Firstly, we cannot express sufficient appreciation to our advisor Mrs. Koran Taker. We are fortunate to have such a passionate and exemplary advisor. Her patience and support enabled us to overcome the challenges encountered by us during our entire journey as an MBA student. She has read our dissertation literally word by word and provided insightful and invaluable feedback that we would not have been able to receive from anyone else. We have truly learned from her how to live as a scholar, a teacher, and a Mentor. We also thank our H. O. D. Ms.
Supreme Sinai, for building our inundation as a researcher and teaching us how to write a dissertation. We owe a debt of gratitude to all of the Lovely Professional University colleagues in the program. We also want to thank members of LEAP for their prayers and support. They treated us like their own family. Our love and appreciation go to our family for their endless support. Special thanks to our parent’s, who have provided all of the wonderful opportunities in our life. Executive Summary Emotional intelligence is gaining prevalence in all the walks of personal and professional lives of individual as well as the organizations.
With the increasing individual adapt better and manage a meaningful work life with enhanced values and ethical standards. It is desirous on the part of the organizations to tap this potential and lead the company towards an ethical work environment leading to effective performance and heightened satisfaction. With this forethought in mind, the current paper sets out to examine the relationship between the dimensions of emotional intelligence and HARD climate at workplace in Indian Banking sectors.
The results suggest that emotional intelligence and its dimensions are significantly related to HARD climate at workplace and variables of emotional intelligence namely, elf awareness, interpersonal connectivity and emotional regulation have a predictive relationship with HARD Climate at workplace. In this study, it was investigated whether there is any impact of HARD Climate on emotional intelligence (II). A survey questionnaire was administered to 1 50 employees from different Banks in Calendar.
In this context, HARD is playing an important role in the organizations. HER meaner employees in organization, who work to increase the profit for organization. Development, it is acquisition of capabilities that are needed to do the present Job, or the future expected Job. HARD is the process of helping people to acquire competencies. Climate, this is an overall feeling that is conveyed by the physical layout, the way employees interact and the way members of the organization conduct themselves with outsiders.
Organizational climate is a set of characteristics of an organization. To survive it is very essential for an organization to adapt itself to the changes in the environment and also continuously prepare their employees to meet the challenges; this will have a positive impact on the organization. The HARD climate is changing due to some factors which are influencing change in the business scenario which are globalization, merger and acquisitions, technology, outsourcing. The HARD climate plays a crucial role in determining organizational performance.
The objective of incorporating HARD mechanism is to develop the individual as a person to continuously recognize, develop and use their potential. This will develop the individual in relation to their Job and their future expected role. The overall impact would be the development of the organization as a whole to promote capabilities of the employees. This would create a climate conducive to accomplish organizational effectiveness. The success of an organization largely depends on the favorable HARD climate.
Existence of a favorable HARD climate will give space to a supportive atmosphere which allows the employees to improve their skills. A proper functioning HARD climate is like an investment on employees which will lead to higher returns in terms of increased performance. The employee giving higher performances will definitely be content with his Job and personal development and will step to the other level of emotionally stable. HARD mechanisms are required for the growth of a company and the idea is that the entire process should be transparent and known to all the employees.
The real concern is to find out the area which needs which needs improvement. There are many HARD mechanisms available to develop the competencies and skills of employees and improve the overall organizational climate. The HARD mechanisms are like performance appraisal, potential appraisal, feedback  resource planning, recruitment, selection and placement. Besides this, trend in the organizations is changing these days. To attain personal and organizational success the factors required go beyond the intellect, such as maturity, empathy, communication, stability.
To understand and manage emotions is very much important when working in an organization. We are all aware of IQ or intelligence quotient. But we are not much familiar with emotional intelligence. Emotional intelligence was popularized by Daniel Coleman in his book, Emotional Intelligence. The concept of emotional intelligence is a broad term that encompasses a wide range of individual inherent skills and capabilities, usually called soft skills or inter and intra-personal skills, which fall outside the category of that are outside the conventional skills and knowledge.
Emotional intelligence is more like being fully acquaint of our own emotions and behavior pattern and their dynamic relationship with traditional intelligence. The emotionally intelligent person will be able to handle pressures and adapt to the continuous work related changes. Both emotional intelligence and cognitive intelligence are like two sides of the coin which are really essential for the human mind. It is said that if one is lacking the other part has to be compensated to accustom and survival. Since 1990, Peter Salvoes and John D.
Mayer have been the leading researchers on emotional intelligence. In their influential article “Emotional Intelligence,” they defined emotional intelligence as, “the subset of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to criminate among them and to use this information to guide one’s thinking and actions” (1990). As they defined emotional intelligence, they also proposed four branches of emotional intelligence which are perceiving emotions, reasoning with emotions, understanding emotions and managing emotions.
The idea is to see that if good HARD climate helps in retaining the employees and increase their level of motivation to perform better and stay in the organization. The purpose of the study is to study about what are the implications of HARD mechanism in developing emotional intelligence among the employees. Significance of the Study This study is one of the first known attempts to uncover the relationships among El and HARD climate in empirical research. Because it is currently difficult to find an empirical study that integrates these concepts, this study can provide foundational knowledge for further research on the topic.
The results of this study will also have implications for practitioners in the field of human resource development. Though applications of El are already actively used in training and development programs after the concept was popularized by Coleman (1995), the problem is that there is not efficient scientific evidence for the effect of El in the workplace (Matthews et al. , 2002). Though there are a few studies that have found significant relationships considered neither the contextual factors of the work settings nor the effect of emotional intelligence experienced by workers.
Thus, it is still not certain in which circumstances El and HARD climate have an effect on work outcomes. This study will identify the contextual factors that interact with the employee’s El to bring about consequences in the workplace. Therefore, human resource development restrictions may be able to apply the findings of this study in exploring the possibilities of designing and implementing El development programs. There is still a lack of research on the construct in the field of human resource development . F significant relationships among employees’ El are found in this study, practitioners may apply this finding to explore the possibility of reducing employees El . Limitations of the Study 0 Because this study will be conducted in specific work settings, the findings may not be applicable to a Job environment with different characteristics. 0 Also, the results of his study may not be generalized to employees in organizations that have a different culture because emotion display rules are a function of societal norms, occupational norms, and organizational norms. In addition, caution is needed when interpreting the results of this study. Even if an individual’s El is found to have positive effects, this does not necessarily imply that people with high El should be selected when organizations hire employees. Nor will this  research provide any evidence about whether El development programs are possible or effective. 0 Finally, there is much controversy over whether emotions can be assured empirically. Thus, the limitations of the instruments used in this study may have an effect on the usefulness of the results in a workplace setting.
Objectives:o To study the implication of HARD mechanism on emotional intelligence. Hypothesis:Ho -There is no significant relation between HARD mechanism and emotional intelligence. Hal- There is a significant relation between HARD mechanism and emotional intelligence. Definitions of Key Terms Key terms in this study are defined as follows. Emotional intelligence (E’) :-is the ability to identify, assess, and control the emotions of oneself, of others, and of groups. It can be divided into ability El and trait El.
Ability El is usually measured using maximum performance tests and has stronger relationships with traditional intelligence, whereas trait El is usually measured using self-report questionnaires and has stronger relationships with personality. Emotional awareness:-emotional awareness is the first step needed towards getting an emotion in order to be able to get rid of it. For example you might be feeling happy while being with your friends then suddenly and out of no where your mood swings.
This didn’t happen out of nothing as it seemed but you Just didn’t notice the trigger hat resulted in the mood swing because you didn’t develop proper emotional awareness Self-assessment: -Self assessment is the process of looking at oneself in order to assess aspects that are important to one’s identity. It is one of the motives that drive self-evaluation, along with self-verification and self-enhancement. Self-confidence:-self confidence relates to self-assuredness in one’s personal judgment, ability, power, etc.
Self-control:-Self control is the ability to control one’s emotions, behavior, and desires in order to obtain some reward, or avoid some punishment. Presumably, some smaller) reward or punishment is operating in the short term which precludes, or reduces, the later reward or punishment. Empathy:-Empathy is the capacity to recognize emotions that are being experienced by another sentient or fictional being. Performance Appraisal:-let is a method by which the Job performance of an employee is evaluated.
Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations. Feedback:- Information about reactions to a product, a person’s performance of a task, etc. , used as a basis for improvement. Social competence:-Social competence is a complex, multidimensional concept consisting of social, emotional (e. G. , affect regulation), cognitive (e. G. , fund of information, skills for processing/acquisition, perspective taking), and behavioral (e. . , conversation skills, proboscis behavior) skills, as well as motivational and expectancy sets (e. G. , moral development, ceaselessly) needed for successful social adaptation. Social competence also reflects having an ability to take another’s perspective concerning a situation, learn from past experiences, and apply that learning to the changes in social interactions. Personnel competence:- The set of individual personality traits which enable individuals to manage themselves independently and capably.
Emotional Intelligence: Conceptual framework Concepts of intelligence have evolved over the last 100 years. In the first half of the 20th century, there was a common belief that the adequate measure of IQ test. But looking into the findings of current researches, it is said that the IQ scores as the measure of intelligence need to be interpreted with caution. Academics as well as the practitioners have conveyed that the intelligence of human beings and its implications for the organization should be considered from the cognitive and emotional perspectives.
They say that as compared to cognitive intelligence, it is the emotional intelligence that has greater relevance to organizational successes. In 1900 Alfred Binge begins administering tests to French school children for intelligence and first large scale administration of IQ test was held to US army. The notion of El can be traced to Thorniness (1920) concept of social intelligence, Heckler’s (1940) proposition conceptualization of of non-intellective abilities as well as Gardener’s (1983) personal intelligence. However, the term of ’emotional intelligence’ (E’) owes its origin to Salvoes and Mayer (1990).
They originally defined emotional intelligence as the ability of an individual to monitor one’s own and others emotions, to discriminate among the positive and negative effects of emotion and to use emotional information to guide one’s thinking and actions. Then emotional intelligence has been popularized by Coleman (1997), the concept is derived from social intelligence Monsoons and Indris, 1999). Unlike abstract intelligence, which refers to the ability to understand and manipulate symbols, or concrete intelligence, social intelligence refers to the ability to understand and relate to people.
According to the Coleman”s emotional intelligence model he identifies four emotional intelligence domains and 19 associated competencies. These four domains are self awareness, self management, social competence and social management El is also can define as an individual’s ability to accurately perceive reality so as to understand and regulate their own emotional responses as well as adapt and respond to others (Mayer and Salvoes, 1997; Paltrier, 2002). This emerges as four interrelated social skills, grouped around knowledge, perception, regulation and mineral intelligence (Mayer and Salvoes, 1997).
Leaving aside general intelligence, the other components relate to the individual’s ability to manage their emotional response (Coleman, 1998; Mayer and Salvoes, 1997).  Emotional perception allows individuals to respond congruently, as they recognize their own and others” emotional responses. Emotional regulation meaner individuals self-monitor the intensity and direction of their own and others “emotional responses, as Paltrier (2002) highlights, allowing them to moderate negative emotional reactions and remain positive.
Regulation, the third component, allows individuals to utilize their emotional knowledge to promote creativity and flexibility, framework be personalized in the following ways. First, individuals who understand their own emotions can more accurately identify their responses and so change if need be. Second, the intellectual use of emotions meaner individuals” cognitive decisions are more acute, so they are better able to assimilate information, make Judgments or be creative and solve problems.
This suggests emotionally intelligent people are more self-aware regarding their strengths and limitations, and because of this they are claimed to be more confident, optimistic, legible, innovative and comfortable with new ideas (Black, 1999; Coleman,1998; Mayer and Salvoes, 1997). Clearly,employees offer advantages to contemporary organizations wanting to gain competitive advantage through adaptability, rapid response and change innovation. At this point, we must acknowledge that studies of emotional intelligence are in their infancy, with some questioning the veracity of the concept (Hunt, 2001) and its measures (Becker, 2003).
Relationship of Emotional Intelligence with other organizational factors Factual Ihram. Et. Al. (2002) investigated the relationships of the five dimensions of emotional intelligence: self-awareness, self-regulation, motivation, Emma-thy, 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 Macaw, South Africa, and Portugal).
The results in the U. S. Suggested that self- awareness is positively associated with agglutination, empathy, and social skills; self regulation is positively associated with empathy and social skills; empathy and social kills 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 were noted and implications for organizations discussed. [1 1] Brewer,et. L(2012) examined different models of emotional intelligence with respect to capability, competency, and traits. It offered a comparison of emotional intelligence with other leadership styles and the associated skill sets which can be both learned and taught. It discussed the implications of emotional intelligence as to organizational culture wherein examined are the applicability of business models with other theories of emotional intelligence. Detailed are information on the ability and mental model of emotional intelligence which can be achieved at four levels from infancy to adulthood.
Gulling trip also carried out study on emotional intelligence on the different model of emotional intelligent with respect to capability, competency,trait. Laura. Et. Al. (2011) examined the effects of emotional intelligence on getting along and getting ahead leadership behaviors at work. The results found room an analysis of a dataset derived from a 3600 leadership behavior survey effect on collaborative behaviors at work, and collaborative behaviors directly affect the inspirational side of leadership performance.
Floret Elizabeth also visualized the study and examined the effects of emotional intelligence on getting ahead leadership behavior at work. Gardenia. Et. Al(2012) conducted a study to investigate the relationship between emotional intelligence and agility of the workforce in order to determine how indicators of emotional intelligence facilitate the agility at the individual level. Statistical Population of this study included managers, supervisors and staffs of food companies and the simple random sampling method was used. The survey results have showed that emotional intelligence factors have an impact on workforce agility.
The results also have revealed that factors which are related to interpersonal competence (Self-awareness, self-control and self-motivation) have more effects on the agility than factors which are related to social competence (empathy and relation management) and have a greater role in workforce agility changes. Toadied Massey. Et. Al (2010) assessed a study to investigate the relationship twine emotional intelligence and variety of organizational powers among them is one of the research goals. Pearson correlation and a questionnaire were the tools used to collect data.
The results shown that there is a directionally positive relationship between emotional intelligence and the tendency to admittance of expert and referent power. Moreover, there is a reverse relationship between emotional intelligence and the tendency to admittance of coercive power, legitimate power and reward power. Should Stayed. Et. Al (2010) demonstrated a study to measure the effect of emotional intelligence and  ender on Job satisfaction in three different governmental organizations in Egypt (Information and Decision Support Center (ODDS), Ministry of Communications and Information Technology (MIMIC) and (N.B.).
A survey method was used to gather 48 questionnaires from employees who have worked in the three organizations. It employed a linear regression with emotional intelligence and gender as the independent variable. The results lead that employees who are of high emotional intelligence are more satisfied with their work more than the employees who are of low emotional intelligence. The outcomes of testing the research hypotheses showed here major findings: First, gender has insignificantly influenced with Job satisfaction, second, emotional Intelligence significantly influences with Job satisfaction.
Third, emotional intelligence and gender interact to influence with Job satisfaction. Emotional Intelligence at the Workplace: The benefits of applying El in the workplace may include higher tolerance for stress, better people management skills and more effective performance as part of a team (Killeen, 1996). Researches have also showed the linkages between Job satisfaction and El. Higher levels of El predicted higher levels of Job satisfaction and stronger inspections with co-workers and supervisors (Abraham, 1999).
Fisher (2000) linked emotions and moods with Job satisfaction. Recently, Cote and Morgan (2002) found that amplification of positive emotions increased Job satisfaction while suppression of unpleasant emotions decreased Job satisfaction. The El construct has important (Cooper and Safe, 1997) . In the organization domain, several studies examine the relevance and prevalence of emotional intelligence in the context of the corporate sector.
Sings (2003) compared Japanese and Indian managers and concluded that Japanese managers were high on thinking, while Indian managers were high on leaning. Further it has been argued that since Indians, by and large have high affiliation need, this needs to be tapped effectively through the appropriate use of the concept of El that yields enhancement in productivity. This shows that the need of El is not uniform across occupations. The relationship of El was studied with leadership effectiveness, success and Job satisfaction among Indian army officers by Survivalist (2003).
It was found that emotionally more intelligent army officers adopted a transformational style of leadership to motivate their subordinates to perform beyond expectations. They also perceived them to be more successful in their careers. Highs (2004) have studied the relationship between  emotional intelligence and performance in UK call centers. To explore the relationship between the El of call center agents and ratings of their performance, a sample of 289 agents from three organizations was studied.
Results included a strong relationship between overall El and individual performance as well as between several El elements from the model and performance concluding that individuals having good emotional intelligence were better on their work performance. Another study examining the relationship of emotional intelligence and job satisfaction among 291 Indian army officers using a structured interview schedule was reported by Survivalist (2004). The result showed that the overall regression equation between the dimensions of El as predictors and Job satisfaction as criterion variable was not significant.
This result suggested that El does not contribute towards satisfaction with the Job. Whereas, other researches have showed the linkages between Job satisfaction and El. Higher levels of El predicted higher levels of Job satisfaction and stronger connections with co-workers and supervisors Abraham,1999; Kahn, 1990). Vender Zee and Wave (2004) examined the usefulness of trait emotional intelligence among a sample of 1,186 top managers who filled out questionnaires for emotional intelligence and were evaluated by a consultant on their competencies.
Three higher order factors were found to underlie the Bar-on emotional quotient Inventory (Bar-On,1997): Sense of accomplishment, empathy and playfulness. On the whole, top managers scored higher on the El dimensions compared with a general population sample. High El scores were particularly found among managers from enterprising occupational environments hat is environments dominated by activities that entail persuading the leading others to attain organizational goals or economic gain.
Another review was reported by Giddier, Matthews and Roberts (2004) for conceptualizations and empirical evidence in support of emotional intelligence and its claimed role in the occupational environment. Consideration is given to the purported status of El in occupational and career assessment (with particular emphasis on personal selection and placement), Job performance, and satisfaction. Overall this review demonstrates that recent
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