A PROJECT REPORT ON

A Study on Emotional Intelligence Among Youth Employees in L & T ltd Bilaspur Jamnagar

UNDER SUPERVISION OF: SUBMITTED BY:

NAME :
PRASHANT SINGH 071193140

ENROLLMENT NO :

Submitted in partial fulfillment of the requirements for qualifying Master of Business Administration (MBA)

2011

A Study on Emotional Intelligence Among Youth Employees in L & T ltd Bilaspur Jamnagar

Under Supervision of

Submitted By: Name Programme Code Enrollment No. Regional Centre Study Centre Code : : : : :
Prashant Singh

MBA
071193140 Raipur 1505

CERTIFICATE OF ORIGINALITY
This is to certify that the project titled A Study on Emotional Intelligence Among Youth Employees in L & T Ltd Bilaspur Jamnagar is an original work of the Student and is being submitted in partial fulfillment for the award of the MBA (OPERATION) of Indira Gandhi National Open University. This report has not been submitted earlier either to this University or to any other University/Institution for the fulfillment of the requirement of a course of study.

Signature of Student

Signature of Supervisor

ACKNOWLEDGEMENT
With Candor and Pleasure I take opportunity to express my sincere thanks and obligation to my esteemed guide. It is because of his able and mature guidance and cooperation without which it would not have been possible for me to complete my project. It is my pleasant duty to thank all the staff member of the computer center who never hesitated me from time during the project. Finally, I gratefully acknowledge the support, encouragement & patience of my family, and as always, nothing in my life would be possible without God, Thank You!

(Prashant Singh)

DECLARATION

I hereby declare that this project work titled A Study on Emotional Intelligence

Among Youth Employees in L & T Ltd Bilaspur Jamnagar is my original work

and no part of it has been submitted for any other degree purpose or published in any other from till date.

(Prashant Singh)

TABLE OF CONTENT

TOPIC
1. Title of the Project 2. Introduction 3. Review of literature 4. Objective of Study 5. Hypothesis 6. Research Methodology

PAGE NO 7 8 52 73 76 78 81 95 97 100

7. Result and Discussion 8. Conclusion 9. Bibliography 10. Questionnaire

A Study on Emotional Intelligence Among Youth Employees in L & T Ltd Bilaspur Jamnagar

Chapter 1 INTRODUCTION

COMPANY PROFILE

Larsen & Toubro Limited (L&T) is a technology, engineering, construction and manufacturing company. It is one of the largest and most respected companies in India's private sector. Seven decades of a strong, customer-focused approach and the continuous quest for world-class quality have enabled it to attain and sustain leadership in all its major lines of business. L&T has an international presence, with a global spread of offices. A thrust on international business has seen overseas earnings grow significantly. It continues to grow its overseas manufacturing footprint, with facilities in China and the Gulf region. The company's businesses are supported by a wide marketing and distribution network, and have established a reputation for strong customer support. L&T believes that progress must be achieved in harmony with the environment. A

commitment to community welfare and environmental protection are an integral part of the corporate vision.

M/s Larsen & Toubro Ltd. ECC Division is prestigious organization having business worldwide, its ECC Division undertake engineering contracts of various construction in the field of Electrical, Mechanical & Civil Engineering.

The Company having its headquarter at Chennai, and whole India is distributed in regions having respective regional headquarters, viz. Mumbai, Ahamadbad, Kolkata, Delhi, Hyderabad, Chandigarh etc. which coordinate all activities of sites within their region.

Chattisgarh state have rich natural resources, coal is found in abundance thus various thermal power plant are established at various places, Sipat Super Thermal Power Plant is one of the biggest Thermal Power Plant, wherein our company execute construction of Boiler Erection & Electrical Cabling works and some other misc. works. Our Principal employer is M/s National Thermal Power Corporation Ltd.

The workforce consist of 2500 workmen and Engineers and staff in various cadre, the workforce consist of employees from all over India.

Operating Divisions:

Engineering & Construction Projects (E&C) Heavy Engineering (HED) Construction Power Electrical & Electronics (EBG) Machinery & Industrial Products (MIPD) IT & Technology Services Financial Services Railway Project

L&T's Signature of Excellence is evident on:

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Hydrocarbon projects executed in India, the Middle East and South East Asia. Power projects executed in India, the Gulf and Sri Lanka. The world's largest coal gasifier made in India and exported to China The worlds biggest EO reactor for a petrochemical complex in the Gulf The worlds largest FCC regenerator for a refinery Asias highest viaduct The worlds longest limestone conveyor L&T played a critical role in building Indias first nuclear powered submarine L&T played a major role in India's maiden moon mission

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HISTORY OF CONCERN
The evolution of L&T into the country's largest engineering and construction organization is among the most remarkable success stories in Indian industry. L&T was founded in Bombay (Mumbai) in 1938 by two Danish engineers, Henning HolckLarsen and Soren Kristian Toubro. Both of them were strongly committed to developing India's engineering capabilities to meet the demands of industry.

Henning Holck-Larsen (4.7.1907 - 27.7.2003)

Soren Kristian Toubro (27.02.1906 - 4.3.1982)

Beginning with the import of machinery from Europe, L&T rapidly took on engineering and construction assignments of increasing sophistication. Today, the company sets global engineering benchmarks in terms of scale and complexity.

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EARLY DAYS
Henning Holck-Larsen and Soren Kristian Toubro, school-mates in Denmark, would not have

THE JOURNEY

dreamt, as they were learning about India in history classes that they would, one day, create In 1944, ECC was incorporated. Around then, L&T decided to build a portfolio of foreign history in that land. collaborations. By 1945, the Company the comforts of working in Europe, and started their In 1938, the two friends decided to forgo represented British manufacturers of equipment used to manufacture products such as hydrogenated oils, biscuits, soaps to dare. own operation in India. All they had was a dream. And the courage and glass. In first L&T signed an (Bombay) with Caterpillar only one of the partners for marketing Their 1945,office in Mumbai agreement was so small thatTractor Company, USA, could use the earthmoving office at a time! equipment. At the end of the war, large numbers of war-surplus Caterpillar In equipmentyears, they represented Danish manufacturers finances required were beyond the the early were available at attractive prices, but the of dairy equipment for a modest capacity with the start of This prompted them to 1939, imports equity capital, and on 7th retainer. Butof the partners. the Second World War inraise additionalwere restricted, compelling February a small work-shop to undertake jobs and provide them to start 1946, Larsen & Toubro Private Limited was born.service facilities. Independence and Denmark in 1940 stopped supplies of Danish expertise offered L&T the Germany's invasion of the subsequent demand for technology and products. This crisis forced the opportunity stand on their own feet and innovate. They started manufacturing dairy equipment partners to to consolidate and expand. Offices were set up in Kolkata (Calcutta), Chennai (Madras) These products In 1948, be a success, of L&T came marsh and jungle a indigenously.and New Delhi. proved to fifty-five acres and undeveloped to be recognised aswas acquired in Powai. high standards. reliable fabricator withToday, Powai stands as a tribute to the vision of the men who transformed this uninhabitable repair into a manufacturing L&T an opportunity, and led to the formation The war-time need to swampand refit ships offered landmark. of a new company, Hilda Ltd., to handle these operations. L&T also started two repair and fabrication shops - the Company had begun to expand. PUBLIC LIMITED COMPANY Again, the sudden internment of German engineers (because a paid-up capital were to put up a The In December 1950, L&T became a Public Company with of the War) who of Rs.2 million. soda ash plant for the Tatas, gave L&T a chance to enter the field of installation - an area where 13 their capability became well respected.

sales turnover in that year was Rs.10.9 million. Prestigious orders executed by the Company during this period included the Amul Dairy at Anand and Blast Furnaces at Rourkela Steel Plant. With the successful completion of these jobs, L&T emerged as the largest erection contractor in the country. In 1956, a major part of the company's Bombay office moved to ICI House in Ballard Estate. A decade later this imposing grey-stone building was purchased by L&T, and renamed as L&T House - its Corporate Office. The sixties saw a significant change at L&T - S. K. Toubro retired from active management in 1962. The sixties were also a decade of rapid growth for the company, and witnessed the formation of many new ventures: UTMAL (set up in 1960), Audco India Limited (1961), Eutectic Welding Alloys (1962) and TENGL (1963).

EXPANDING HORIZONS
By 1964, L&T had widened its capabilities to include some of the best technologies in the world. In the decade that followed, the company grew rapidly, and by 1973 had become one of the Top-25 Indian companies. In 1976, Holck-Larsen was awarded the Magsaysay Award for International Understanding in recognition of his contribution to India's industrial development. He retired as Chairman in 1978. In the decades that followed, the company grew into an engineering major under the guidance of leaders like N. M. Desai, S.R. Subramaniam, U. V. Rao, S. D. Kulkarni and A. M. Naik. Today, L&T is one of India's biggest and best known industrial organisations with a reputation for technological excellence, high quality of products and services, and strong customer orientation. It is also taking steps to grow its international presence.

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For an institution that has grown to legendary proportions, there cannot and must not be an 'end'. Unlike other stories, the L&T saga continues...

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VISION
The L&T vision reflects the collective goal of the company. It was drafted through a large scale interactive process which engaged employees at every level, worldwide.

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AWARDS & RECOGNITIONS

Major Awards Received by L&T in 2011L&T CMD Ranks among Top News Makers in Indian and Global Media

Mr. A.M. Naik, Chairman & Managing Director, L&T, has emerged as among the most high profile of Indias corporate leaders in the Indian and the global media. A recent survey of press citations saw Mr. Naiks rankings soar among the countrys news makers. He was ranked Number 10 in the Indian media, having seen a rise of 157 per cent. In the survey of global media, Mr. Naik is ranked 12th.

L&T CMD Honoured with CHEMTECH Hall of Fame Award In recognition of L&Ts CMD, Mr. A.M. Naiks stellar contributions to the industry and nation, the Mumbai based CHEMTECH Foundation has conferred on him its prestigious Hall of Fame Leadership & Excellence Award 2011. (February 24, 2011)

L&T bags India Shining Star Award for Outstanding CSR

L&T bagged the India Shining Star CSR Award, instituted by the Wockhardt Foundation, for Outstanding CSR in the sector for companies engaged in heavy engineering. (February 19, 2011)

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L&T wins Award for Company with Best CSR & Sustainability Practices-2011

L&Ts CSR initiatives were again in the limelight as it bagged the award for Company with the Best CSR and Sustainability Practices by the Asian Centre for Corporate Governance and Sustainability. The award was presented at the 11th International Conference of the Centre in Mumbai on February 11, 2011.

L&T wins Top Honours in Businessworlds Most Respected Company - 2011 Rankings

Leading business magazine, Businessworlds rankings of Most Respected Companies saw stellar honours for L&T. In the sector-wise survey, L&T was ranked Indias Most Respected Company in the Infrastructure category. In the overall rankings, L&T emerged second.

ICAI Bestows Top Honour on Mr. Y.M. Deosthalee, CFO, L&T The Institute of Chartered Accountants of India (ICAI) the countrys apex body of Chartered Accountants has bestowed its highest honour, Business Achiever Corporate for the year 2010 on Mr. Y.M. Deosthalee, CFO, L&T, for his outstanding contribution to business leadership as a finance professional. The institute saluted his role in providing strategic direction to the business of financial services, development projects and Information Technology of the L&T Group. (January 30, 2011)

Finance Minister Presents Coveted ET Company of the Year Award to Mr. A.M. Naik

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BOARD OF DIRECTORS

Director Name A M Naik S N Talwar M M Chitale S Rajgopal Subodh Bhargav J S Bindra V K Magapu Y M Deosthalee M V Kotwal J P Nayak K V Rangaswami K Venkataramanan Ravi Uppal N Mohan Raj A K Jain Bhagyam Ramani Thomas Mathew T N Hariharan

Designation Chairman & Managing Director Non Executive Director Non Executive Director Non Executive Director Non Executive Director Non Executive Director Whole-time Director & Senior Executive Vice President - IT & Technology Services Whole-time Director & CFO Whole-time Director & Senior Executive Vice President Heavy Engineering Whole-time Director & President - Machiney & Industrial Products Whole Time Director & President Whole-time Director & President - Engineering & Constrution Projects Whole-time Director Nominee of LIC Nominee Nominee Nominee of LIC Company Secretary

EMOTIONAL INTELLIGENCE
Emotional Intelligence is the ability, capacity, skill or a self-perceived ability to identify, assess, and manage the emotions of one's self, of others, and of groups so that they can become more effective in their field of work. Emotional Intelligence (EI) has been recently validated with

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about 25 major skill areas that can influence ones career and create abilities that improve his/her worth at work.

The EI skills are not readily measured on standard intelligence or expertise tests. EI is quite different from IQ; which is a score derived from one of several different standardized tests designed to assess intelligence. Unlike IQ; which does not change much after our teen years, the level of our emotional intelligence can continue to grow, develop and change as it is largely a learned area of expertise. People with emotional intelligence may have tremendous advantages over highly intelligent people who are unable to deal with situations due to lack of emotional intelligence skills.

On the average, men appear more self-confident, optimistic, adapt easily, and handle stress better. However there are reports that there are far more similarities than differences between women and men and there are five major categories with five components each that complete the EI profile. To know your emotional intelligence you need to understand the 25 abilities that matter the most. There are five major categories that include: Self Awareness, Self-Regulation, Motivation, Empathy, and Social Skills. Some of the subcomponents that affect all aspects of EI include: accurate self-assessment, conscientiousness, self-confidence, self-control, adaptability, innovation, commitment, initiative, political awareness, optimism, understanding others, conflict management skills, team capabilities, communication, and the ability to initiate or management change.

The concept of EI appears to be especially important for employee categories such as, computer programmers, industry leaders; physicians etc. who can make a competitive difference with emotional intelligence abilities that help a person to collaborate (not compete against the team). 20

Records show that the output of programmers with higher emotional intelligence showed more than the average production return in the United States. Hence it can be clearly said that EI affects the output of individuals and the organization.

Emotional Intelligence Quotient is defined as a set of competencies demonstrating the ability one has to recognize his or her behaviors, moods, and impulses, and to manage them best according to the situation. Typically, "emotional intelligence" is considered to involve emotional empathy; attention to, and discrimination of one's emotions; accurate recognition of one's own and others' moods; mood management or control over emotions; response with appropriate (adaptive) emotions and behaviors in various life situations (especially to stress and difficult situations); and balancing of honest expression of emotions against courtesy, consideration, and respect (i.e., possession of good social skills and communication skills). Additional, though less often mentioned qualities include selection of work that is emotionally rewarding to avoid procrastination, self-doubt, and low achievement (i.e., good self-motivation and goal management) and a balance between work, home, and recreational life. In essence, EQ is the pattern of how people's biases in their thinking leads them to think one thing or choice is better than another, as well as their clarity in differentiating within those biases to exercise clear and sound judgment.

Emotional intelligence (EQ) is our ability to handle our selves well and to relate to, and interact with others effectively. It is grace under fire, wisdom in the midst of chaos, integrity in the face of treachery. Emotional intelligence is the ability to manage feelings effectively, express oneself appropriately, and work smoothly with other people toward a common goal.

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It is the element that matters most when it comes to excellence in the workplace and effectiveness in relationships. It is more important than technical expertise and book learning according to numerous studies, many of which are cited in Daniel Goleman's books, Emotional Intelligence and Working with Emotional Intelligence.

No other element or combination of elements has ever proven more predictive of long-term success. In the new, stripped down, every-employee-counts business climate where such competencies as managing one's emotions, handling encounters well, leadership, teamwork, and the ability to function productively in a changing environment are key to organizational success, no company can afford not knowing the EQ of each employee.

In positions of leadership EQ is absolutely crucial. Emotional and interpersonal ineptitude in leaders lowers everyone's performance. It wastes time, creates acrimony, corrodes motivation and commitment, promotes apathy and builds hostility. All across the company, but especially in positions of leadership, an accurate measure of emotional intelligence among employees can literally mean the difference between a company's success and failure. Why? Because low levels of EQ among the ranks can be remedied with training and/or coaching once the problem is identified and properly addressed.

The most accurate measure of emotional intelligence available anywhere can be found right here through the CORE Multidimensional Awareness Profile (CORE MAP) and the CORE Personal Effectiveness Profile (CORE PEP). Through these incredible instruments you can discover the development level of all personality traits, how an individual is likely to cope under stress, how 22

easily angered or frustrated an individual is likely to become, relating and communicational styles, and much more. Clients are often astounded at the knowledge they gain about the EQ of self and others through these instruments and the insights of the highly trained facilitators who administer them. The Importance of Emotional Intelligence in the Workplace: Why It Matters More than Personality By Mike Poskey, ZERORISK HR, Inc. Emotional Intelligence Quotient, or EQ, is a term being used more and more within human resources departments and which is making its way into executive board rooms. This article will help shed some light on what EQ is, how it is different than personality, and how it has proven to impact the bottom line in the workplace. What is Emotional Intelligence? Emotional Intelligence Quotient is defined as a set of competencies demonstrating the ability one has to recognize his or her behaviors, moods, and impulses, and to manage them best according to the situation. Typically, "emotional intelligence" is considered to involve emotional empathy; attention to, and discrimination of one's emotions; accurate recognition of one's own and others' moods; mood management or control over emotions; response with appropriate (adaptive) emotions and behaviors in various life situations (especially to stress and difficult situations); and balancing of honest expression of emotions against courtesy, consideration, and respect (i.e., possession of good social skills and communication skills). Additional, though less often mentioned qualities include selection of work that is emotionally rewarding to avoid procrastination, self-doubt, and low achievement (i.e., good self-motivation 23

and goal management) and a balance between work, home, and recreational life. In essence, EQ is the pattern of how people's biases in their thinking leads them to think one thing or choice is better than another, as well as their clarity in differentiating within those biases to exercise clear and sound judgment. "People see what they want to see." Red Barber How is EQ Different from Personality? In psychology, personality refers to the emotion, thought, and behavior patterns unique to an individual. Personality influences one's tendencies, such as a preference for introversion or extroversion. Like Intelligence Quotient (IQ), personality cannot be used to predict EQ. However, as EQ can identify both the biases and clarity in one's thinking patterns that allow them to make good sound decisions, personality only refers to the biases in the behaviors themselves. Personality tests typically only distinguish four categories of temperament but do not distinguish which melancholy person is actually high in ambition. For example, business people know that they want an extrovert to fill the sales position, but they cannot tell from a temperament test which ones will be persistent from those who will be insistent. It is desirable for salespeople to have persistence, which allows them to have the energy, drive, and thick skin to develop and close new business. Less effective, however are insistent salespeople who 1) turn off prospective buyers because they are too pushy, and 2) cannot give up on a prospect who is not going to buy when they could be focusing their efforts on more promising opportunities. We know we want an extrovert, sensor, thinker, and judger (ESTJ) from the Myers-Briggs Type Indicator for the vacant leadership role, but we cannot tell which ESTJ will make sound judgments under stress and which ones will maim everyone in his/her path when under stress.

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An employee with a "good" personality may be fun, social, energetic, and outgoing. However, having a "good" personality doesn't necessarily equate to success in the workplace. A "good" personality tells you nothing about the fact that the employee can also make errors in judgment due to lack of "clarity" when making decisions within their own biases. This is why people with varying personality styles can successfully perform the same job. It boils down to their ability to exercise clear and sound judgment in those situations their job/role presents on a regular basis. An employee with high emotional intelligence can manage his or her own impulses, communicate with others effectively, manage change well, solve problems, and use humor to build rapport in tense situations. These employees also have empathy, remain optimistic even in the face of adversity, and are gifted at educating and persuading in a sales situation and resolving customer complaints in a customer service role. This "clarity" in thinking and "composure" in stressful and chaotic situations is what separates top performers from weak performers in the workplace. As managers and business executives we have often asked ourselves the following questions: Why do certain employees get into accidents more often than others? Why do they violate company ethics and policies? Why do they ignore the rules of the organization? Why do they use illegal drugs while on the job? Why do some people cause conflict while others are so gifted at resolving it? Why do they put self-interest ahead of the organizational values? Why do some salespeople build large books of new business with ease while others struggle to do so even though they seem to be putting forth the required effort? In many cases the answer to the above questions lies in "emotional intelligence" rather than the individual's "personality type."

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"Unmet emotional needs cause the majority of problems at work." EQI.org EQ Competencies that Correlate to Workplace Success The following outlines a set of five emotional intelligence competencies that have proven to contribute more to workplace achievement than technical skills, cognitive ability, and standard personality traits combined. Social CompetenciesCompetencies that Determine How We Handle Relationships Intuition & Empathy. Our awareness of others' feelings, needs, and concerns. This competency is important in the workplace for the following reasons. Understanding others: an intuitive sense of others' feelings and perspectives, and showing an active interest in their concerns and interests

Customer service orientation: the ability to anticipate, recognize, and meet customers' needs

People development: ability to sense what others need in order to grow, develop, and master their strengths

Leveraging diversity: cultivating opportunities through diverse people

Political Acumen & Social Skills. Our adeptness at inducing desirable responses in others. This competency is important in the workplace for the following reasons. Influencing: using effective tactics and techniques for persuasion and desired results Communication: sending clear and convincing messages that are understood by others Leadership: inspiring and guiding groups of people Change catalyst: initiating and/or managing change in the workplace 26

Conflict resolution: negotiating and resolving disagreements with people Building bonds: nurturing instrumental relationships for business success Collaboration and cooperation: working with coworkers and business partners toward shared goals

Team capabilities: creating group synergy in pursuing collective goals

Personal CompetenciesCompetencies that Determine How We Manage Ourselves Self Awareness. Knowing one's internal states, preferences, resources, and intuitions. This competency is important in the workplace for the following reasons. Emotional awareness: recognizing one's emotions and their effects and impact on those around us

Accurate self-assessment: knowing one's strengths and limits Self-confidence: sureness about one's self-worth and capabilities

Self Regulation. Managing one's internal states, impulses, and resources. This competency is important in the workplace for the following reasons. Self-control: managing disruptive emotions and impulses Trustworthiness: maintaining standards of honesty and integrity Conscientiousness: taking responsibility and being accountable for personal performance Adaptability: flexibility in handling change Innovation: being comfortable with an openness to novel ideas, approaches, and new information

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Self Expectations & Motivation. Emotional tendencies that guide or facilitate reaching goals. This competency is important in the workplace for the following reasons. Achievement drive: striving to improve or meet a standard of excellence we impose on ourselves

Commitment: aligning with the goals of the group or organization Initiative: readiness to act on opportunities without having to be told Optimism: persistence in pursuing goals despite obstacles and setbacks

Emotional Intelligence's Impact on the Bottom Line To date, many companies have focused their selection criteria and training programs on hard skills (e.g., technical expertise, industry knowledge, education) and the assessment of personality traits. Topics including competencies like stress management, assertiveness skills, empathy, and political/social acumen were never measured in the selection process or focused on in training and development programs. In reality, these are critical success factors that should not be dismissed, and have a direct impact on the bottom line. For example, the Hay Group states one study of 44 Fortune 500 companies found that salespeople with high EQ produced twice the revenue of those with average or below average scores. In another study, technical programmers demonstrating the top 10 percent of emotional intelligence competency were developing software three times faster than those with lower competency. Additional research unearthed the following success stories. A Fortune 500 company in financial services proved that their high EQ salespeople produced 18 percent more than the lower EQ

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salespeople. One recent study conducted by a Dallas corporation measured that the productivity difference between their low scoring emotional intelligence employees and their high scoring emotional intelligence employees was 20 times. A Texas-based Fortune 500 Company had utilized personality assessments for candidate selection for years with little results in reducing turnover in their high turnover sales force. After turning to an emotional intelligence-based selection assessment and EQ training and development program, they increased retention by 67 percent in the first year, which they calculated added $32 million to their bottom line in reduced turnover costs and increased sales revenues. A large metropolitan hospital reduced their critical care nursing turnover from 65 percent to 15 percent within 18 months of implementing an emotional intelligence screening assessment. A community bank that reduced staff by 30 percent due to the sluggish economy assessed the remaining workforce for their emotional intelligence competencies, placed them in the right role for those competencies, and the bank is now producing more with less people. Lastly, through a series of recent studies conducted by ZERORISK HR, Inc., a correlation was found among low emotional intelligence and theft and shrinkage. One other study in the construction industry yielded results showing workers with low emotional intelligence had a higher likelihood of getting injured while on the job. All of these cases are starting to prove the value of having highly emotionally intelligent employees make up your workforce if you want a competitive advantage in this highly competitive business world. Emotional intelligence is defined as a person's self-awareness, self-confidence, self-control, commitment and integrity, and a person's ability to communicate, influence, initiate change and

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accept change (Goleman, 1998). Studies have shown that emotional intelligence impacts a leader's ability to be effective (Goleman, 1998). Goleman identified the five 'domains' of EQ as:

1. Knowing your emotions. 2. Managing your own emotions. 3. Motivating you. 4. Recognizing and understanding other people's emotions. 5. Managing relationships, i.e., managing the emotions of others Three of the most important aspects of emotional intelligence for a leader's ability to make effective decisions are self-awareness, communication and influence, and commitment and integrity. Managers who do not develop their emotional intelligence have difficulty in building good relationships with peers, subordinates, superiors and clients (Goleman, 1998). Emotional Intelligence embraces and draws from numerous other branches of behavioural, emotional and communications theories, such as NLP (Neuro-Linguistic Programming), Transactional Analysis, and empathy. By developing our Emotional Intelligence in these areas and the five EQ domains we can become more productive and successful at what we do, and help others to be more productive and successful too. The process and outcomes of Emotional Intelligence development also contain many elements known to reduce stress for individuals and organizations, by decreasing conflict, improving relationships and understanding, and increasing stability, continuity and harmony.

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INTRODUCTION OF MORALE
Morale is a group phenomenon consisting of pattern of attitudes of members of the group. It refers to the spirit of the organization. It represents the attitudes of individuals and groups in an organization towards their work environment and towards voluntary cooperation to the full extent of their capabilities for the fulfillment of organizational goal. Thus, morale is an indicator of attitudes of employees towards their jobs, superiors and environment. It is the sum total of employees attitudes, feelings and sentiments towards these variables. Morale is a by-product of motivation and group relationships in the organization. It is a mental process which once started permeates in the entire group creating a mood which results in the formation of a common attitude.

CONCEPT AND NATURE OF MORALE Meaning of Morale? The term morale has been defined in many ways. However, all the definitions revolve around the attitude towards work for the accomplishment of organization goals. William Spriegel has defined morale as the cooperative attitude or mental health of number of people who are related to each other on some basis. According to Alexander H. Leighton, Morale is the capacity of a group of people to pull together persistently in pursuit of a common purpose. These definitions reveal that morale is the degree of enthusiasm and willingness with which the members of a group work to perform their assignments. Morale represents a composite of feelings, attitudes and sentiments that contribute to general feelings of satisfaction. It is a state of mind and spirit affecting willingness to work, which in turn, affect5s organizational and individual objectives. It shapes the climate of an organization.

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Nature of Morale Generally, the term morale is used to describe an overall climate prevailing among the members of a group. It is not an absolute concept which can convey a specific amending. Like the worked health, the word morale by itself does not convey any favorable or unfavorable meaning. It has to be qualified with the degree, as high morale or low morale. Thus, it is a relative concept. We can only refer to the degrees of morale. Thus, morale is the degree of enthusiasm and willingness with which the members contribute their efforts towards the organization goals. If the enthusiasm and willingness to work of a group is high, we can say morale is high and vice versa. We cannot say that there is morale or nor morale among the member of a group. Therefore, morale has to be qualified like the word health. Just as good health is essential for an individual, high morale is necessary for an organization. Morale is dynamic in nature; Managers cannot achieve high morale once and then forget about it for several years. High morale is to be built and maintained by continuous efforts.

Morale represents the collective attitudes of the workers. High morale represents an attitude of satisfaction with desire to continue in and willingness to strive for the goals of the group. It is manifestations of direct and indirect satisfaction, sense of contentment and need fulfillment through work. Morale is both an individual and group phenomenon. In the latter case, high morale is reflected in good team work and team spirit. Under conditions of high morale, workers have few grievances, frustrations and complaints; they are clear about the goalsindividual and organization and are satisfied with human relations in the organization.

Morale is multi-dimensional in nature in the sense that it is a complex mixture of several elements. It recognizes the influences of job situation on attitudes of individuals and also includes 32

the role of human needs as motivational forces. Morale is mostly regarded as a long term phenomenon. Raising morale to high level and maintaining it is long-run and measures such as gimmicks contests, or one-shot Actions.

Morale vs. Motivations Morale should be distinguished from motivation. Though both are cognitive concepts, they are quite different. Morale is a composite of feelings, attitude and sentiments that contribute to general feeling of satisfaction at eh workplace. But motivation is something that moves a person to action. It is a process of stimulating individuals to actions to accomplish desired goal. Motivation is concerned with mobilization of energy whereas morale is concerned with mobilization of sentiments. Motivation provides high potential for morale and morale reflects motivation.

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IMPORTANCE OF MORALE
Morale is an important part of organizational climate. It is a vital ingredient of organization success because it reflects the attitudes and sentiments of organizational members towards the organization, its objectives and policies. These attitudes and sentiments largely affect productivity and satisfaction of individuals. Morale is the total satisfaction and person derivers form his job, his workgroup, his boss, his organization and his environment.

High morale exists when employees attitude is favorable towards their jobs, their company and their fellow workersfavorable to the total situation of the group and to the attainment and ability of its objectives. Low morale exists when attitude inhibit the willingness and ability of the group to attain company objectives. Thus, morale of employees should be high to achieve the organizational objectives efficiently and effectively. High morale reduces labor turnover, wastes and disharmony. Employees with high morale like their jobs and co-operate fully with the management towards the achievement of goals of the organization. It results from job satisfaction and greatest job enthusiasm. High morale is indeed a manifestation of the employees strength, dependability, pride, confidence and devotion. All these qualities of mind and character taken together create high morale among the employees. Morale of employees must be kept high to achieve the following benefits: I. II. III. Willing cooperation towards objectives of the organization. Loyalty to the organization and its leadership or management. Good discipline i.e., voluntary conformity to rules and regulations. 34

IV. V. VI.

High degree of employees interest in their jobs and organization. Pride in the organization. Reductions of rates of absenteeism and labor turnover.

Since morale is fundamentally the result of good human relations, its promotion is the primary responsibility of the management For, management is genuinely interested in high production and higher productivity of workers to achieve the desired results, it should know the impact of its policies and practices on the attitude of the workers about work and be ready in promoting the good feelings about the work, policies, practices and about the organization among workers and stimulate them to get the predetermined objectives willingly. Higher productivity is the direct result of the attitude of the workers about work i.e high morale will yield more production and better quality at lower cost and is an index of good feelings about the fellow-workers and the organization.

If workers appear to feel enthusiastic optimistic about the groups activities and mission and friendly to each other, they are described as having good or high morale. If they seem dissatisfied, irritated, cranky. Critical restless and pessimistic, these reactions are described as evidence of poor or low morale,' therefore, form the view point of the management, the problem of employee morale, is always at the top priority. They consistently and persistently make the efforts for stimulating a feeling of togetherness, a sense of identification with the elements of one['s job, working conditions, fellow workers, supervisors and the company which is conductive

35

to the achievement of the company's goals. It is essentially a responsibility of the management to maintain high morale.

Morale hos been recognized bu military authorities as one of the most important factors in winning or lossing wars. Napolean rated morale so high to say that more conditions made up 95 per cent of success or failure in a military situation. High morale leads to success and low morale brings defeat in tis wake. The place of morale is no less important for an industrial undertaking. The success or failure of he industry must depends upon the morale of its employees. Kelth Davis has rightly compared the morale with the woman according to him .....never under-estimate the power of a woman, and the same certainly must be said about morale, never under estimate the power of morale.

High morale assists the management to overcome the several labour problems such as labour turnover, absenteeism, indiscipline, grievance etc. ti also helps to seek cooperation of the workers in the running of the organization and thus getting higher production to minimum possible cost by reducing the wastage of time, man, machines and materials. It is, in other sense, an index of good industrial relations. In modern times the psychological researchers have increased the importance of the morale in the industrial field. They showed remarkable progress in output by improving morale among the industrial workers. The government is also taking interest in this direction and have introduced several labour welfare an social security measures to improve the morale of the industrial workers. The management has also recognized the importance of high morale and realized that low morale has long-range effects which are even more damaging to the organization.

36

MORALE AND PRODUCTIVITY

While underlining the importance of morale, it is necessary to ensure that we do not overemphasis it. Generally, it is assumed that morale and productivity go up and fall together like the east and the west sides of the elevator.

However, research has shown that the relationship between the two is not so direct and positive as that. It is possible to find thigh morale related to low productivity and low morale associated with high productivity.

High productivity goes with high morale when the workers are motivated and the supervision is of the right type (i.e., the supervisors treat the men with consideration). In fact, high productivity may push up productivity. In the absence of proper motivation, both morale and productivity may be low. High morale and low productivity will go together when the men are deficient in training and the supervisors and not wholly competent. Low morale and high productivity will go together when the management uses penalties and punishments and provides better equipment to the workmen. But it must be remembered that high productivity with low morale cannot be sustained for long. That shows that workers' attitudes towards the job, the supervisors and the organization and its policies are an important factors in productivity and the management must try to ensure favorable attitudes on the part of men while taking the other steps for raising productivity

37

INDICATORS OF LOW, MORALE

Low morale indicates the presence of mental unrest. The mental unrest not only hampers production but also leads to dissatisfaction of the employees. Low morale exists when doubt and suspicion are common and when individuals are depressed and discouraged. i.e., there is a lot of mental tension. Such a situation will have the following adverse consequences:

I. II. III. IV. V. VI. VII.

High rates of absenteeism and labor turnover. Excessive complaints and grievances. Frustration among the workers. Friction among the workers. Friction among the workers and their groups. Antagonisms towards Leadership Of The organization. Lack of discipline.

Low morale may be very fatal to the organization as human relations will tend to deteriorate. Whatever may be the cause of low morale, organization suffers ultimately because quality of production both suffers. Thus, in order to avoid these evil consequences, every manager should work to build and maintain high morale of the people working under him, for this, he should have constant knowledge of the opinions and attitudes of the employees towards their work and the

38

organization. He should carefully note the changes in their behavior and appraise the factors responsible for changes in the attitude of employees.

39

MEASUREMENT OF EMPLOYEE MORALE

It is difficult to measure morale directly as it is an intangible state of mind of the workers. There are four methods which can be used for measuring the morale of the employee indirectly. These methods are discussed below: 1. Observation of Employees Attitude and Behavior

The managers can measure the morale of the employees by observing their activates and behavior. But, in Patrice, managers do not find sufficient time to carefully observe the behavior of the employees. According to Theo Haimann, The serious shortcoming of observation as yardstick to measure current morale is that the activities and events indicate a change to lowered morale which has already occurred. The manager, therefore, should be extremely keen in his observation in order to do as much as possible to prevent such changes.

Generally, managers try to measure morale by checking the extent to which the organization is achieving the result in respect of productivity. But this is not at all a reliable measure because morale may be high although productivity is low and vice versa because of certain other factors, in many studies it has been found that there was low correlation between morale and productivity.

2. Attitude or Morale Survey The management may conduct an attitude survey to find out the morale of the employees. The opinion of the employees may be known either by direct interview or questionnaire. In case of direct personal interview, attempt is made find out the views of employees about their job, co-

40

workers, supervision and the organization., The questions to be asked to the employees are selected beforehand and the information received from every employee is put into writing. But under questionnaire method, certain questions are printed and a company of these is sent to each worker who is supposed to fill in the about their morale.

3. Use of Morale Indicators. Morale indicators are the factors which tend to show the attitude among employees towards the organization and its management. These factors include absenteeism, labour turnover, fluctuations in output, quality recodes, excessive waste and scrape, training records, accident rate and number of grievances filed. These factors are sound indicators of any major variation in morale, but they are not as precise as morale surveys. The main reason for using such indicators is that their data are readily available and trend can be known easily. Management can analyze the cause of wide flections in any indicator and take corrective steps.

4. Use of Suggestion Boxes Suggestion boxes can be established and the employees can be asked to put in their grievances and suggestions even without disclosing their indentify. This provides an opportunity to submit the grievances to those employees who have no courage to place their dissatisfaction openly. But since this system does not provide an opportunity to the management to discuss and confirm the exact nature of trouble and assign motive, it is difficult to operate such a system. Still it is a good supplementary device for finding clues of dissatisfactions and disagreements, and it establishes the fact that management has sincere desire to discover and eliminate trouble.

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MEASURES TO BUILD HIGH MORALE

It is very difficult to build and maintain high morale. It is like marching ahead without knowing the end of the journey. Morale is nor a tangible thing, also it is difficult to measure the degree of morale. Morale building is a perpetual process which cannot be stopped ever for a moment. Morale cannot be mantled at a high level for ever. It is dynamic, it keeps on fluctuating.

Morale building many is done either on individual basis or on group basis. Morale building on group basis is always preferable. Group morale can be increased by understanding the group dynamics. It will automatically achieve the individual morale. In order to achieve high morale among the employees, the following suggestions may be followed:
I.

Fair Remuneration. Considering the nature of job, cost of living and pay scales of other companies, the wage structure should be properly evaluated, since this is the most important factor affecting the employee morale. The basic and incentive pay plans should not only be fair, but should also bear fair relationship among them.

II.

Incentive System. There should be a proper incentive system in the organization to ensure monetary and non-monetary rewards to the employees to motivate them.

III.

Congenial Working Environment. The conditions under which workers are made to work should be congenial for their mental and physical well-being. Adequate provision of light, air, safety, sanitation and cleanliness, noise prevention, smoke and fumes clearance, should be made for physical and mental comfort and satisfaction. The rest rooms, recreating facilities, canteen and cafeteria, gardening, medical, first aid and such other facilities may help in boosting the employee morale. 42

IV.

Job Satisfactions. The employees should be properly placed on the jobs according to their merits, aptitudes, interests and capabilities. A well placed employee takes pride and interest in his work and feels satisfied.

V.

Two-way Communication. There should be tow-way communication between the management and the workers as it exercises a profound influence on morale. The workers should be kept informed about the organization policies and programmes through conferences, bulletins and informal discussion with the workers. Workers should be allowed to ask questions and satisfy themselves about their doubts.

VI.

Training. There should be proper training of the employees so that they may do their work efficiently and avoid frustration. When the workers are given training, they get psychological satisfaction as they feel that management is taking interest in them.

VII.

Workers Participation. There should be industrial democracy in the organization. Management should allow workers participation in management. Whenever a change is to be introduced which affects the workers, they must be consulted and taken into confidence. Workers must be allowed to put forward their suggestions and grievances to the top management.

VIII.

Social Activities. Management should encourage should group activities by the workers. The will help to develop greater group activities by the workers. The will help to develop greater group cohesiveness which can be used by the management for building high morale.

IX.

Counseling. Large organizations may appoint trained psychologists to act as counsellorship for employees. The employees who do not wish to go to their supervisors 43

for their problems can go to the counselor, who is considered a man outside the chain of command and who enjoys staff position in management. Such system, if properly and impartially constituted, may play a vital role in finding out the troubles and eliminating the dissatisfactions. The counseling interview provides an opportunity to employees to blow-off steam since the counselllor is impartial, and the confidence and identity of the employees is preserved. The release of emotional tension alone may serve to minimize the dissatisfactions. Keith Davis has described five additional functions of such counseling which can be important in developing good morale. These are (i) Providing the employee with advice and assistance concerning his dissatisfaction, (ii) giving him reassurance and courage to face his problem, (iii) providing information to the employee about company policies as well as accumulating information for management concerning employee feelings and attitudes, (iv) assigning the employee to think his own problem more clearly, and (v) reorienting the employees basis goals and values.

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EMPLOYEE MORALE
Morale is an elusive thing. It is not easy to define, control r measure. But it exercises a potent influence on the human relations climate in organizations.

Morale is a very widely used term. It generally refers to spirit de corps, a feeling of enthusiasm, zeal, confidence in individuals or groups that they will be able to cope with the tasks assigned to them. A persons enthusiasm for his job reflects his attitude of mind to work, environment and to his employer, and his willingness to strive for the goals set for him by the organization in which he is employed. Morale is a synthesis of an employees diverse reactions to, and feelings for, his job, his working conditions, his superiors, his organization, his fellow-workers, his pay and so on. Feelings, emotions, sentiment, attitudes, and motives all these combine and lead to a particular type of behavior on the part of an individual or his group and this is what is referred to as employee or group morale.

DEFINITION AND CHARACTERSTICS Morale has been variously defined by different authorities. According to Yoder, morale is feeling, somewhat related to esprit de corps, enthusiasm or zeal. For a group of workers, morale, according to a popular usage of the word, refers to the over-all tone, climate or atmosphere of work, perhaps vaguely sensed by the members,. If workers appear to feel enthusiastic and optimistic about group activities, if they have a sense of mission about their job, if they are friendly with each other, they are described as having a good or high morale. If they seem to be

45

dissatisfied, irritated, cranky, critical, restless and pessimistic, they are described as having poor or low morale.

Fippo has described morale As a mental condition or attitude of individuals and groups which determines their willingness to co-operate. Good morale is evidenced by employee enthusiasm, voluntary conformance with regulations and order, and a willingness to co-operate with others in the accomplishment of an organizations objectives. Poor morale is evidenced by surliness, insubordination, a feeling of discouragement and dislike of the jobs, company and associates. According to Mooney, Morale is the sum total of several psychic qualities which include courage, fortitude, resolution and, above all, confidence. Theo Haimann says: It is a state of mind and emotions affecting the attitude and willingness to work which, in turn, affect individual and organizational objectives. Davis observes: Organizational morale is basically a mental condition of groups and individuals which determines their attitude. Prof. Mee, however, holds the view that good employee morale is the mental attitude of the individuals, or of the group, which enables an employee to realize that the maximum satisfaction of hi drives coincides with the fulfillment of the objectives with those of the company, and subordinates his own desires to those of the company. Leighton observes: Morale is the capacity of a group of people to pull together persistently and consistently in the pursuit of a common purpose.

Guion defines morale as the extent to which an individuals needs are satisfied and the extent to which the individual perceive that satisfaction as stemming from his total job situation. Miller and Form give three definitions of morale. First, morale refers to the total satisfactions which the individual (or group member) acquires as a result of his membership and involvement in an organizational setting. Second, it relates to the state of motivational drives through which the

46

individuals (or group members) tend to accomplish goals and face the future challenges. Third, it is the consensus or esprit de corps revealed by a group which make efforts towards the accomplishment of its goals. In the opinion of Kahn and Katz, morale is a combination of attitudes towards the possession of a feeling on the part of the employee of being accepted and belonging to a group of employees through adherence to common goals and confidence in the desirability of these goals. Harrell considers morale as a group concept having five components (a) a feeling of togetherness, i.ee, of belonging to a group and not being isolated; (b) a clear goal (which will be targets of production) set before them; (c) there must be an observed or perceived progress toward the attainment of the goal, i.e., expectation of success; (d) within the group each member feels that he has a meaningful task to perform, and (e) a supportive or stimulating leadership. According to Jusious, and morale is a state of mind or of willingness to work which, in turn affect individuals and organizational objective.

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EMOTIONAL INTELLIGENCE AND ORGANIZATIONAL EFFECTIVENESS:

Thus far I have been discussing individual emotional intelligence. However, it is also possible to think of emotional intelligence as a group-level phenomenon. As Vanessa Druskat and Steven Wolff explain in Chapter Six, there are emotionally intelligent groups as well as emotionally intelligent individuals. Druskat and Wolff suggest that emotionally intelligent teams display the kinds of cooperation, commitment, and creativity that are increasingly important for organizational effectiveness. Furthermore, they show that although the emotional intelligence of individual members contributes to the level of emotional intelligence found in the team, there are other sources of group EI as well. Also, just as individual EI contributes to the EI of the group, group EI contributes to the EI of group members. People who are members of emotionally intelligent groups become more emotionally intelligent individuals.

Many of these ways that EI influences organizational effectiveness are subtle and difficult to measure. However, as Lyle Spencer shows in Chapter Four, we now are able to estimate more precisely than ever before the economic utility of EI in organizations. And the results of these analyses are consistent with commonsense notions: competencies associated with EI play an important role in determining the effectiveness of organizations.

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SOURCES OF EI IN ORGANIZATIONS
If individual and group emotional intelligence contribute to organizational effectiveness, what in the organization contributes to individual and group emotional intelligence? Such a question is especially important for anyone who wishes to harness the power of emotional intelligence for organizational improvement. Figure 1.1 presents a model those points to some broad factors in organizations that contribute to emotional intelligence. Those who wish to help individuals and groups become more emotionally intelligent can use this model as a starting point.

Emotional intelligence, as Goleman (1995a) pointed out in his first book on the topic, emerges primarily through relationships. At the same time, emotional intelligence affects the quality of relationships. Kram and I (Chapter Eleven) note that both formally arranged relationships and naturally occurring relationships in organizations contribute to emotional intelligence. Relationships can help people become more emotionally intelligent even when they are not set up for that purpose. The model suggests that ultimately any attempts to improve emotional intelligence in organizations will depend on relationships. Even formal training interventions or human resource policies will affect emotional intelligence through their effect on relationships among individuals and groups in the organization.

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Chapter 2 REVIEW OF LITERATURE

Ioannis Tsaousis 3 MAR 2005: This study investigates the relationship of emotional intelligence (EI) characteristics, such as perception, control, use and understanding of emotions, with physical and psychological health. In the first study, 365 individuals filled in measures of EI and general health. It was hypothesized that EI would be negatively associated with poor general health. In the second study, 212 working adults completed the same measure of EI and another measure, which apart from the standard information regarding physical and psychological health, provided also information about other health related behaviours, such as smoking, drinking, and exercising. It was also hypothesized that EI would negatively correlate with smoking and drinking and positively correlate with exercising. The findings confirmed both hypotheses and provided further support on the claims that there is a relationship between EI and health functioning. Additionally, in a series of hierarchical regression analyses the unique contribution of each of the EI scales on the overall health score were investigated. The findings are discussed in the context of the importance of emotional competences on health and personal lifestyle, while implications for practice and directions for future research are proposed. A. Oyesoji Aremu, (2005) Purpose Despite much research on police organization generally, little or no research exists on career commitment of youth police in Nigeria. This study therefore, aims to investigate the predicting effect of credentialing, career experience, self-efficacy emotional intelligence (EI), and motivation on the career commitment of young police in Ibadan, Nigeria.

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Design/methodology/approach A field-based survey approach was adopted to collect a quantitative data through the means of a questionnaire from 200 non-commissioned officers that were randomly sampled from a police command. Findings Multiple regression statistical analysis employed revealed that the independent variables were good predictors (collectively and independently) of career commitment of young police. Research limitations/implications These findings were limited to participants from a police command, as well as variables investigated. Thus, efforts should be made in the future to extend the study's scope to other police commands and across the commission in the police. Originality/value The findings provide evidence on the need to improve upon the career commitment of Nigerian police. Hence, attention should be paid on the predicting variables investigated in that they provide a significant basis for the current study. These would enrich policing system and culture within the rank and file of Nigeria police. K. V. Petrides 30 MAR 2006 This article investigated the relationships between trait emotional intelligence (trait EI or emotional self-efficacy) and 4 job-related variables (perceived job control, job stress, job satisfaction, and organizational commitment). Gender-specific data (N=167, 87 females) were analyzed via multigroup structural equation modeling. Perceived job control had a negative effect on stress and a positive effect on satisfaction. Stress had a negative effect on satisfaction, which, in turn, had the strongest positive effect on commitment. There were many gender differences in the model, mainly concerning age, which was negatively related to control and commitment in the female sample only. Trait EI had specific, rather than widespread, effects in the model. Discussion focuses on trait EI's implications in the workplace.

Suzy Fox & Paul E. Spector 16 FEB 2000

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Emotional intelligence was conceptualized as competencies that may enable people to use emotions advantageously to achieve desired outcomes. Measures of three components of emotional intelligence (empathy, self-regulation of mood, and self-presentation) as well as affective traits (positive and negative affectivity) and general and practical intelligence were related to a major facet of work success, job interview performance. A sample of 116 undergraduates participated in a simulated job selection experience, consisting of paper and pencil tests and a videotaped structured interview. Results partially supported the proposed model. Some but not all of the affect and ability measures were related to interview outcomes, both directly and mediated by the interviewer's affective response (perceived similarity and liking). In addition to measures of emotional intelligence, measures of general and practical intelligence were associated with interview outcomes, but the orthogonality of IQ and the major emotion variables argue for the unique contributions of emotional intelligence and trait affect to interview success.

David L. Van Rooy February 2005 Emotional intelligence is a relatively new concept and little research to date has examined group differences in test scores. In this study a common measure of emotional intelligence (EI) was administered to 275 participants (216 female) to examine how different groups score on a test of EI. Differences were compared for gender, ethnicity and age. Results indicated that females scored slightly higher than males and EI scores tended to increase with age. Group differences existed for ethnicity but favored minority groups, mitigating potential adverse impact concerns. Full implications for test development and organizational use are discussed.

Pamela R. Johnson, Julie Indvik, (1999)

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In decades past, workers were, in effect, told to leave their emotions at home and most complied. No more. A person with high emotional intelligence (EI) has the ability to understand and relate to people. In fact, this skill is now considered to have greater impact on individual and group performance than traditional measures of intelligence such as IQ. When emotional intelligence is present, there is increased employee cooperation, increased motivation, increased productivity, and increased profits. However, emotional intelligence is lacking in the US workplace. This lack is clearly chronicled in the comic strip, Dilbert, where Scott Adams, the creator, lampoons what occurs in the workplace: vapid corporate-speak with no guts and no emotionally-honest message. This article defines emotional intelligence, describes how the comic strip, Dilbert, daily depicts situations where emotional intelligence is lacking, and discusses the organizational benefits of having emotionally intelligent managers and employees. Amanda Nicholson, Linda Cushman, (2000) This study was designed to discover what is believed to be important for a student to be successful in the retailing field, graduating from a four-year college program. The research design was Q-methodology, utilizing 47 statements on a Lickert scale sorted by 23 representatives of both the academy and retailing industry. The study found a distinct gap in the perceptions of industry respondents versus the academics included in the study. While industry believes that strong affective skills, such as leadership and decision making were the most desirable characteristics for future executives, the academy favors more interpersonal affective competencies and overall ranked cognitive skills higher than the other group. Further, the study found academicians believed that their opinions would mirror those of the industry. However, this was clearly not supported.

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L.A. Witt, Darren C. Treadway, Gerald R. Ferris, (1993) We examined the moderating role of age on the politics perceptionsorganizational commitment relationship. Confirmatory factor analyses of data collected from 633 office employees of a private sector organization indicated that the scales measuring politics and commitment reflected unique constructs. Perceptions of politics were inversely but weakly related to commitment. However, results of hierarchical moderated multiple regression analysis revealed that perceptions of organizational politics and commitment were essentially unrelated among workers in and above their 40s, but were moderately related among younger workers. Implications of the results and directions for future research are discussed.

Philip J. Corr & Jeffrey A. Gray 28 December 1999. The role of attributional style, socialization and cognitive ability factors in insurance sales performance was investigated in a 1-yr predictive validity study conducted within a large U.K. company. Psychometric tests were selected to measure specific and general aspects of the job: (1) attributional style (motivational resilience), (2) socialization (inter-personal skills), and (3) numerical and abstract reasoning abilities (specific cognitive skills). Performance was defined in terms of number of appointments/prospects obtained (effort) and number of policies sold (sales). Two sets of psychological predictors were analysed: (1) individual psychological measures and (2) pairs of interactive psychological measures. The results showed that: (1) positive attributional style was positively correlated with effort and sales; socialization was positively correlated with effort but negatively correlated with sales. The 56

interaction variables revealed complex interactions between attributional style and cognitive abilities which led to a fourfold increase in predictive variance. The results are discussed in terms of the validity of attributional style in predicting performance and the utility of applying interaction models to personnel selection and job analysis. Peter Hernon Leadership encompasses self-management and managing relationships with others. Such a characterization is best known as emotional intelligence. This article identifies the traits that comprise emotional intelligence and suggests which ones might be most important for library directors to possess. The article also compares the emerging set of traits to transformational and transactional leadership in an effort to suggest which traits apply to two other leadership styles. Stijn Vanheule & Frdric Declercq 2008. This study examines the relationship between career burnout and attachment styles. Data were collected among security guards (N = 530), who filled out the Maslach Burnout Inventory and the Relationship Questionnaire, and reported any experience they had of a critical incident. It was first observed that burnout was negatively related to a secure attachment style, and positively related to a fearful and preoccupied style. It was also observed that attachment styles moderate the relationship between the experience of a critical incident and burnout. In cases where a critical incident was experienced, secure attachment was related to lower burnout scores, while the fearful style was related to higher burnout scores.

Steven J. Stein, Peter Papadogiannis, Jeremy A. Yip, Gill Sitarenios, (2009)

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Purpose The purpose of this paper is to examine the emotional intelligence (EI) scores of two high profile executive groups in comparison with the general population. Also the study aims to investigate the executive group's EI scores in relation to various organizational outcomes such as net profit, growth management, and employee management and retention. Design/methodology/approach The Emotional Quotient Inventory (EQ-i) was administered to a sample of 186 executives (159 males and 27 females) belonging to one of two executive mentoring associations, the Young Presidents' Organization (YPO) and the Innovators' Alliance (IA). A series of questions relating to pre-tax operating profits over the past three years, previous year's net profit, and various business challenges were asked of each executive. Findings The results showed that top executives differed significantly from the normative population on the EQ-i in eight of the 15 EQ-i subscales. Executives who possessed higher levels of empathy, self-regard, reality testing, and problem solving were more likely to yield high profitearning companies, while Total EQ-i was related to the degree to which a challenge was perceived as being easy with respect to managing growth, managing others, and training and retaining employees. Practical implications The findings enable researchers and practitioners to better understand what leadership differences and similarities exist at various organizational levels. These profiles further aid in human resource initiatives such as leadership development and personnel selection. Originality/value Despite empirical evidence supporting the relationship between EI and leadership, research with high-level leadership samples is relatively sparse. The study examines EI in relation to two unique, yet high functioning executive groups, which will enable further exploration into the emotional and psychological structure of these high-performing groups. 58

Bindu Gupta & Archana Tyagi Number 6, 2009 This study seeks to understand the extent to which private sector managers respond to demands and expectations of globalisation. It examines the sources of their work stress and the influence of these stressors on employees' attitudes towards work and organisation. A sample of 221 Indian managers from the private sector was used in the study. Managers consider the most important sources of work stress to be lack of control and work life balance. Work relationships, control, nature of job and communications were found to be significantly related with work engagement and job satisfaction. Commitment was associated with relationships at the workplace. Intention to quit was significantly influenced by relationships, control, nature of job and resources. It is suggested that to enhance work engagement, job satisfaction, commitment and to lessen the intention to quit, managers need to actively monitor relationships at work, control, nature of job, resources and communication. These variables could assist in maintaining and increasing desirable attitudes towards work and organisation.

59

According to Chandola in 2008 reported findings from a long-running study involving more than 10,000 British civil servants also suggests stress induced biological changes may play raises the risk of heart diseases by disrupting the bodys internal systems. The team conducted 7 surveys over a 12 period and found chronically stressed workers had a 68% higher risk of developing heart disease. According to Suliman & Shaikh in (2007) This paper aims at exploring, for the first time in the Arab World, the role of emotional intelligence (EI) in affecting work outcomes. The results revealed significant differences between employees' perceptions of emotional intelligence, conflict and readiness to create and innovate. The paper provides practitioners with some advice about understanding and managing climate and conflict.

According to Eniola in (2007) This study investigated the influence of two interactions emotional Intelligence Tracing (EIT) and Self-Regulation training (SRT) in remediating aggressive behaviour in adolescence with visual impairment. Fortyeight Visual impaired (ranging form total blind to partially sighted) participated in the study. The interaction effects revealed that participants treated with the two interactions EIT and SRT showed significant improvement in their aggressive behaviour pattern than their counterparts in the control group. These findings were discussed andimplications for counselling psychologists, special educators, educational administrators, parents, policy makers, andthe government were stressed. According to Young & Dulewicz in (2007) This paper aims to present some findings from a wider study into effective command, leadership and management in the British Royal Navy (RN). Its aim is to increase understanding of two types of self-awareness, emotional and congruent, and their relationship to job performance and personality. The results demonstrate that self-evaluation

60

of own performance (from LDQ) was significantly correlated with appraised (actual) performance. Hierarchical regression showed that both d scales explain significant variance in appraised performance, especially the d2 measure which accounted for 47 per cent. The findings establish the first empirical relationship between congruent/public (self-evaluation) and emotional/private (self-consciousness) self-awareness and performance.

According to Wilsonet al. in (2007) This research aims to investigate the efficacy of family involvement in shift work training targeting both physiological and social coping strategies. The inclusion of social coping strategies combined with family involvement significantly reduced work-family conflict. Open response categories on the survey suggest that these reductions were due to the facilitation of a joint problem solving approach by family members. In contrast, employee focused training on physiological coping alone appears to increase family conflicts.

According to King & Gardner in (2006) The aim of the study was to test the relationship of emotional intelligence (EI) to the appraisal, coping and outcomes of workplace demands Emotional intelligence was found to comprise three factors: emotional self management (ESM), the ability to understand others' emotions (UOE) and the use of emotions in decision making. According to Martin, Jones & Callan in (2006) The purpose of this paper is to confirm predictions that employee reports of psychological climate, appraisals of change and levels of adjustment during a change program would be more positive for employees in higher status groups (operationalized as hierarchical level in the organization and occupational role The results of study one revealed that upper level staff reported more positive attitudes during change, across a range of indicators. The results of study two showed that non-clinical staff reported more

61

negative attitudes during change than other occupational groups. In addition, managers appraised change as more stressful than non-managers, but felt more in control of the situation. According to Nikolaou & Tsaousis in (2005) The purpose of the present study is to explore the relationship between emotional intelligence and sources of occupational stress and outcomes on a sample of professionals in mental health institutions. A total of 212 participants were administered the Emotional Intelligence Questionnaire as well as the Organizational Stress Screening Tool (ASSET), a new organizational screening tool, which measures workplace stress. The results were in the expected direction showing a negative correlation between emotional intelligence and stress at work, indicating that high scorers in overall EI suffered less stress related to occupational environment. A positive correlation was also found between emotional intelligence and organizational commitment, which according to the ASSET model is considered as a consequence of stress, suggesting a new role for EI as a determinant of employee loyalty to organizations. Finally, the relationship between EI, job stress, and various demographic variables such as gender, age, and education was investigated and results are discussed in the light of the organizational framework. According to Posig & Kickul in (2004) A model integrating work-role expectations of employees, work-family conflict, family-work conflict, and a component of burnout was proposed and empirically tested on 163 employees, who were also part of dual-earner couples. Gender differences were found in the proposed model. For males, work-family conflict mediated the relationship between work-role expectations and emotional exhaustion. Although the same indirect relationship was found for females, a direct relationship also existed between work-role expectations and emotional exhaustion. Additionally, for females, family-work conflict was

62

found to be a key contributor to work-family conflict and emotional exhaustion. Managerial implications and future research directions are discussed.

Higgs (2004) reported a study to explore the relationship between the EI of call center agents and ratings of their performance. Sample of 289 agents from three organizations were studied. Results included a strong relationship between overall EI and individual performance as well as between several EI elements from the model and performance.

According to Vakola et al. in (2004) added a different way of looking and working with organizational change by focusing on individuals emotions and personality trait. The study explore how emotional intelligence and the big five dimensions of personality would facilitate organizational change at an individual level by exploring the relationship between these attributes and attitudes towards organizational change. The sample consisted of 137 professionals who completed self reported inventories assessing emotional intelligence, personality traits and attitudes towards organizational change .The result confirmed that there was a relationship between personality traits.

According to Shipper & Kincaid in (2003) Multinationals increasingly require a cadre of skilled managers to effectively run their global operations. This exploratory study examines the relationship between emotional intelligence (EI) and managerial effectiveness among three cultures. EI is conceptualized and measured as self-other agreement concerning the use of managerial skills using data gathered under a 360-degree feedback process. Three hypotheses relating to managerial self-awareness of both interactive and controlling skills are examined using data from 3,785 managers of a multinational firm located in the United States (US), United Kingdom (UK), and Malaysia. The two sets of managerial skills examined were found to be 63

stable across the three national samples. The hypotheses were tested using polynomial regressions, and contour plots were developed to aid interpretation. Support was found for positive relationships between effectiveness and EI (self-awareness). This relationship was supported for interactive skills in the US and UK samples and for controlling skills in the Malaysian and UK samples. Self-awareness of different managerial skills varied by culture. It appears that in low power distance (PD) cultures such as the United States and United Kingdom, self-awareness of interactive skills may be crucial relative to effectiveness whereas in high PD cultures, such as Malaysia self-awareness of controlling skills may be crucial relative to effectiveness. These findings are discussed along with the implications for future research.

According to Carmeli in (2003) attempted to narrow this gap by empirically examining the extent to which senior managers with a high emotional intelligence employed in public sector organizations developed positive work attitude, altruistic behavior and work outcomes. The result indicated that emotional intelligence augments positive, altruistic behavior, work outcomes, and moderated the effect of work- family conflict on career commitment but not the effect on job satisfaction.

According to Maccann et al. in (2003) provided a view and conceptual comparison between self report and performance based measure of emotional intelligence. Analysis of reliability, psychometric properties and various forms of validity led to the conclusion that self reported techniques measured a dispositional construct, that may have some predictive validity, but which is highly correlated with personality and independent of intelligence. Although seemingly more valid, performance based measure had certain limitations, especially when scored with reference to consensual norms which led to problems of skew an restriction of range. Scaling procedures

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might partially ameliorate this scoring weakness. Alternative approaches to scoring , such as expert judgment also suffered problem since the nature of the requisite expertise was unclear. The authors felt that the use of experimental paradigms for studying individual differences in information processing might , how ever inform expertise. Other difficulties for performance based measures included limited predictive and operational settings.

According to

Rahim et.al in (2002) The study investigated the relationships of the five

dimensions of emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skills of supervisors to subordinates' strategies of handling conflict: problem solving and bargaining. Data (N = 1,395) for this study were collected with questionnaires from MBA students in seven countries (U.S., Greece, China, Bangladesh, Hong Kong and Macau, South Africa, and Portugal). Psychometric properties of the measures were tested and improved with exploratory and confirmatory factor analysis and analysis of indicator and internal consistency reliabilities, and the hypotheses were tested with a structural equations model for each country. Results in the U.S. and in the combined sample provided support for the model which suggests that self-awareness is positively associated with self-regulation, empathy, and social skills; self regulation is positively associated with empathy and social skills; empathy and social skills are positively associated with motivation; which in turn, is positively associated with problem solving strategy and negatively associated with bargaining strategy. Differences among countries in these relationships are noted and implications for organizations discussed.

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According to Nikolaou and Tsaousis in (2002) explored the relationship between emotional intelligence and source of occupational stress and outcomes on a sample of professional in mental health institution. A total of 212 participants were administered the emotional intelligence Questionnaire as well as the organizational stress screening tool (ASSET), which measured work place stress. The results showed a negative correlation between emotional intelligence and stress at work, indicating that high scores in overall EI suffered less stress related to occupational environment. A negative correlation between emotional intelligence and organizational commitment, which according to the ASSET model was considered as a consequence of stress, suggesting a new role for EI as determinant of employee loyalty to organizations.

Schutte et al. (2001) examined the link between emotional intelligence and interpersonal relations. In studies one and two, the participants with high scores for emotional intelligence had higher scores for empathetic perspective taking and self monitoring in social situation. In study three and four the participants with higher scores for emotional intelligence displayed more cooperatives responses towards partners. In five the participants with higher scores for emotional intelligence had higher scores for close and affectionate relationships. In study six the participants scores for marital satisfaction were higher when they rated their marital partners higher for emotional intelligence. In study seven the participants anticipated greater satisfaction in relationships with partners described as having emotional intelligence.

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George and Bettenhausen (1990) in the study on social awareness also plays a key role in the service competencies , the ability to identify clients or customers often unstated needs and concerns and then match them instill strategy with meaning and resonance . Emotional are contagious, particularly when exhibited by those at the top, and extremely successful leaders display a high level of positive energy that spreads throughout the organizations. The more positive the style of a leader, the more positive, helpful and cooperative are those in the group.

According to Hart9 in (1987) the intent here is to present a representative, though not exhaustive, review of some recent empirical and theoretical literature on stress and the management of stress in occupational settings. The paper begins with a synopsis of the financial cost to the employer of unchecked excessive levels of employee stress. The next section reviews some examples of empirically-based research supporting the clinical and cost effectiveness of current Occupational Stress Management (OSM) programs. This is followed by a discussion of recent evidence showing that the traditional (corporate) approach to OSM is incomplete and insufficient. Towards the end of the article, an idealized, comprehensive, bio psychosocio ecological transactional model of OSM is outlined. Finally, methodological limitations of traditional OSM programmes are discussed, and it is suggested that future studies might consider utilizing a multilevel-multimethod triangulation measurement approach.

According to Brewin in (1980) Clinical case histories can contribute to our knowledge of the types of person-situation interaction which produces managerial stress. Three case histories

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reveal similar interactions between a certain vulnerable personality and a specific type of work role transition. Common principles involved in these interactions are discussed.

Salovey and Mayer (1989-90) originally defined emotional intelligence as the "ability to monitor one's own and others' feelings and emotions, to discriminate among them and use this information to guide one's thinking and actions" (p. 189). Individuals high on emotional

intelligence defer immediate gratification and exhibit self-control in order to optimize pleasure over their lifetime. Also, they display enlightened self-interest by engaging in activities that are both pro-individual and pro-social. Finally, they neither over-repress nor over-express

emotionality, but rather feel emotions flexibly and appropriately to the situation (Mayer and Salovey, 1995).

Daniel Goleman, author of the best-selling book titled Emotional Intelligence (1995) and more recently working with Emotional Intelligence (1998), indicates that emotional intelligence is a multidimensional construct. He suggests that the five underlying factors of emotional

intelligence are: (a) empathetic response, the facility to pick up on others' feelings; (b) mood regulation, the capacity to control negative emotions; (c) interpersonal skill, social competence to interact smoothly with others; (d) internal motivation, the ability to delay gratification in pursuit of a goal; and (e) self-awareness, psychological insight into one's own true feelings. These five dimensions were used in the development of an emotional intelligence measure.

Emotional Intelligence and Youth employee Leadership (Gary Howells)

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The identification of effective leaders and training of leaders to be more effective, and the training of students for leadership roles in their work and community roles, are key areas for the application of emotional intelligence. All of the basic emotional intelligence measures, representing the three basic approaches to emotional intelligence (the EQ-I, the ECI/ESCI, and the MEIS/MSCEIT), have been used to assist in identifying characteristics, traits, or competencies of emotional intelligence that might be present in effective leaders. In particular, the transformational leadership stylea style which describes leaders who inspire, motivate, influence, and show individual consideration for subordinatesis deemed to reflect the features of an emotionally intelligent leader. As a result, many studies done with emotional intelligence measures have attempted to demonstrate a link to this style as opposed to styles that are more passive or less respectful of employee feelings. Some studies have found a strong link between emotional intelligence and effective leadership or transformational leadership style but other studies have had more limited success.

The methodology in leadership studies involving emotional intelligence is gradually improving. Many early studies had the leader complete measures of emotional intelligence, evaluate their own leadership style, and rate their own effectiveness as leaders. More recent studies have used multi-measures and have had both supervisors and subordinates rating the leaders for style and effectiveness.

These later studies find that some traits or competencies of emotional intelligence are related to effective leadership and/or transformational leadership style but there is more support for emotional intelligence and effective leadership having a connection because they have similar features in common, e.g. empathy or involvement. Another approach to the study of emotional 69

intelligence and leadership is through the demonstration that emotional intelligence abilities and competencies can be taught to trainees and that these abilities or competencies continue to be evident years after individuals have completed training programs.

There is a gap between the promise for emotional intelligence and what has been empirically demonstrated to be the abilities or competencies that are actually needed for an individual to be an effective leader. There is a need for emotional intelligence researchers to take a step backwards and consider including some of the contributions other leadership researchers have been making over the last 60 years. It is also important to determine whether it is necessary for every effective leader to have acquired the entire arsenal of emotional intelligence competencies. There is room for research in many directions with regard to emotional intelligence and leadership. It is premature to conclude that there currently exists a complete agenda of necessary competencies leading one to become an effective leader.

According to Downey et al in 2006

Employees' motivation in a company or a firm is a very crucial management practice which should not be underestimated since its implications are very much pronounced. From the case study conducted on Ojuice Company, lack of employees' motivation was identified as the major management problem. The problem is so devastating that it has led to a continuous loss of many experienced employees in the past as they feel that their ideas are not accepted in this company (Seijts, 1998). As a result of lack of employees' motivation, their productivity has declined leading to a drastic reduction of the company's profits. From the case study it is well indicated that, lack of employees' motivation made two former Ojuice employees to start a juice company

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thus giving stiff competition to the company. Employees' motivation should be researched carefully because its inadequacy has resulted to loss of customers as a result of poor quality products. The drastic loss of its experienced workforce is putting its upcoming at jeopardy; whereby the stiff competition may lead to closure of the company. Further, it is has been noted that employees are not motivated to be innovative by coming up with new ideas that would save the company's production. According to Vinten, in 2002 Employee motivation has been a serious problem which needs to be given urgent attention or else the company quit from the market due to the stiff competition and rapid loss of experienced workforce. It is evident from the case study that, employees are not motivated by being given favorable working environment where they can feel part and parcel of the company. In the case of Ojuice, employees are not allowed to carry out anything innovative in the company; thus putting the young dynamic workers out of place. An urgent measure has to be taken to curb the devastating impacts of this management crisis (Vinten, 2002). From a wide view; the crisis has led to loss of income, investments, employee departure, high competition, and decline in profits among other evils. In this case therefore, the Ojuice Company should be guided by the theory of motivation propagated by Herzberg which focuses on the psychological needs of employees. On this basis, employees who are willing to come up with some new ideas through motivation will be able to bring to the company new and productive thoughts.

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Chapter 3 OBJECTIVES OF STUDY

1. Check the Emotional intelligence among the youth. 2. How much and where the Emotional intelligence is need in present era. 3. How much effect Emotional Intelligence has on the success of youth. 4. How the youth face problems in the absence of Emotional Intelligence. 5. How Emotional Intelligency helps in improving employee and employer relationship in the organization. 6. How Emotional Inelegancy helps in reducing stress among employees in an organization.

7. How Emotional Intelligence affect the working of an Organization.

IMPORTANCE OF THE STUDY

Everyone knows that present Era is the era of competition. Therefore it is must that a person having all managerial qualities must be having emotional intelligence they must be knowing how to handle their emotions and the emotions of others keeping the importance of emotional intelligence in mind the study is carried to see the emotional intelligence in the youth this study makes it clear whom we will call emotionally intelligent. What is lacking in the youth that is why they are not able handle different situations very well.

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The study aims to collect primary data from the youth the study further analysis and identifies the areas where the youth are having weak emotional intelligence the study will reveal the information how emotional intelligence guides ones thinking and action among the youth.

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Chapter 4 HYPOTHESIS

1. Emotional Intelligence is very important and it leads to a successful life. 2. Emotional intelligence has no effect on the youth.

The hypothesis that we have taken earlier that is Emotional Intelligence Has No Effect on Youth is rejected. However, It was found that Emotional Intelligence has prominent effect on youth.

The following results are calculated from questionnaire:

It was found that 18% of youth are totally lacking Emotional Intelligence. It was found that 19.45% of youth are having poor Emotional Intelligence. It was found that 30.36% of youth are having average Emotional Intelligence. It was found that 18.90% of youth are having moderate Emotional Intelligence. It was found that 12.18% are having good Emotional Intelligence.

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Chapter 5 RESERCH METHODOLOGY

REASEARCH METHODLOGY:Research in common parlance, to research for knowledge and it is not concerned to the revision of the facts but to discover the facts involved.

REASEARCH DESIGN:The research design had been the combination of Exploratory and Descriptive designs. This study had been conducted in various steps: Firstly, the relevant information had been collected to meet the need of objectives. Secondly, an analysis had been made. Thirdly, the finding and suggestion had been given.

DATA COLLECTION METHODS:

The data will be collected using both by primary data collection methods as well as secondary sources. PRIMARY DATA: Most of the information will be gathered through primary sources.

The methods that will be used to collect primary data are: a) Questionnaire

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b) Interview

SECONDARY DATA: Secondary data that will be used are web sites and published

materials related to Emotional Intelligence as well as any relevant information on young employees at Heston Kuwait.

SAMPLE SIZE

: 50-75

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Chapter 6 RESULT AND DISCUSSION

DATA COLLECTION METHOD The data had been collected both by primary data collection methods as well as secondary sources.

PRIMARY DATA:-Most of information had been gathering through primary sources. The method used for collecting data was questionnaire and interviews.

SECONDARY DATA:-Secondary data was making through web sites related to Emotional Intelligence.

TOOL OF ANALYSIS:The statistical tools used for analysis of collected data are average, percentage and comparisons.

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ANALYSIS & INTERPRETATION

Q1. Do you have panic when you have to face someone who is angry? a). Most of the time d). Rarely b).Often c).Sometimes e).Almost never. Table 1 No of respondents 50 Percentage Most of Time 9 18% Often 9 18% Sometimes 15 30% Rarely 14 28% Almost Never 3 6%

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 30% of respondent sometimes feel panic when they face someone who is angry, 28% of respondent rarely, 18% of respondent most time and often, and other 6% of respondent almost never.

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Q2. When you have a major personal problem, you cannot think about anything else. a). Most of the time d). Rarely b).Often e).Almost never. Table 2 No of respondents 50 Percentage Most of Time 9 18% Often 7 14% Sometimes 15 30% Rarely 12 24% Almost Never 7 14% c).Sometimes

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 30% of respondent sometimes have a major personal problem, so they cannot think about anything else, 24% of respondent rarely, 18% of respondent most time, 14% of respondent often, and other 14% of respondent almost never.

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Q3. Matter how much you accomplish, when you feel like you should be doing more. a). Most of the time d). Rarely b).Often c).Sometimes e).Almost never. TABLE 3 No of respondents 50 Percentage Most of Time 17 34% Often 9 18% Sometimes 14 28% Rarely 7 14% Almost Never 3 6%

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 34% of respondent most time, 14% of respondent rarely, 28% of respondent Sometimes, 18% of respondent often, and other 6% of respondent almost never.

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4. Do you feel like you worry about things that other people dont even think

about. a). Most of the time d). Rarely b).Often c).Sometimes e).Almost never. TABLE 4 No of respondents 50 Percentage Most of Time 9 18% Often 9 18% Sometimes 17 34% Rarely 9 18% Almost Never 6 12%

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 34% of respondent sometimes feel that like they worry about things that other people dont even think about, 18% of respondent rarely, 18% of respondent Most of Time, 18% of respondent often, and other 12% of respondent almost never.

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Q5. Do you feel ashamed about how I look or behave. a). Most of the time d). Rarely b).Often e).Almost never. c).Sometimes

TABLE 5 No of respondents 50 Percentage Most of Time 5 10% Often 8 16% Sometimes 15 30% Rarely 13 26% Almost Never 9 18%

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 30% of respondent sometimes feel ashamed about how I look or behave, 26% of respondent rarely, 10% of respondent Most of Time, 16% of respondent often, and other 18% of respondent almost never.

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Q6. When you mess up, you say self-deprecating things, such as I am such a loser, Stupid, stupid, stupid, or I cant do anything right. a). Most of the time d). Rarely b).Often e).Almost never. TABLE 6 No of respondents 50 Percentage Most of Time 6 12% Often 5 10% Sometimes 16 32% Rarely 7 14% Almost Never 16 32% c).Sometimes

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 32% of respondent sometimes, 14% of respondent rarely, 12% of respondent Most of Time, 10% of respondent often, and other 32% of respondent almost never.

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Q7. I get distressed without really knowing who or what exactly is bothering me. a). Most of the time d). Rarely b).Often e).Almost never. TABLE 7 No of respondents 50 Percentage Most of Time 4 8% Often 12 24% Sometimes 17 34% Rarely 7 14% Almost Never 10 20% c).Sometimes

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 32% of respondent sometimes, 14% of respondent rarely, 12% of respondent Most of Time, 10% of respondent often, and other 32% of respondent almost never.

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Q8. Even when I do my best, I feel guilty about the things that were not done perfectly. a). Most of the time d). Rarely b).Often c).Sometimes e).Almost never. TABLE 8 No of respondents 50 Percentage Most of Time 9 18% Often 8 16% Sometimes 18 36% Rarely 12 24% Almost Never 3 6%

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 36% of respondent feel like that sometimes, 24% of respondent rarely, 18% of respondent Most of Time, 16% of respondent often, and other 6% of respondent almost never.

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Q9. feel uneasy in situations where you an expected to display affection. a). Most of the time d). Rarely b).Often e).Almost never. TABLE 9 No of respondents 50 Percentage Most of Time 10 20% Often 10 20% Sometimes 17 34% Rarely 9 18% Almost Never 4 8% c).Sometimes

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 36% of respondent feel like that sometimes, 18% of respondent rarely, 24% of respondent Most of Time, 18% of respondent often, and other 8% of respondent almost never.

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Q10. I will do whatever I can to keep myself from crying. a). Most of the time d). Rarely b).Often e).Almost never. c).Sometimes

TABLE 10 No of respondents 50 Percentage Most of Time 15 30% Often 9 18% Sometimes 13 26% Rarely 18 36% Almost Never 4 8%

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 26% of respondent feel like that sometimes, 36% of respondent rarely, 30% of respondent Most of Time, 18% of respondent often, and other 8% of respondent almost never.

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Q11. When people close to me experience a setback, I can easily come up with ways to help them overcome their distress. a). Most of the time d). Rarely b).Often e).Almost never. TABLE 11 No of respondents 50 Percentage Most of Time 12 24% Often 21 42% Sometimes 10 20% Rarely 5 11% Almost Never 2 4% c).Sometimes

ANALYSIS & INTERPRETATION

As per shown in the above pie graph, 20% of respondent sometimes, 11% of respondent rarely, 24% of respondent Most of Time, 42% of respondent often, and other 4% of respondent almost never.

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Chapter 7 CONCLUSION
The conclusion of the study is that Emotional Intelligence is very important factor in the life of youth. Youth which are not having good Emotional intelligence have faced lot of problems in their lives. They have failed in establishing good relations with other people whether it is their boss or sub ordinate or any one else, because they are not knowing how to handle the emotions of their own and of others. The organization can arrange various training programs to change the negative emotions of employees into positive emotions so that they can change their behavior towards their collogues and toward their jobs. Employer can also maintain friendly relation with their subordinates so that their moral can increase and they can achieve their target efficiently.

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Chapter 8 BIBLIOGRAPHY
Human Resource Management -

Parag Diwan

Organizational Behavior (7th Edition) Fred Luthans Management of Training Development and Motivation Skills. V.K. Dubey Personnel Management (2nd Edition) Arun Monappa , Mirza S. Saiyadain Designing and Managing Human Resource Systems Udai Parteek , T.V. Rao. The Management of Human Resources (4th Edition) David J. Cherrington. Personnel Management C.S. Mamoria Readings in Human Resource Development. T.V. Rao Human Resources Management R. Wayne Mondy, Robert M. Noe III. The Economic Times. Human Capital. Harvard Business Review.

Goleman, D. (1998). Working with emotional intelligence. New York, NY:Bantam Books. Ruderman, M.N., Hannum, K., Leslie, J.B., & Steed, J.L. (2001). Leadership skills and emotional intelligence (Unpublished manuscript). Bennis, W. (1994) On Becoming A Leader. New York: Addison Wesley. 96

Caudron, S. (1999). What Emotional Intelligence Isand Isn't. Workforce, 78, p 62. Luthans, F. (1998) Organizational Behavior. Boston, MA. McGraw-Hill. Abrahamson, E. (1996). Management fashion. Academy of Management Review, 21, 254-285. Epstein, R. (1999). The key to our emotions. Psychology Today, 32(4), 20. Farnham, A. (1996, January 15). Are you smart enough to keep your job? Fortune, 133, 34-40. Fernandez-Araoz, C. (1999, July-August). Emotional intelligence. Harvard Business Review, 77(4), 108-124. Gibbs, N. (1995, October 2). The EQ factor. Time, 60-67. Hall, J. A. (1987). On explaining gender differences: The case of nonverbal communication. In P. Shaver & C. Hendrick (eds.), Sex and gender, volume 7: Review of Personality and Social Psychology (pp. 177-200). Beverly Hills: Sage.

Hair, J. G., Jr., Anderson, R E., & Tatham, R. L. (1987). Multivariate data analysis (2nd ed.). New York: Macmillan. Maslach, C., & Jackson, S. E. (1984). Patterns of burnout among a national example of public contract workers. Journal of Health and Human Resources Management, Spring, 189-212.

Library resources:

Kothari C.R,Reasearch Methodology,2nd Edition,New Age International Ltd.,New Delhi,2009 The Hindustan Times(Newspapers) Internet Resources:-

www.emotionalintelligence.com

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Chapter 9 QUESTIONNAIRE

DEAR RESPONDENTS:
I am a student doing MBA. I am underlying a project named To check the A Study on Emotional Intelligence among Youth Employees in L & T Ltd. Bilaspur Jamnagar. So by filling this questionnaire please help me in completing my research project.

Name Age Address

: . : . : .

1. I panic when I have to face someone who is angry. Most of the time Often Sometimes Rarely Almost never

2. When I have a major personal problem, I cannot think about anything else. Most of the time Often Sometimes Rarely Almost never

3. Matter how much I accomplish, I feel like I should be doing more. Most of the time Often Sometimes Rarely Almost never 4. I feel like I worry about things that other people dont even think about. Most of the time Often Sometimes Rarely Almost never
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5. I am ashamed about how I look or behave. Most of the time Often Sometimes Rarely

Almost never

6. When I mess up, I say self-deprecating things, such as I am such a loser, Stupid, stupid, stupid, or I Cant do anything right. Most of the time Often Sometimes Rarely Almost never

7. I get distressed without really knowing who or what exactly is bothering me. Most of the time Often Sometimes Rarely Almost never 8. Even when I do my best, I feel guilty about the things that were not done perfectly. Most of the time Often Sometimes Rarely Almost never

9. I feel uneasy in situations where I an expected to display affection. Most of the time Often Sometimes Rarely Almost never

10. I will do whatever I can to keep myself from crying. Most of the time Often Sometimes Rarely

Almost never

11.When people close to me experience a setback, I can easily come up with ways to help them overcome their distress. Most of the time Often Sometimes Rarely Almost never

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