Abstract Views :198 |
PDF Views:7
Authors
Affiliations
1 School of Management, KIIT University,
Bhubaneswar, Odisha, IN
Source
Parikalpana: KIIT Journal of Management, Vol 6, No 1-2 (2009), Pagination: 65-79
Abstract
This paper investigates the relationship between emotional intelligence and work performance of executives. To represent emotional intelligence, emotional quotient has been used as the measure. The sample for the study was executives of middle and top level management from executives working in the north-eastern region of a central public sector undertaking (CPSU) in India. For the purpose of confidentiality the name of the CPSU has not been disclosed. The north eastern region was selected for the study on the request of the CPSU. They felt that the NE region's organizational entities are considered as organizations within organizations. The instrument for measuring emotional quotient through a questionnaire was developed by Chadha (2003) and Singh (2003). The data on performance of these executives were collected from the CPSU. In the first stage, the score of EQ was compared with the level of performance. It was found that people with high EQ were not necessarily high in performance. In the next stage, the responses of the sample against each dimension in the instrument used were analysed with the performance of the executives. The finding in the first stage was reinforced during the second stage of analysis. The conclusion from this is that the performance appraisal process of the CPSU itself needs evaluation.
Full Text
