A report on significance of emotional intelligence and its impact on job satisfaction at liberty shoes ltd.,

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LOVELY PROFESSIONAL UNIVERSITY
DEPARTMENT OF MANAGEMENT

Report on Summer Training

SIGNIFICANCE OF EMOTIONAL INTELLIGENCE
AND ITS IMPACT ON JOB SATISFACTION

Submitted to Lovely Professional University

In partial fulfillment of the
Requirements for the award of Degree of
Master of Business Administration

Submitted by:
Name of the student:
University Roll No.
Reg No:

DEPARTMENT OF MANAGEMENT
LOVELY PROFESSIONAL UNIVERSITY
PHAGWARA
( 2008-2010 )



ACKNOWLEDGEMENT

“Sometimes our light goes out,
But is blown into flame by another human being.
I owe deepest thanks,
To those who have rekindled this light”

Acknowledgement is the perfect way to convey heartiest thanks to all outstanding
personalities.

I consider myself fortunate to receive my summer training in an esteemed organization
like LIBERTY SHOES LTD. Yet the opportunity could not have been utilized without
the guidance and support of many individuals.

I am grateful to all staff members for providing me the required documents, which
lead to the successful completion of this project in its present shape.



Table of contents:

NO. PAGE NO.

1.0 INTRODUCTION 4

1.1 Emotional Intelligence 4

1.2 Job Satisfaction 12

1.3 EI and Performance 13

1.4 Use of EI in HR Application 14

1.5 Objective, Need, Scope and Research methodology

1.6 Research Methodology

2.0 LIBERTY INTRODUCTION 18

3.0 LITERATURE REVIEW 20

4.0 EMOTIONAL INTELLIGENCE AND JOB SATISFACTIO 28

5.0 SUMMARY 66

5.1 Findings 67

5.2 Limitations 68

5.3 Recommendations 69

6.0 BIBLOGRAPHY 70

7.0 QUESTIONNAIRE 71



1. Introduction to the Subject

In the present scenario, cut throat competition, stretched goals, cultural differences
among the diverse workforce and imbalanced work life have lead to increasing level of
stress in employees, also increase the job dissatisfaction. This satisfaction adversely
affects the performance of the employees and becomes an undesirable and paramount the
organization problem. Hence the scientific researchers shown that the emotional
intelligent person is more adaptive to the environment and more productive for the
organization. Therefore, tools stress due to the job dissatisfaction can prove to be
important for making the employees more efficient and effective. Research also reveal
that emotional quotient contributes 80% in the success of the person as compared to the
20% contribution of the intelligence quotient (IQ) only.
Therefore, EQ is undoubtedly a very important dimension of a person’s personality.
Researchers also suggest that Emotional Intelligence oriented interventions can be
successful tools for making employees more job satisfied and stress less.
By developing our Emotional Intelligence 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 contains many
elements known to reduce stress for individuals and organizations, by decreasing
conflicts, improving relationships and understanding and increasing stability, continuity
and harmony which leads to the job satisfaction.

1.1 Emotional intelligence

To understand the concept of emotional intelligence,it would be useful to have an idea of
what emotions are . the word emotion comes from the latin word motere which means to
move this donates that all emotions induce desire to act the Oxford English dictionary
defines emotions as , any agitation or disturbance of mind ,feelings, passion.

Emotional intelligence is the “capacity for recognizing our own feelings and those of
others, motivating ourselves, and managing emotions well, in ourselves and in our



relationships”.from definition we can identify that emotional intelligence has two major
components:

PERSONAL COMPETENCE

SOCIAL COMPETENCE

Personal competence includes awareness of the self, i.e understanding one own emotions,
feelings etc and management of the self, i.e the ability to deal with changing situations.
Social competence means social awareness and management of relationships. Social
awareness is the ability to understand the feelings of others while management of
relationships is the ability to work effectively with other persons.

According to (Higgs and Dulewicz ,1999), EI is to achieve one's goals through the ability
to manage one's own feelings and emotions, to be sensitive to, and influence and to
balance one's motives and drives with conscientious and ethical behavior. EI is
conceptualized as an intrapersonal construct in these definitions. According to other
academics, EI is related to understanding and managing ones own and others' feelings
and emotions (Cooper and Sawaf, 1998; Goleman, 1998).

(Salovey and Mayer 1990) defined EI as a form of social intelligence that involves the
ability to monitor one's own and others' feelings and emotions, to discriminate among
them, and to use this information to guide one's thinking and action. They conceptualized
EI as conceptually related mental abilities that can be divided into four branches

1. The ability to recognize emotion/Perception of emotion.
2. The ability to use emotions to assist the thought process
3. The ability to Understanding emotions./aware of emotion
4. The ability to Managing emotions (Mayer and Salovey, 1997).

The first branch involves the ability to understand emotions from the facial expression
and postures of a person . It involves the perception of a emotions expressed through non



verbal channels of communication .The second branch involves the ability to use
emotions to assist the thought process. Understanding emotions is the ability to
understand emotional information, to understand how emotions combine and progress
through relationship transitions, and to appreciate such emotional meanings. In addition
to these, managing emotions is the ability to be open to feelings, and to modulate them in
oneself and others so as to promote personal understanding and growth. It is also stated
that EI comes out if a person uses his or her competencies at the right time and place.
Thus, EI can be considered as emotional competencies that a person uses in self-
management and in relationships with others. These competencies supply effective
communication among individuals and control of emotions (Boyatzis et al., 2000).

The concept of emotional intelligence received worldwide attention in 1995 with the
publication of the book Emotional Intelligence .Why It Can Matter More Than IQ by
Goleman .Goleman defined emotional intelligence as: “a different way of being smart .
It include knowing your feelings and using them to make good decision; managing your
feelings well; motivating yourself with zeal.

According to (Goleman, 1998), the emotional competencies are both linked to emotional
intelligence and they are based on emotional intelligence. EI indicates a person's
“potential” to learn basic practical skills. Emotional competencies indicate the degree of
application of the potential while working. These competencies are learned and they lead
to higher performance at offices/working areas. High EI does not guarantee the
development of emotional competencies, it only shows that there is a potential to improve
emotional competencies. Therefore, a certain level of emotional intelligence is necessary
to learn the emotional competencies (Gowing, 2001). For instance, the ability to
recognize exactly what another person is feeling enables one to develop a specific
competency such as influence. Similarly, people, who are able to regulate their emotions,
will find it easier to develop a competency such as initiative or achievement drive
(Cherniss, 2000).

Goleman attests that the best remedy for battling our emotional shortcomings is
preventive medicine. In other words, we need to place as much importance on teaching



our children the essential skills of Emotional Intelligence as we do on more traditional
measures like IQ and GPA.

"Emotional Intelligence is a master aptitude, a capacity that profoundly affects all other
abilities, either facilitating or interfering with them."--Daniel Goleman

The term encompasses the following five characteristics and abilities:

 Self-awareness--knowing your emotions, recognizing feelings as they occur, and
discriminating between them

 Mood management--handling feelings so they're relevant to the current situation
and you react appropriately

 Self-motivation--"gathering up" your feelings and directing yourself towards a
goal, despite self-doubt, inertia, and impulsiveness

 Empathy--recognizing feelings in others and tuning into their verbal and
nonverbal cues

 Managing relationships--handling interpersonal interaction, conflict resolution,
and negotiations



Goleman’s definition of emotional intelligence proposes four broad domains of EQ
which consist of 19 competencies:

Self-Awareness
• Emotional self-awareness: Reading one's own emotions and recognizing their
impact

• Accurate self-assessment; knowing one's strengths and limits
• Self-confidence; a sound sense of one's self-worth and capabilities



Self-Management
• Emotional self-control: Keeping disruptive emotions and impulses under
control

• Transparency: Displaying honesty and integrity; trustworthiness
• Adaptability: Flexibility in adapting to changing situations or overcoming
obstacles
• Achievement: The drive to improve performance to meet inner standards of
excellence
• Initiative: Readiness to act and seize opportunities
• Optimism: Seeing the upside in events

Social Awareness
• Empathy: Sensing others' emotions, understanding their perspective, and
taking active interest in their concerns

• Organizational awareness: Reading the currents, decision networks, and politics at
the organizational level
• Service: Recognizing and meeting follower, client, or customer needs

Relationship Management
• Inspirational leadership: Guiding and motivating with a compelling vision

• Influence: Wielding a range of tactics for persuasion
• Developing others: Bolstering others' abilities through feedback and guidance
• Change catalyst: Initiating, managing, and leading in a new direction
• Conflict management: Resolving disagreements
• Building bonds: Cultivating and maintaining a web of relationships
• Teamwork and collaboration: Cooperation and team building

ANALYZING THE IMPACT OF EMOTIONAL INTELLIGENCE IN THE
WORKPLACE



Emotions are all-pervasive in an organisation. These emotions can either positive and
negative .Both these types of emotion will have an effect on the behavior of
employees and this in turn will affect the total organizational culture.

NEGATIVE EMOTIONS IN WORKPLACE

Many organisational problems such as absenteeism, high employee turnover, decreased
productivity,etc, can have their roots in the negative emotions in the organization to
which authorities have not paid attention. Some of the indicators for the existence of
negative emotions at the workplace are the following.

Poor working conditions

Lack of job security

Lack of team effort

Poor career prospects

Employees who are not suited for the job

Very high or low levels of stress

Lack of job security

Constant fear of change in the organisation

Negative emotions that are not recognized can become toxic in an
organisation. If unchecked ,these emotion can lead the organization into serious trouble,
affecting the normal work-flow of the organization . following are some of the existence
of negative emotions at the workplace.

Low productivity

Absenteeism



High employee turnover

Lack of motivation

Increase in conflicts

Loss of team spirit

Loss of faith in organisation

Reduction in production quality

Increase in customer complaints

POSITIVE EMOTIONS IN WORKPLACE

Positive emotions in the workplace are those which helps in achievements of
organisatoinal goals. They can lead to high morale, improved performance, and better
job satisfaction. People who have positive emotions can think better and do their work
more effectively. Healthy employees are the asset of organisation as there will be
reduced absenteeism due to sickness and as a result ,reduced on spending on medical
benefits

EMOTIONAL INTELLIGENCE IN INDIAN ORGANISATIONS

Many Indian organisation have realized the importance of emotional intelligence and
have come out with innovative ways to motivate employees who are high on emotional
quotient and low on monetary cost to the organisation .These ‘reward and recognition’
programs which include cash incentives ,gift certificates, and stock plans ,and paid
holiday packages-all of which are aimed at motivating the employees emotionally.

Emotional Intelligence as a factor for managerial promotions in Tata Group



The Tata group which has about 10,000 managers all together , has developed a method
to continuously evaluate its managers with a high level of objectivity. They have
developed a matrix which tracks the emotional intelligence which they call ‘energy’ of
their managers against intuition which they call ‘experience’ . The distinctive leaders as
per this matrix have multi-location and multi-functional ‘experience’. they should also
have a high level of physical , emotional , and intellectual energy.

The analysis provided by the matrix helps the group to keep track of the potential leaders
in the group and utilize their abilities for the betterment of the group . the matrix is fairly
easy to follow and provides a rational basis for tracking key managers and in
idennnnnnntifying high performers or proven leaders.

L’Oreal’s experiment with Emotionally Intelligent Salespersons

Cosmetic major L’Oreal gives importance to emotional intelligence as one of the criteria
for selecting applicants for sales jobs. The company realized that the sales staff chosen
on the basis of emotional intelligence was more productive than those who were not
selected on this basis . the sales staff chosen on the basis of emotional intelligence
achieved higher sales figures than those who were not selected based on emotional
intelligence as one of the selection criteria . it was also observed that the sales staff that
was choosen on the basis of emotional intelligence stayed longer at the job than others.

‘

1.2 Job satisfaction

Job satisfaction refer to the collection of feelings that an individual holds towards
his or her job . A person with a high level of job satisfaction holds positive feelings
about the job , while a person who is dissatisfied with his or her job holds negative
feelings about a job .

Job satisfaction describes how content an individual is with his or her job. Job
satisfaction has been defined as a pleasurable emotional state resulting from the appraisal



of one’s job, an affective reaction to one’s job, and an attitude towards one’s job. (Weiss
2002) has argued that job satisfaction is an attitude but points out that researchers should
clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs
and behaviours. This definition suggests that we form attitudes towards our jobs by taking
into account our feelings, our beliefs, and our behaviors. The happier people are within
their job, the more satisfied they are said to be. Job satisfaction is not the same as
motivation, although it is clearly linked. Job design aims to enhance job satisfaction and
performance, methods include job rotation, job enlargement and job enrichment. Other
influences on satisfaction include the management style and culture, employee
involvement, empowerment and autonomous work groups. Job satisfaction is a very
important attribute which is frequently measured by organizations.

1.2.1 Job satisfaction and emotions

Mood and emotions while working are the raw materials which cumulate to form the
affective element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be
longer lasting but often weaker states of uncertain origin, while emotions are often more
intense, short-lived and have a clear object or cause. There is some evidence in the
literature that state moods are related to overall job satisfaction. Positive and negative
emotions were also found to be significantly related to overall job satisfaction. Frequency
of experiencing net positive emotion will be a better predictor of overall job satisfaction
than will intensity of positive emotion when it is experienced. Emotion regulation and
emotion labor are also related to job satisfaction. Emotion work (or emotion
management) refers to various efforts to manage emotional states and displays. Emotion
regulation includes all of the conscious and unconscious efforts to increase, maintain, or
decrease one or more components of an emotion. Although early studies of the
consequences of emotional labor emphasized its harmful effects on workers, studies of
workers in a variety of occupations suggest that the consequences of emotional labor are
not uniformly negative.



It was found that suppression of unpleasant emotions decreases job satisfaction and the
amplification of pleasant emotions increases job satisfaction. The understanding of how
emotion regulation relates to job satisfaction concerns two models:

1. Emotional dissonance. Emotional dissonance is a state of discrepancy between
public displays of emotions and internal experiences of emotions, that often
follows the process of emotion regulation. Emotional dissonance is associated
with high emotional exhaustion, low organizational commitment, and low job
satisfaction.

Social interaction model. Taking the social interaction perspective, workers’ emotion
regulation might beget responses from others during interpersonal encounters that
subsequently impact their own job satisfaction. For example: The accumulation of
favorable responses to displays of pleasant emotions might positively affect job
satisfaction. Performance of emotional labor that produces desired outcomes could
increase job satisfaction

1.3 EI and performance
A study of Indian situation confirmed the positive interrelationship between job
satisfaction , job performance and job motivation.

Recent studies showed that EI based competencies are better predictors of performance
than IQ by itself (Cherniss, 2000; Feist and Barron, 1996; Snarey and Vaillant, 1985).
Success depends on not only EI, but also EI based on competencies (Goleman, 2001a).
Emotional competencies indicate the level of individuals' work performance. That is to
say, even though they have similar IQ levels, individuals may have different work
performance because of their EI. (Sevinc, 2001; Emmerling and Goleman, 2003). A
discriminate function analysis indicated that EI scores were able to fairly identify high
and low performers (Bar-On, 2005). An analysis of job competencies at 286
organizations worldwide by Spencer and Spencer (1993) indicated that eighteen of the 21
competencies in their generic model for distinguishing superior from average performers
were EI based (Goleman, 2001b).



McClelland (1998) investigated that the division of leaders of a global food and beverage
company with a critical mass of strengths in EI competencies outperformed yearly
revenue targets by a margin of 15 to 20 percent. Among life insurance company CEOs,
the very best in terms of corporate growth and profit were those who drew upon a wide
range of emotional competencies (Goleman, 2000). (Boyatzis's ,1999) research showed
that experienced partners at a large consulting firm contributed significantly more profit
to the firm from their accounts if they had demonstrated a significant number of the
emotional competencies.

1.4 Use of EI in HR applications

The importance of emotional competencies and their relation to performance lead
organizations to develop and maintain emotional intelligence in their present employees
(Emmerling and Goleman, 2003). Therefore, human resources (HR) departments use
more emotional competencies based applications. There are basically two ways to
increase emotional intelligence in an organization:

1. Hire people who are emotionally intelligent.
2. Develop emotional intelligence of the current employees (Jacobs, 2001).

For both of the applications organizations need to determine competency models for
every position and job that describe the key competencies that are required for a certain
job (McLagan, 1980). These competency models can be either set for the organization
itself or determined for every occupation groups such as sale, marketing, HR.



1.5 Objective, Need, Scope And Research Methodology

1.5.1 Objectives of the Study
 To study the co-relation between Job Satisfaction and Emotional Intelligence.
 To find out the satisfaction level of the employees at Liberty Shoes LTD Karnal.
To suggest measures to improve the satisfaction level of employees.

Need of the Study

LIBERTY is doing a lot of retrenchment these days and employees are suffering from a
slot of stress these days and are highly dissatisfied with their job. Research says that
Emotional Intelligence helps to reduce stress by 66%.So by this study I will be able to
find that whether there is any correlation between Emotional Intelligence and Job
Satisfaction and if there exists a corelation than how company can use it to enhance the
performance of employees.

1.5.3 Scope of study

This proposed study is being limited to LIBERTY SHOES LTD,Karnal. This proposed
study will help to find the impact of Emotional intelligence on job satisfaction .

1.6
Research Methodology

Method is a way of doing something and methodology is a set of methods used in a
particular area of activity. The research methodology employed in the research is as given
by Philip Kotler.
 Developing the problems and research objective
 Developing the information sources.



 Collecting and analyzing the information
 Presenting the information

1.6.1 Research problem

Significance of Emotional Intelligence and its impact on Job Satisfaction at
LIBERTY SHOES Ltd.

1.6.2 Research Design

Research Design is a series of advanced decisions that taken together comprise a master
plan or model for the conduct of an investigation. So research design provides a
framework of plan for study, which guides the collection, measurement, analysis, and
interpretation of the data. The research carried out here is descriptive in nature.
Descriptive research provides data about the population or universe being studied. It can
describe 5 W’s, 1H i.e. what, when, why, who, where, and how.

1.6.3 Sample Design and Size

The population of study is corporate office LIBERTY SHOES Ltd. And the sample size
of 100 employees working in Corporate office, LIBERTY Ltd. This study is based on
convenience sampling for which areas of are limited to LIBERTY SHOES Ltd,Karnal.

1.6.4 Method of Data Collection

The fourth step of research methodology is data collection. It can be done through
primary or secondary techniques. In this study both the techniques are used to collect the
data.

 To collect primary data a survey will be conducted on Employee Satisfaction



through a questionnaire, which will be filled by the employees of Corporate
Office. Various questions will be asked to gain maximum information from the
respondents.

 For secondary data I have referred journals, magazines and Internet.

1.6.5 Scaling Technique

Scaling techniques is used in this survey, for understanding the co-relation between
emotional intelligence and job satisfaction and the answers of the respondents are
elucidated by asking them to indicate their level of agreement on a given five point likert
scale with values ranging from “1” (strongly disagree) to “5” (strongly agree).

1.6.6 Hypotheses formation

In order to fulfill my first objective, following hypotheses is formed.
H0- There is no correlation between job satisfaction and emotional intelligence.
Ha- There is a correlation between job satisfaction and emotional intelligence.

1.6.7 Data Analysis and Interpretation

Weighted average will be calculated for all the values on the Likert scale and
CORELATION will be applied to check the relation between Emotional intelligence and
Job satisfaction.

The data is processed and analyzed by tabulation interpretation so that the findings can be
communicated and can be easily understood. The findings are presented in the best
possible way. Tables and graphs will be used for illustration of principal findings of the
research.



Overview of the industry
Development of the footwear industry in India
The footwear industry in India has been dominated by the unorganized sector. The
market size of the domestic footwear industry is around Rs120bn-150bn. According to
Liberty's estimates the organized sector occupies only 25% of the entire domestic
footwear market. Benefits available to the unorganized sector have given them an
opportunity to produce shoes at a much lower cost. Besides the dominance of the
unorganized sector, the footwear industry in India is driven only by necessity. The
average consumption of shoes is low at 0.6 pair per person as compared to the average
consumption of shoes world over which is 5-6 pairs per person. Footwear consumption in
India is not yet driven by fashion. The majority demand of shoes comes from need based
shoes like hawai chappals, 8 school shoes and plastic footwear. One of the primary
reasons for footwear not developing into an important fashion accessory is due to the lack
of availability of good footwear brands due to the large presence of the unorganized
market. Besides low consumption of shoes, the Indian footwear market is also
characterized by low average realizations which are presently close to Rs150 per shoe.
Footwear, as an industry has not been given the necessary opportunity to thrive. Tax
structure on footwear is higher as compared to tax on apparels. The excise on footwear is
16% while that on apparels in nil. VAT on footwear is also higher at 12% as compared to
4% on apparels With growth in organized retail as well as increasing consumer spend we
expect strong growth in the footwear sector. According to The Marketing Whitebook,
2005, 13% of a consumer's expenditure in organized retail is on footwear (Refer Exhibit
13). The average consumption of shoes in India is expected to go up to 1-1.5 pairs per
person over the next 2-3 years from the current average consumption of 0.6 pairs per
person. Along with consumption the average realization per shoe is also expected to go
up to Rs.300 from Rs.150 as on date. The recent introduction of the VAT regime has
given an opportunity to the organized sector to increase their share in the footwear
market. In this changing scenario in the footwear market, we believe that Liberty's
strategy of introducing various price points to cater to different income groups will help
them in garnering a greater market share. Moving up the value chain by introducing



brands to cater to higher income groups as well as putting up retail shops in malls will
auger well for the company. This strategy will help establish their
brands as well as increase margins. Another interesting aspect is the company's change in
focus from men's shoes to concentrating on shoes for the entire family.

ABOUT LIBERTY SHOES LTD.

Liberty Shoes Ltd. is the only Indian company that is among the top 5 manufacturers of
leather footwear in the world with a turnover exceeding U.S. $100 million. It produce
more than 50,000 pairs of footwear a day covering virtually every age group and income
category. Products are marketed across the globe through 150 distributors, 350 exclusive
showrooms and over 6000 multi-brand outlets, and sold in thousands every day in more
than 25 countries including fashion-driven, quality-obsessed nations like France, Italy,
and Germany.We produce more than 50,000 pairs of footwear a day covering virtually
every age group and income category. Products are marketed across the globe through
150 distributors, 350 exclusive showrooms and over 6000 multi-brand outlets, and sold in
thousands every day in more than 25 countries including fashion-driven, quality-obsessed
nations like France, Italy, and Germany

History

It was the 25th December of 1954 when India was nurturing its growth as a free country,
three dreamers in a small town in erstwhile Punjab thought of producing an Indian brand
of footwear to make a basic necessity available to their countrymen..Mr. D P Gupta, Mr.
P D Gupta and Mr. R K Bansal allowed their vision to cross every barrier and brought
cutting-edge technologies to their own country. Within a short span of time, the name,
Liberty became a synonym to quality footwear in the domestic market and this
encouraged the company to invest further for enhancing production capacities and to
cater to the demands of international markets.



With 50 years of excellence, today Liberty produces footwear for the entire family and is
a trusted name across the world. In the domestic market it is one of the most admired
footwear brands and holds the largest market share for leather footwear.

Review of literature

Goleman (1998) research demonstrates that Emotional Intelligence has proven to be
twice as important as any other competency in any job role. The tougher and more
challenging the role the more Emotional Intelligence becomes the important factor in
success. Sales people, high in emotional intelligence, have proven to outperform others
by up to 319%. He also found that 90% of exceptional leaders results are attributed to
their Emotional Intelligence and observed that being successful is much more than just
intelligence. IQ only accounts for about 4% to 20% of results. It shows the critical factor
for sustained achievement is not only a function of ability or talent but 80% of
achievement is dependent on Emotional Intelligence.

McClelland (1999) found that when senior managers had a critical mass of emotional
intelligence capabilities, their divisions outperformed yearly earnings goals by 20%.
Division leaders without that critical mass under performed by almost the same amount."
He found that the more positive the overall moods of people in the top management team,
the more cooperatively they worked together - and the better the company's business
results."

Egon Zehnder (2000) found that Emotional Intelligence Leads to Success in Top
Executives. Around the World For 515 senior executives analysed, those who were
primarily strong in emotional intelligence were more likely to succeed than those who
were strongest in either relevant previous experience or IQ. In other words, emotional
intelligence was a better predictor of success than either relevant previous experience or
high IQ. More specifically, the executive was high in emotional intelligence in 74 percent
of the successes and only in 24 percent of the failures The study included executives in



Latin America, Germany, and Japan, and the results were almost identical in all three
cultures.

George, J.M. (2000) reported that in Working With Emotional Intelligence, 80-90% of
the competencies that differentiate top performers are in the domain of emotional
intelligence. While IQ and other factors are important, it's clear that emotional
intelligence is essential to optimal performance. Leaders excellence begins and ends with
their inner resources: “Executives who fail to develop self-awareness risk falling into an
emotionally deadening routine that threatens their true selves. Indeed a reluctance to
explore your inner landscape not only weakens your own motivation but can also corrode
your ability to inspire others.

John Wiley & Sons, Ltd. (2000) investigates in his study the relationship between the
gender composition of an employee's work group and the employee's job satisfaction,
using a random sample over 1600 U.S. workers. After controlling possible confounding
variables, analysis shows that the level of an employee's job satisfaction is related to the
gender composition of the employee's work group, and that the relationship of these
variables does not differ between male and female employees. Both men and women
working in gender-balanced groups have higher levels of job satisfaction than those who
work in homogeneous groups. Employees working in groups containing mostly men have
the lowest levels of job satisfaction, with those working in groups containing mostly
women falling in the middle. These results are consistent with predictions based on
Blau's theory of social structure, that satisfaction would be highest for employees in more
heterogeneous groups

McClelland (2000) reviewed 30 companies and found that higher EI scores
differentiated the top performers from average ones. Some of the companies reviewed by
them are: In a landmark study of one of the UK's largest restaurant groups, there was
clear evidence that emotionally intelligent leaders were more effective. Managers high in
emotional intelligence had restaurants that outperformed others with increased guest
satisfaction, lower turnover, and 34% greater profit growth. The link between EQ and
leadership was also clear at PepsiCo. In a pilot project, executives selected for EQ



competencies far outperformed their colleagues, delivering, 10% increase in productivity,
87% decrease in executive turnover ($4m), $3.75m added economic value, over 1000%
return on investment. In organizations where leadership is most visible, the affect
(emotional behavior) of the leaders plays a major role. It could be seen clearly in the way
some teams "walk on tip toes" when the boss is "having a bad day." Perhaps that's why
their study showed the most effective leaders in the US Navy use EQ behaviors -- they
are warmer, more outgoing, emotionally expressive, dramatic, and sociable. A study
conducted by him of 358 leaders within Johnson and Johnson identified a strong link
between superior performing leaders and emotional competence. The conclusion is
powerful: "Emotional competence differentiates successful leaders."

HayGroup (2000) found that there is a great deal of research that links emotional
intelligence with individual performance and organizational productivity. Partners high in
emotional intelligence in a consulting firm delivered 139% more profit from their
accounts than other partners. Sales people trained in emotional intelligence competencies
achieved a sustained 87% improvement in sales and the training delivered in excess of
2000% return on investment in the first year. Sales people selected on emotional
intelligence competencies had 63% less turnover than those selected in the traditional
way. Insurance sales people strong in emotional intelligence sold policies on average of
twice the value of those low in emotional intelligence. Exceptional leaders attributed 90%
of their success to their emotional intelligence.

Eq Consortium (2000) A study of 80 Ph.D.’s in science who underwent a battery of
personality tests, IQ tests, and interviews in the 1950s when they were graduate students
at Berkeley. Forty years later, when they were in their early seventies, they were tracked
down and estimates were made of their success based on resumes, evaluations by experts
in their own fields, and sources like American Men and Women of Science. It turned out
that social and emotional abilities were four times more important than IQ in establishing
professional success and prestige.

Benjamin Schneider (2001) found that whatever kind of organization you run, a primary
measure of success would be the way your customers perceive you. Your organization's



ability to attract and retain customers requires far more than customer satisfaction. To
create loyal customers, organizations must endeavor for "customer delight.” Emotional
intelligence is at the core of relationships, and a sales maxim is that” relationships are
everything." Just how much do relationship factors affect sales and the customer’s view
of your organization? And what internal skills do your people need to create customer
delight? MetLife selected salespeople on the basis of optimism -- one of the emotional
intelligence competencies -- they outsold other MetLife salespeople by 37%. So the
emotional skills of people in your organization have a profound affect on the relationship
between the organization and your customers.

Boyatzis (2002) found in research conducted in Deming Center for Quality Management
that 50% of time wasted in business is due to lack of trust. In other words, emotional
intelligence has a profound impact on productivity and individual success. Perhaps that's
one reason why after a Motorola manufacturing facility used HeartMath's stress and EQ
programs, 93% of employees had an increase in productivity. Likewise, after supervisors
in a manufacturing plant received training in emotional competencies, lost-time accidents
were reduced by 50%, formal grievances were reduced from an average of 15 per year to
3 per year, and the plant exceeded productivity goals by $250,000.

Davidson (2002) found a significant correlation between the interpersonal emotional
component and specific performance. Thus the capacities of empathy, social
responsibility and social relations may predict better performance in the specific
characters of IA. Moreover, the correlation between EI and adjustment dimensions
showed significantly higher correlations; while cultural adjustment is not correlated with
any EI dimensions, interaction fit correlates with all the EI dimensions except for stress
management; adjustment at the work place was only correlated with intrapersonal
emotional component. The correlation between adjustment variables and success
variables shows that cultural adjustment is positively correlated with satisfaction among
global managers. Adjustment at work correlates negatively with the wish to terminate the
assignment. In other words, those who adjust less well to work show greater interest in
terminating their assignment.



Lorenzo Fariselli (2002) found that the power of EQ, or emotional intelligence, was
even greater for the most senior team members. While on average EQ explains over 66%
of the variation in performance scores, for the most senior team a member that increases
to nearly 80%. In other words, the more senior you are, the more important it is to be an
expert with emotions. He says, “Around the globe we’ve seen that emotional intelligence
is the difference that makes the difference. Leaders who choose to be emotionally
intelligent create mission success and drive value,” He said that many organizations view
EQ as an investment they might make when they have the resources, but he offers a
different suggestion: “EQ is most essential in times of stress and challenge; training in
this area is a ‘life ring,’ not an ‘investment.’”

Matthews, G., Zeidner, M., & Roberts, R. D. (2002) found that the primary reason
people leave a job is relationship based. One of the key factors is the quality of the
relationship between the employee and her/his supervisor/manager. As leadership guru
Richard Leider says, "People don't leave companies -- they leave leaders." What
distinguishes relationships that lead to retention? They found the relationship between EI
and effective leadership. Understanding precisely how EI relates to effective leadership
may have several implications for human resource practitioners and leadership search
firms, particularly in the area of selection and leadership development. Specifically,
aspects of EI identified as underlying attributes of effective leaders may provide
additional selection criteria for identifying potentially effective leaders. Moreover,
research on EI and effective leadership may identify new sets of emotion-based skills,
which could be used in leadership training and development programs to enhance
leadership effectiveness. The knowledge gained from research into EI and leadership may
increase the understanding of effective leadership and help produce powerful tools for the
selection, and training and development of leaders, potentially enhancing organizational
climates and performance.

Dainy.N.garrison (2003) found in his study, “The Impact of Employee Attitudes on
Market Response and Financial Performance” that how employee satisfaction and
engagement drive an organization’s bottom-line success, even if those employees have no



direct contact with customers. Results of the study suggest that influencing customer
behavior goes beyond advertising, beyond delivering on a brand’s “promise,” beyond
customer service and beyond product research and development. Influencing customer
behavior, which in turn affects an organization’s success, also requires specific efforts to
maximize employee engagement and satisfaction. The study addresses a universal
business principal: it is far less costly, and more fiscally prudent; to serve and nurture
relationships with current customers than it is to acquire new customers.

James R (2003) explored the emotion work of leadership, which was defined, as the need
to manage ones owns emotions and to influence the emotions of others. The recently
renewed interest in emotions in the field of organizational behavior, as demonstrated in
recent research that focused on emotion in the workplace, emotion intelligence, and the
emotional aspects of transformational leadership. They discussed the challenges that
global leaders face when dealing with emotions and emotional display in unfamiliar
cultures. Finally, suggested the ways that increasing cultural intelligence might help
global leaders meet these challenges.

Judith Timson (2004) observes that it is one emotion that is purely up to the individual
to define and identify for herself. For workplace leaders, this knowledge can be very
useful in maintaining high levels of employee satisfaction within your company. Giving
employees challenging (but not unrealistically so) and new opportunities and projects can
help keep them interested in doing their job, which can in turn keep productivity levels
high. This is also good to keep in mind when there is a job opening in your company;
hiring from within will not only save on training costs, it will also provide employees in
new positions with new challenges to keep them stimulated. Timson also notes that
another source of satisfaction is in knowing that you have done something well, so
leaders should also take care to offer genuine positive feedback. Compliments are
excellent motivators, if they are heartfelt, and they are free to give, so make sure your
employees know when they are doing a good job. High levels of employee satisfaction
are correlated to high levels of productivity and low levels of absenteeism, so companies



can save money by contracting a consulting firm to measure for employee satisfaction
and to identify areas that can be improved to increase employee satisfaction

Meeking Alan (2005) that job satisfaction is one of those terms that might mean different
things to different people. For some there is no satisfaction in any kind of work. For
others, all their personal dignity comes from their job. Job satisfaction can be measured in
terms of money, status, benefits, pension schemes and holiday bonuses. A good employer
will, of course, acre about all of these issues. Productivity is however, their main
responsibility. At times, this sets up a conflict between a workers job satisfaction and
employers needs. This then is when unions appear most necessary. Their stated goal is to
assure workers rights and create a decent working environment. Thus, job satisfaction
does have an impact on union membership.

Semra Ayden (2005) explained the effect of emotional intelligence and its dimensions
on job satisfaction and organizational commitment of nurses had been investigated in this
study. This paper examined the relations among emotional intelligence, job satisfaction
and organizational commitment of nurses and the mediating effect of job satisfaction
between emotional intelligence and organizational commitment. It was found that job
satisfaction is a mediator between emotional intelligence and organizational commitment.
The other findings of the study was that self-emotional appraisal have direct effects on
organizational commitment whereas job satisfaction is a mediator between “regulation of
emotion” and organizational commitment.

Cooper Cary (2007) warned that even a modest drop in job satisfaction could and can
lead to emotional burnout of "considerable clinical importance." Depression and anxiety
were now the most common reasons for people starting to claim long-term sickness
benefits, overtaking reported illnesses such as back pain. He said;"Employers should
seriously look at tackling the consequences of job dissatisfaction and related health
problems with innovative policies. This would be a wise investment given the potential
substantial economic and psychological costs of unhappy or dissatisfied workers.
Workers who are satisfied by and in their jobs are more likely to be healthier as well as
happier. New working practices and technological advances are rapidly changing the way



we work. Many jobs are becoming more automated and inflexible. Organizations are
reducing their permanent workforce and converting to 'outsourcing', which is increasing
feelings of job insecurity. These trends have contributed to a 'workaholic' culture
throughout the UK and Europe-a climate that is impacting negatively in the levels of
enjoyment and satisfaction that employees gain from their work." Line workers at every
level are feeling these effects and most are unaware that something constructive can be
done. Management- from senior to junior- has a real part to play in developing EQ within
the workplace, which is benefit, filled. Businesses, which are progressive and forward
thinking, should consider EQ awareness through education to benefit its most vital
resource-its employees. Emotional Intelligence has been shown to develop people and
working practice which in its turn, improves that all important efficiency and ‘bottom
line’.

David (2007) This investigation among 158 freshmen examined the association between
emotional intelligence (emotional-relevant abilities) and stress (feeling of inability to
control life events), considering personality (self-perception of the meta-emotion traits of
clarity, intensity and attention) as a moderating variable. Results suggest that emotional
intelligence is potentially helpful in reducing stress for some individuals,, but
unnecessary or irrelevant for others. We highlight results among the highly stressed
intense but confused participants in particular because they have average emotional
intelligence, but do not appear to use it, presumably because they lack confidence in their
emotional ability.

CHAPTER-4
4. EMOTIONAL INTELLIGENCE AND JOB SATISFACTION ANALYSIS

4.1 Salary

4.1.1 Table



Strongly Agree Agree Indifferent Disagree Strongly
Disagree
19 39 9 27 6

Strongly Disagree Strongly Agree
6% 19%
Disagree
27%

Indifferent Agree
9% 39%

Figure 4.1.1

Interpretation: This shows that most of the employees at LIBERTY are satisfied with
the salary provided to them as 39% of the respondent agrees and 19% strongly agree that
the salary provide to them is sufficient and satisfactory whereas 27% disagree and 6%
strongly disagree that they are not satisfied with the salary provided by company.
4.2 Benefits

4.2.1 Table

Strongly Agree Agree Indifferent Disagree Strongly Disagree

18 38 13 24 7



7% 18%
Disagree
24%

Indifferent Agree
13% 38%

Figure 4.2.1

Interpretation: This shows that most of the employees are satisfied with the benefits that
are provided by LIBERTY as 38% of the respondents agree to the statement and 18%
strongly agree whereas 24% disagree and only 7% strongly disagree that they are not
satisfied with the benefits that are provided to them by the company.

4.3 Frequency and amount of bonuses

4.3.1 Table

Disagree
19 36 8 30 7



7% 19%
Disagree
30%

Agree
Indifferent
36%
8%

Figure 4.3.1

Interpretation: 36% of the respondents agree that they are satisfied with the amount and
frequency of bonuses provided to them, 19% of the respondents strongly agree and 8%
shows an indifferent attitude towards the statement whereas 30% disagree and 7%
strongly disagree that they are not at all satisfied with the amount and frequency of
bonuses that are provided to them by the company.

4.4 Connection between pay and performance

4.4.1 Table

Disagree

17 39 15 24 5



5% 17%
Disagree
24%

Indifferent Agree
15% 39%

Figure 4.4.1

Interpretation: 39% respondents agree that there is a connection between pay and
performance and 17% strongly agree whereas 15% shows an indifferent attitude and 24%
disagree that there is no connection between pay and performance and 5% strongly
disagree to the statement.

4.5 Security and administration of your pension plans

4.5.1 Table


19 47 13 17 4



Strongly Disagree
Disagree Strongly Agree
4%
17% 19%

Indifferent
13%

Agree
47%

Figure 4.5.1

Interpretation: Maximum number of the respondents feel that there is security and
administration of their pension plans as 47% of the respondents agree to the statement
and 19% strongly agree and very less respondents disagree to the statement as only 17%
disagree and 4% strongly disagree.

4.6 Workload

4.6.1 Table

Disagree

20 49 20 9 2



DisagreeStrongly Disagree Strongly Agree
9% 2%
20%
Indifferent
20%

Agree
49%

Figure 4.6.1

Interpretation: The result shows that there is a lot of workload as 49% of the
respondents agree and 20% strongly agree that there is a excessive work load in
LIBERTY, 20% of the respondents showed an indifferent attitude and very less disagree
i.e. only 9% and 2% strongly disagree that their no workload in the company.

4.7 Flexibility of working hours

4.7.1 Table


18 18 21 39 4



4% 18%

Disagree
39%

Agree
18%

Indifferent
21%

Figure 4.7.1

Interpretation: This shows that most of the people are dissatisfied by the flexibility of
hours provided by LIBERTY as 39% of the people disagree that the company is not
providing flexibility of hours and 18% agree and strongly agree that the company is
providing flexibility of hours and 21% of the respondent shows an indifferent attitude
towards the statement.

4.8 Physical working conditions

4.8.1 Table


19 43 24 12 2



Disagree Strongly Disagree Strongly Agree
12% 2% 19%

Indifferent
24%

Agree
43%

Figure 4.8.1

Interpretation: Most of the respondents are satisfied by the physical working conditions
as 43% of the respondents agree that the physical working conditions provided by the
company to them are satisfactory and 19% strongly agree. Only 12% disagree and 2%
strongly disagree that they are not at all satisfied with the physical working conditions
that are provided by the company.

4.9 Opportunity for advancement

4.9.1 Table


3 25 15 43 14



14% 3%
Agree
25%

Disagree Indifferent
43% 15%

Figure 4.9.1

Interpretation: The result showed that most of the employees are dissatisfied with the
career advancement opportunities that are provided at LIBERTY as 43% disagree with
the statement and 14% strongly disagree whereas only 3% strongly agree and 25% agree
that LIBERTY provides good opportunity for advancement.

4.10 Job security

4.10.1 Table

Disagree
6 19 28 38 9



9% 6% Agree
19%

Disagree
38%
Indifferent
28%

Figure 4.10.1

Interpretation: This shows that most of the people are dissatisfied with the statement as
there is less job security in LIBERTY as 38% disagree and responded that there is no job
security and 9% strongly disagree whereas only 6% of the respondents strongly agree and
19% agree that job security is provided by LIBERTY.

4.11 Ability to influence decisions that affect you.

4.11.1 Table

Disagree
5 20 19 41 15



15% 5% Agree
20%

Disagree Indifferent
41% 19%

Figure 4.11.1

Interpretation: The result shows that the employees don’t have any access to the ability
to take the decisions that affect them as most of them have shown a negative attitude
towards the statement as 41% disagree and 15% strongly disagree whereas only 5%
strongly agree and 20% agree that they are able to influence the decisions that affect
them.

4.12 Opportunity to work on interesting projects

4.12.1 Table


6 17 30 37 10



10% 6% Agree
17%

Disagree
37%
Indifferent
30%

Figure 4.12.1

Interpretation: this shows that the employees at LIBERTY don’t get enough opportunity
to work on interesting projects as 37% of the respondents disagree with the statement and
10% strongly disagree that they don’t get any opportunity to work on interesting projects.
Only 17% agree and 6% strongly agree with the statement.

4.13 Access to company sponsored training and seminars

4.13.1 Table

Disagree
3 15 25 45 12



Agree
12% 3%
15%

Indifferent
Disagree 25%
45%

Figure 4.13.1

Interpretation: This shows that employees at LIBERTY are highly dissatisfied with the
training and seminars that are sponsored by the company and that employees have no
access to such seminars as most of the respondents disagree with the statement i.e. 45%
disagree and 12% strongly disagree where as only 15% agree and 3% strongly agree that
they have an access to training and seminar and are satisfied with them.

4.14 Transparency in company’s policies

4.14.1 Table

Disagree
15 30 20 35 0



0% 15%
Disagree
35%

Agree
30%
Indifferent
20%

Figure 4.14.1

Interpretation: 30% of the respondents agree that their is transparency in companies
policies, 15% strongly agree, 20% of the respondents shows an indifferent attitude and
356% of the respondents disagree and responded that there is no transparency in
companies policies.

4.15 Communication with your supervisor

4.15.1 Table

Disagree
10 30 23 35 2



2% 10%
Disagree
35%

Agree
30%

Indifferent
23%

Figure 4.15.1

Interpretation: the chart shows that 35% of the respondents are dissatisfied with the
communication with their supervisor and 2% strongly disagree whereas 23% of the
respondents showed an indifferent attitude towards the statement. 30% agree that their
communication with their supervisor is good and 10% strongly agree.

4.16 Your overall relation with your supervisor

4.16.1 Table

Disagree
10 30 23 35 2



2% 10%
Disagree
35%
Agree
30%

Indifferent
23%

Figure 4.16.1

Interpretation: This shows that 30% of the respondents agree, 10% strongly agree that
their overall relation with their supervisor is good, 23% showed an indifferent attitude
and 35% of the respondents disagree that they are not satisfied with the overall relation
with their supervisor.

4.17 Your relationship with your peers

4.17.1 Table




15 49 15 21 0

Disagree
0% 15%
21%

Indifferent
15%
Agree
49%

Figure 4.17.1

Interpretation: this shows that employees are satisfied with their relation with their
supervisor to greater extent as 49% of the respondents agree and 15% strongly agree with
the statement, 15% of the respondents shows an indifferent attitude and 21% disagree that
they are not satisfied with their relation with the peers.
4.18 Your overall satisfaction with your job

4.18.1 Table


15 33 10 37 5



5% 15%

Disagree
37%

Agree
33%
Indifferent
10%

Figure 4.18.1

Interpretation: Most of the employees are satisfied as 33% of the respondents agree,
15% strongly agree with the statement, 10% of the respondents shows an indifferent
attitude and 37% of them disagree, 5% strongly disagree and showed their dissatisfaction
towards their job.

4.19 Negative feelings help me to address what I need to change in my life.

4.19.1 Table

Disagree
33 30 10 15 12



Strongly Disagree
12% Strongly Agree
Disagree
33%
15%

Indifferent
10%
Agree
30%

4.19.1 Figure

Interpretation: This shows that 33% of the respondents strongly agree that
unconsciously but negative feelings help them to address the change in the life and 30%
agree, 10% show indifferent attitude towards the statement, 15% disagree and there are
12% people who strongly disagree with this statement as they find it difficult to handle
the negative feelings. Large population in LIBERTY Ltd. is there who are able to manage
their negative feelings.

4.20 I use both positive and negative emotions as a source of wisdom about how to
navigate my life.

4.20.1 Table


16 32 18 16 18



18% 1 6%

Disagree
16% Agree
32%
Indifferent
18%

Figure 4.20.1

Interpretation: This shows that large population agree that their negative and positive
emotions are the source of wisdom to navigate their life as 16% strongly agree and 32%
agree to the statement and 16% disagree, 18% strongly disagree that they don’t consider
their emotions as the source to navigate their life and 18% of the population shows an
indifferent attitude towards the statement.

4.21 I am able to motivate myself to try and try again in face of setbacks.

4.21.1 Table


18 22 28 18 14



14% 18%
Disagree
18%

Agree
22%
Indifferent
28%

Figure 4.21.1

Interpretation: The result shows that 18% of people strongly agree that they are able to
motivate themselves to face the setbacks, 22% agree with the statement, 28% people
shows an indifferent attitude whereas 18% disagree and 14% strongly disagree that they
are unable to motivate themselves to face the setbacks.

4.22 I am calm under pressure.

4.22.1 Table


21 19 8 27 25



25% 21%

Agree
19%
Disagree
Indifferent
27%
8%

Figure 4.22.1

Interpretation: This shows that 21% strongly agree and 19% agree that they are able to
remain calm under pressure, which is very good for their work life where as 27%,
disagree and 25% strongly disagree to manage the workload or pressure with calmness.
This shows that large population is unable to manage the workload or pressure whereas
8% shows an indifferent attitude towards the statement.

4.23 I am effective at listening to other people problem

4.23.1 Table


34 28 9 17 12



Strongly Disagree
12%
Strongly Agree
Disagree 34%
17%

Indifferent
9%
Agree
28%

Figure 4.23.1

Interpretation: This shows that 34% of the respondents strongly agree that they are
effective at listening to other people problem and 28% of the respondents agree, 9%
shows an indifferent attitude whereas 17% disagree and 12% strongly disagree that they
are not at all effective at listening to other’s problems. That means maximum respondents
at LIBERTY Ltd. are effective at listening to their co-worker’s problems.
4.24 I can get the people calm down in difficult situation.

4.24.1 Table


16 35 20 19 10



10% 16%
Disagree
19%

Agree
Indifferent 35%
20%

Figure 4.24.1

Interpretation: This shows that 16% of the respondents strongly agree that they get
people calm down in difficult situation and 35% agree with the statement whereas 20%
shows an indifferent attitude. 19% of the respondents disagree that they can’t get the
people calm down in difficult situation and 20% strongly disagree which shows that most
of the respondents at LIBERTY Ltd. are able to get the people calm down in difficult
situation.

4.25 I can easily shake-off negative feelings.

4.25.1 Table


22 27 17 15 19



19% 22%

Disagree
15%
Agree
Indifferent 27%
17%

Figure 4.25.1

Interpretation: This shows that 22% of the respondents strongly agree that they are
easily able to shake-off their negative feelings, 27% agree with the statement whereas
15% disagree and 19% strongly disagree that they are unable to shake-off their negative
feelings. This shows that large numbers of respondents are able to easily shake-off their
negative feelings.

4.26 I am sensitive to the emotional needs of the other’s.

4.26.1 Table

Disagree
39 47 14 0 0



Strongly
Indifferent Disagree
14% 0%
Strongly Agree
39%

Agree
47%

Figure 4.26.1

Interpretation: This statement reveals that 39% of the respondents strongly agree that
they are sensitive the emotional needs of other people, 47% agree to the statement and
14% shows an indifferent attitude towards this statement. This shows that maximum
people at LIBERTY Ltd. are able to understand the needs of their colleagues, which is
good for the organization.

4.27 People view me as an effective coach for others emotions.

4.27.1 Table

Disagree
24 37 11 15 13



13% 24%
Disagree
15%

Indifferent
11% Agree
37%

Figure 4.27.1

Interpretation: 24% of the populations strongly agree that people view them as an
effective coach for other’s emotions that means they are able to understand the emotions
of the other people but 11% shows an indifferent attitude and 15% disagree and 13%
strongly disagree with the statement that they are not an effective coach.

4.28 I try to be creative with life’s challenges.

4.28.1 Table

Disagree
29 51 10 10 0



Strongly
Disagree Disagree
Indifferent 10% 0% Strongly Agree
10% 29%

Agree
51%

Figure 4.28.1

Interpretation: This shows that 29% of the respondents strongly agree, 51% agree that
they are creative with the challenges of the life and always find new ways to face the
challenges of the life, which is again a good trait. 10% of the respondent’s don’t agree
with this statement as they found themselves not as much creative with life’s challenges.

4.29 I respond appropriately to other people’s moods, motivation and desires.

4.29.1 Table

Disagree
19 29 25 17 10



10% 19%
Disagree
17%

Agree
Indifferent 29%
25%

Figure 4.29.1

Interpretation: This shows that most of the respondents respond appropriately to other
people’s mood as 19% of the respondents strongly agree to the statement and 29% agree
hence large number of the respondents are able to respond to the mood and desires of
other’s and motivate them appropriately where 25% of the respondents shows an
indifferent attitude and 10% strongly disagree with the statement.
4.30 I cannot stop thinking about my problems.

4.30.1 Table

Disagree
25 59 6 7 3



Strongly
Disagree Disagree Strongly Agree
Indifferent 3%
7% 25%
6%

Agree
59%

Figure 4.30.1

Interpretation: The results shows that most of the respondents cannot stop thinking
about their problems as 25% strongly agree and 59% agree which shows that 84% of the
respondents cannot stop thinking about their problems and only 7% disagree and 3%
strongly disagree that their problems don’t affect them to greater extent.

4.31 I am capable of soothing myself after upsetting moments.

4.31.1 Table

Disagree
14 24 14 28 20



20% 14%

Agree
24%
Disagree
28% Indifferent
14%

Figure 4.31.1

Interpretation: This statement shows that 14% of the respondents strongly agree that
they are capable of soothing themselves after upsetting moments, 24% agree to the
statement, 14% of the respondents shows an indifferent attitude, 28% disagree and 20%
strongly disagree that they are not unable to sooth themselves after upsetting moments.

4.32 I worry about things that other people don't even think about.

4.32.1 Table

Disagree
7 20 28 29 16



16% 7%
Agree
20%

Disagree
29%
Indifferent
28%

Figure 4.32.1

Interpretation: This shows that very few respondents worry about things that other
people don’t even think about as only 7% of the respondents strongly agree to the
statement and 20% agree whereas 28% of the respondents show an indifferent attitude.
Most of the respondents disagree with the statement that they don’t worry about the
things that people don’t even think about and 16% strongly disagree with the statement.

4.33 I need someone's push in order to get going.

4.33.1 Table


13 32 14 26 15



15% 13%

Disagree Agree
26% 32%
Indifferent
14%

Figure 4.33.1

Interpretation: 32% of the respondent’s agree that they need someone's push in order to
get going and 15% strongly agree to the statement whereas 14% shows an indifferent
attitude. 26% of the respondents disagree and 15% strongly disagree that they don’t need
someone’s push in order to get going.

4.34 Sometimes I feel my life is full of dead ends.

4.34.1 Table

Disagree
21 36 4 25 14



14% 21%

Disagree
25%

Indifferent Agree
4% 36%

Figure 4.34.1

Interpretation: This shows that most of the respondents feel that their life is full of dead
ends as 21% of the respondents strongly agree to the statement and 36% agree whereas
4% shows an indifferent attitude and 25% disagree, 14% strongly disagree to the
statement i.e. they don’t feel sometimes that life is full of dead ends.

4.35 I am not satisfied with my work unless someone else praises it.

4.35.1 Table

Disagree
27 49 3 17 4



Strongly Disagree
Disagree Strongly Agree
4%
17% 27%
Indifferent
3%

Agree
49%

Figure 4.35.1

Interpretation: This shows that most of the respondents are not satisfied unless someone
else praises it as 27% of the respondents strongly agree to the statement and 49% agree
and only 3% of the respondents have shown an indifferent attitude whereas very less
respondents strongly disagree i.e. only 4% strongly disagree that they are satisfied with
their work even if someone else don’t praise it.
4.36 People who are aware of their negative feelings are better pilots of life.

4.36.1 Table

Disagree
29 60 11 0 0



Strongly
Indifferent Disagree
11% 0% Strongly Agree
29%

Agree
60%

Figure 4.36.1

Interpretation: This shows that maximum people agree that those having awareness of
their feelings are better pilots of their life that means such people are able to run their life
in a better way as 60% agree with the statement and no respondent disagree with the
statement and only 11% shows an indifferent attitude.

STATISTICAL TOOL: CORRELATION

HYPOTHESIS:

H0- There is no correlation between job satisfaction and emotional intelligence.
Ha- There is a correlation between job satisfaction and emotional intelligence.
Correlation value of Emotional intelligence and job satisfaction is .851
We know,

R=0.851
Coefficient of deterioration= (r)2 = (.851)2



= 72%

72% variability in job satisfaction is employed by emotional intelligence.
Now we check the probable error,
P.E = 1-r2
√N
= 1-0.72
√100
= 0.28
10
= 0.028
We know that,
r <P.E………………………..No correlation
r> P.E………………………...Weak correlation
r>6P.E……………………….Strong correlation. i.e. [0.85>0.168]
Hence there is strong correlation.
r ± P.E
r = 0.851, P.E = 0.028
0.822………………0.878
Hence correlation lies between this range. So at the end the researcher can say that null
hypothesis got rejected and alternative hypothesis may be accepted for the given
respondents.

5. Summary

I have conducted this research by taking two variables, Emotional Intelligence and Job
Satisfaction. The topic of my research is “ Study of Emotional Intelligence and it impact
on Job Satisfaction”. This study is conducted on the employees of LIBERTY SHOES



Ltd.Karnal. The sample size of the study is 100. It seems logical that emotionally
intelligent person is more job satisfied as compare to others and emotional quotient can
be assumed as the major determinant of job satisfaction. From my study I have found the
correlation between the Emotional Intelligence and Job Satisfaction. The scope of the
study as there are number of footweart industries in India is limited up to certain
parameters, i.e. it is conducted on the employees working in LIBERTY SHOES
Ltd.Karnal. The research that is carried out is descriptive in nature and convenience
sampling is taken. The statistical tool, which is used for the study, is correlation, through
my research I have found that strong correlation exists between Emotional Intelligence
and Job Satisfaction. Even it is found that employees in LIBERTY are more dissatisfied
by the extrinsic benefits provided by the company rather than the intrinsic benefits and
the end suggestions are given to enhance the satisfaction level of employees.
Hence as there is a positive correlation between Emotional Intelligence and Job
Satisfaction, at the time of selection and hiring of the employees, company should
conduct a test to check the Emotional Intelligence of the employees and must provide
training and seminars to enhance the emotional quotient.

Findings



 There is a strong correlation between Emotional Intelligence and Job Satisfaction.
The value of correlation comes to be 0.85.
 Employees are satisfied to greater extent with the intrinsic benefits provided by
the company like salary, benefits, amount and frequency of bonuses.
 Employees are dissatisfied to greater extent with the extrinsic benefits provided
by the company like no participative management, less flexibility of working
hours, less carrier advancement opportunities which are very essential for growth
of the employees.
 The major reason for dissatisfaction is no job security in LIBERTY as they are
changing their norms very quickly they reduced the retiring age of an employee
from 60 to 58 and have given only one month’s notice to an employee to leave the
organization which is wrong. They are opening new department’s and retrenching
old employees with 1 month even one day notice like they opened have opened
new department i.e. water jet looms for which they have closed various
department and have retrenched around 1200 employees with 1 week notice.
 Employees are highly dissatisfied as LIBERTY is not providing any opportunity
to work on interesting projects and employees are facing a lot of problem of job
monotony, which is affecting both their efficiency and effectiveness.
 Most of the employees are unhappy with their job and job profile.
 Employees are dissatisfied with the training and development programs organized
by the company.

Limitations

As the research is based on a sample, therefore findings may not reveal the factual
information about the research problem, though an utmost care was taken to select the
truly representative sample. Carrying this survey was a great learning experience for me
but I faced some problems, which are listed below:



 There is small sample size of the study due to organizational constraints.
 Many of the respondents will not give response that makes the data collection
vague to certain extent.
 Only a small part of Footwear industry and small sample size is taken from
LIBRTY Ltd. To study the emotional intelligence which is not sufficient to
predict the exact impact of its on job satisfaction.
 Generally the respondents were busy in their work and were not interested in
responding rightly.
 Respondents were reluctant to disclose complete and correct information about
themselves and the organization.
 Due to lack of awareness it is difficult to get proper data from the employees.
 The last but the most important point that survey was carried through
Questionnaire and the Questions were based on perception.
 Employees must be given new and interesting projects to work on and more of job
rotation and job enrichment must be done to decrease job monotony and increase
satisfaction.

5.3 Recommendations

 As there is positive correlation between the Emotional Intelligence and Job
Satisfaction. So at the time of selection and hiring of the employees, they must
conduct a test to check the Emotional Intelligence of the employees.
 There should be proper training given to the employees on enhancing the
emotional quotient and developing their Emotional Intelligence traits or
characteristics.


A report on significance of emotional intelligence and its impact on job satisfaction at liberty shoes ltd.,

A report on significance of emotional intelligence and its impact on job satisfaction at liberty shoes ltd.,

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