNING. CLASSICAL CONDITIONING. FAMILY AND PEER GROUP. ECONOMIC STATUS AND OCCUPATION. MASS COMMUNICATION.
TYPES OF ATTITUDES IN RELATION TO O.B
.JOB SATISFACTION GENERAL ATTITUDE OR FEELINGS OF A INDIVIDUAL TOWARDS HIS JOB.
.JOB INVOLVEMENT IT MEASURES THE DEGREE TO WHICH A PERSON IDENTIFIES PSYCHOLOGICALLY WITH HIS OR HER JOB AND CONSIDERS HIS OR HER PERCEIVED PERFORMANCE LEVEL IMPORTANT TO SELF WORTH.
.ORGANIZATIONAL COMMITMENT IS A STATE IN WHICH AN EMPLOYEE IDENTIFIES WITH ONE‟S EMPLOYING ORGANIZATION AND ITS GOALS AND WISHES TO MAINTAIN MEMBERSHIP IN THE ORGANISATION.
60 . Attitude organise facts:-Interpretation of facts and derivation of meaning for the words.Favourable attitude enables the individual to find “GOOD” meaning whereas unfavourable attitude is linked with “BAD” meaning.Function perform by attitude Attitude determine meaning:-it determine meaning of what is seen in the environment.thoughts and feelings basically depend on the way they are organised.
61 . The adjustment function:-attitude often help people adjust to their work environment. Attitude select facts:-attitude also facilitates the selection of facts.From a mass of objective information.an individual tends to select such facts as are favourable and consistent with his attitude and to ignore or discount those opposed.
The knowledge function:-attitude is often substituted for knowledge . The value expressive function:-attitude provide people a basis for expressing their values. The ego defensive function:-people often form and maintain certain attitude to protect their own self image.we use our attitude to organise and make sense out of perceived object or person.In the absence of knowledge. 62 .
SELF-PERCEPTION THEORY. MEASURING A-B RELATIONSHIP THEORY. .THEORIES OF ATTITUDE FORMATION COGNITIVE DISSONANCE THEORY.
The Theory of Cognitive Dissonance Desire to reduce dissonance • Importance of elements creating dissonance • Degree of individual influence over elements • Rewards involved in dissonance .
Measuring the A-B Relationship Recent research indicates that the attitudes (A) significantly predict behaviors (B) when moderating variables are taken into account. Moderating Variables • Importance of the attitude • Specificity of the attitude • Accessibility of the attitude • Social pressures on the individual • Direct experience with the attitude .
Self-Perception Theory .
Sources of attitude Direct personal experience Attitudes Association Social learning 67 .
teachers superiors. 68 .models etc.Direct personal experience:-attitudes are formed on the basis of one‟s past experience is concerned object or person. Social learning:-attitudes are also learnt from others as for example from parents. Association:-a new attitude object may be associated with an old attitude object and the attitude towards the latter may be transferred towards the former.
Formation of attitudes Psychological factor Family factor Neighbourhood Role model in one‟s life Institutional factor Social factors 69 .
Eg. beliefs.if a person perceives that generally all superiors are exploitative.Psychological factor The Psychological make-up of a person is made up of his perception. 70 . he is likely to develop a negative attitude towards his superiors who infact may not be exploitative. It has a crucial role in determining a person‟s attitudes. values etc. ideas.
71 .Family factor During childhood. a person spends a major part of his time in the family. A person from a middle class family may hold a different attitude toward spending than a person from an affluent family. he learns from the family members. Eg. Thus .
Neighbourhood The neighbourhood we live in has a certain structure in terms of its having cultural facilities . religious grouping. 72 . and possibly ethnic differences.
We correctly or incorrectly interpret his behaviour as representing certain attitudes and beliefs. Children are often quite observe about how their parents react to different people. whom they regard as friends and whom they dislike. whom they treat with reservation. we see how another person behaves. 73 . They learn by watching whom their parents respect. The process is something like this: In a particular situation. Eg.Role model in one‟s life Some of the attitudes are developed through imitation of models.
Institutional factor Many institutional factors functions as sources and support of our attitude and beliefs. When pujari signals and is with aarati all starts singing bhajan and clap. When the people come into temple. 74 . sit with heads bowed. they bow down to pray. Consider the description of a certain temple aarati. Eg. The entire process is devoted to ritual.
love. are anger. joy. • Emotions for e.EMOTIONS • Emotions can spur us to action. • Emotions are reaction to a person or event. fear. hate. . disgust. envy.g. happiness. frustration. pride etc. contempt. • Emotions are intense feelings that are directed at someone or something. enthusiasm.
cognitive in nature.MOODS • • • • Moods are feelings that tend to be less intense than emotions. . Have positive and negative effect. Not indicated by distinct expressions.
• Negative affect is a mood dimension consist of negative emotions.CLASSIFICATION • Emotions are positive or negative. • Neutral is being non-emotional. . • Positive affect as a mood dimension consist of positive emotions.
FUNCTIONS OF EMOTIONS Critical for rational thinking. . Help humans solve problems.
SOURCES OF EMOTIONS AND MOODS • • • • • • • • • Personality Day of the week and time of the day Weather Stress Social activities Sleep Exercise Age Gender .
• Felt emotions are individual actual emotions.Emotional labor • Emotional labor is an employee's expression of organizationally desired emotions during interpersonal transactions at work. this disparity is called emotional dissonance. • Surface acting is hiding one's inner feelings • Deep acting is trying to modify one's true inner feeling . • Display emotions are those that the organization requires the workers to show. • Projecting one emotion while simultaneously feeling other.
• Work events trigger positive and negative emotional reactions. • Provide valuable insights into understanding employee behavior.AFFECTIVE EVENTS THEORY • AET demonstrates that employee react emotionally to things happen to them at work and that this reaction influences their job performance and satisfaction. .
Leadership.APPLICATIONS OF EMOTIONS AND MOODS IN AN ORGANISATION • • • • • • • Selection. Decision making. Creativity. Customer service . Motivation. Negotiation.
• provide business processes services to GE services. automotives. . energy. telecom. transportation and logistics. banking and financial services. consumer goods.GENPACT A CUSTOMER SERVICE ORGANISATION • Began in 1997. • working in aerospace.
• take heavy toll on employees.EMOTIONAL DISSONANCE • Projecting one emotion while simultaneously feeling other. . • It’s an disparity of emotions.
. • important part of understanding people's attitudes and emotions. • basic convictions. good or desirable. we obtain that person's value system.VALUES • contain a judgmental element in that they carry an individual's ideas as to what is right. • when we rank an individual's values in terms of intensity.
• Generational values: values inherited from generations . • Instrumental values: means of achieving terminal values.CLASSIFICATION • Terminal values: Goals a person would like to achieve during his or her lifetime.
Energy and focus transform challenges into opportunities. Outstanding execution delivers impact. .VALUES IN GENPACT • • • • • • We succeed when our customer's succeed. Team works boundaries don't. Innovation keeps us ahead of the curve. We grow when our people grow.
employee intranet. . to regularly connect and communicate with employees. We leverage technology as well as the power of face-to-face interaction using multiple channels such as town halls. web chats.Culture of transparency • Genpact believes that open. one-on-one meetings among others. transparent and frequent communication with employees on both good and bad news fosters trust and goes a long way in building employee loyalty.
Our culture is expressed in the Values that embody our core ideology and defines who we are. Our Values are based on the foundation of unyielding integrity and act as a compass to guide our thoughts and actions. and continuous process improvement. teamwork. . serving as the pillars that uphold us as an organization.• Genpact has created a culture that emphasizes customer centricity.
age. citizenship. ancestry. creed. national origin. gender. or any other characteristic protected from discrimination. Genpact is committed to complying. in letter and spirit. ethnicity. marital status. color. physical or mental disability. veteran status. medical condition. . We adhere to the proposition that every business decision will be made without regard to race. religion. with all applicable laws driving the objective of diversity and equal opportunity. sexual orientation.Diversity and inclusion • Our global presence is inclusive of diverse cultures and nationalities.
Women at Genpact • Genpact Women’s International Network (GenWIN)—whose mission is to foster the professional development of our women workforce as well as a formal mentoring program— WeMentor—that pairs high-potential middle-management women with experienced leaders in the company to assist and guide them on various professional fronts. .