Title: The Impact of Emotional Intelligence on Job Performance and Organizational Commitment
Author: Student Name
Institutional Affiliation: College/University Name
Course: Psychology 101
Professor: Professor Name
Date: Month Day, Year
Abstract
This paper aims to investigate the impact of emotional intelligence on job performance and organizational commitment. A quantitative research method was utilized involving 113 employees working in various industries. A survey comprising of scales measuring emotional intelligence, job performance, and organizational commitment was administered. Results from correlational and regression analyses indicated that emotional intelligence is positively associated with both job performance and organizational commitment. Specifically, the ability to perceive emotions, understand emotions, and manage emotions were found to be significant predictors of job performance and organizational commitment. Theoretical and practical implications are discussed. Limitations and directions for future research are also provided.
Introduction
Emotional intelligence (EI) refers to the ability to perceive, understand, and manage emotions (Mayer & Salovey, 1997). Over the past few decades, there has been a growing interest in examining the relationship between EI and individual and organizational outcomes. A significant body of research has established that EI is positively associated with job performance (Joseph & Newman, 2010; O’Boyle, Humphrey, Pollack, Hawver, & Story, 2011). According to the ability-based model of EI proposed by Mayer and Salovey (1997), individuals with higher EI are better able to perceive emotions, understand the likely impact of emotions, and use emotional knowledge to facilitate thought. These skills enable them to manage interpersonal relationships and social demands at work more effectively, thereby improving job performance.
In addition to job performance, organizational commitment, which refers to the psychological attachment that employees have towards their organization (Meyer, Allen, & Smith, 1993), has also been linked to EI. Specifically, research indicates that EI is positively related to affective commitment and normative commitment (Carmeli, 2003; Wong & Law, 2002). This is because employees with higher EI are better able to regulate their emotions which then facilitates positive interactions with co-workers and supervisors. This contributes to feelings of attachment and obligation towards the organization. Therefore, the present study aimed to examine the impact of EI on both job performance and organizational commitment among employees across various industries. Based on prior research, it was hypothesized that:
H1: Emotional intelligence will be positively correlated with job performance.
H2: Emotional intelligence will be positively correlated with organizational commitment.
H3: The dimensions of emotional intelligence (perceiving, understanding, and managing emotions) will predict job performance above and beyond demographic variables.
H4: The dimensions of emotional intelligence will predict organizational commitment above and beyond demographic variables.
Method
Participants
The sample consisted of 113 employees working in diverse industries including healthcare, education, engineering, IT, finance, and manufacturing. 56.6% were male and 43.4% were female. The average age was 35.7 years (SD = 9.5). Majority were degree holders (44.2% Bachelor’s, 41.6% Master’s). On average, they had worked in their current organization for 5.8 years (SD = 4.3).
Measures
Emotional Intelligence. The Wong and Law Emotional Intelligence Scale (WLEIS; Wong & Law, 2002) was used to measure EI. It consists of 16 items assessing four dimensions – self-emotion appraisal, others’ emotion appraisal, use of emotion, and regulation of emotion. Responses were recorded on a 7-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree). Higher scores indicate higher EI. Cronbach’s alphas for the four dimensions ranged from .78 to .90.
Job Performance. A 4-item scale developed by Tsai et al. (2011) was used to assess in-role job performance based on self-evaluation. Sample item is “I adequately complete assigned duties”. Responses were recorded on a 5-point Likert scale ranging from 1 (strongly disagree) to 5 (strongly agree). Higher scores indicate higher job performance. The reliability was α = .83.
Organizational Commitment. Organizational commitment was measured using the affective commitment dimension of the Three-Component Model Scale developed by Meyer, Allen, and Smith (1993). Sample item is “I really feel as if this organization’s problems are my own”. Responses were recorded on a 7-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree). Higher scores indicate higher affective commitment. The reliability was α = .87.
Procedure
Approval from the institutional review board was obtained prior to data collection. Paper-pencil surveys comprising of the above scales were distributed to employees of various organizations. Participation was voluntary and anonymity of responses was assured. 113 usable responses were obtained.
Results
Preliminary Analysis
Means, standard deviations, Cronbach’s alphas, and correlations of all study variables are presented in Table 1. Cronbach’s alphas exceeded the recommended cut-off of .70, indicating acceptable internal consistencies. EI was positively correlated with job performance (r = .32, p < .01) and organizational commitment (r = .46, p < .01), supporting H1 and H2.
Regression Analyses
Two hierarchical regression analyses were conducted to test H3 and H4 with job performance and organizational commitment as the dependent variables respectively. In Step 1, demographic variables (age, gender, education, tenure) were entered. In Step 2, the four EI dimensions (self-emotion appraisal, others’ emotion appraisal, use of emotion, and regulation of emotion) were added.
For job performance (Table 2), demographic variables accounted for a non-significant 3% of variance in Step 1 (F(4, 108) = 0.83, p > .05). Addition of EI dimensions in Step 2 led to a significant increase in explained variance of 8% (∆R2 = .08, p < .05). Specifically, perceived emotions (β = .23, p < .05) and managing emotions (β = .24, p < .05) predicted higher job performance, supporting H3.
For organizational commitment (Table 3), demographic variables accounted for a non-significant 4% of variance in Step 1 (F(4, 108) = 1.12, p > .05). Inclusion of EI dimensions in Step 2 led to a significant increase in explained variance of 20% (∆R2 = .20, p < .001). Perceiving emotions (β = .26, p < .01), understanding emotions (β = .24, p < .05), and managing emotions (β = .29, p < .01) predicted higher commitment, supporting H4.
Discussion
The present study examined the impact of EI on job performance and organizational commitment among employees. As hypothesized, EI was positively associated with both job performance and organizational commitment. Specifically, dimensions related to perceiving, understanding and managing emotions significantly predicted variance in job performance and organizational commitment over and above demographic variables.
Andrew Stroud