Relationship Between Emotional Intelligence Assignment Sample

Understanding Emotional Intelligence: Assignment Insights

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Introduction Of Relationship Between Emotional Intelligence And Work Engagement

Emotional intelligence (E.I.) involves the capacity to recognize, comprehend, control, and make use of impulses. Employment involvement refers to an attitude of great vigour, commitment, and involvement in one's profession. For organizations looking to improve staff productivity and mental health, knowing the link underlying interpersonal skills and job satisfaction is essential (Gong et. al. 2020).

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Research Problem

  • To know the;association between job involvement and emotional competence.
  • To know the different types of;emotional intelligence attributes;associated with job involvement.;
  • To evaluate the influencing components that affect the link between E.Q. and job engagement.

Research Methodology: A multidisciplinary strategy, comprising questionnaires and interviews, will be used to conduct this study project. There are expected to be respondents from a wide range of professions and industries.

Implications: This investigation will improve the theoretical understanding of emotional intelligence and collaboration at work and offer helpful recommendations for businesses. To improve interpersonal skills and encourage employee engagement, it will provide insight into initiatives and educational programmes.

Purpose of the study: The present investigation desires to investigate the link between emotional intelligence and staff participation at work by determining factors influencing worker engagement. The process will offer organizations to explore creating comfortable environments for employees' beneficial knowledge via research into procedures and prospective contributing variables.

Research Rationale with Justification

For several reasons, it is crucial to comprehend how emotional intelligence and job engagement are related:

  • Benefits for the organization: Favourable results such as greater job fulfilment, increased productivity, and fewer preferences to leave the company consistently relate to the workforce engagement. Companies can develop techniques that encourage staff engagement and increase organizational effectiveness by considering the importance of emotional intelligence in the workplace (Barreiro and Treglown, 2020).
  • Individual Well-Being: Employment participation benefits individuals as well as organizations. Workers who actively participate report greater emotional satisfaction, higher levels of inspiration, and an overwhelming feeling of job accomplishment. The findings from this study may provide insight into problems affecting individuals' general well-being and workplace fulfilment by looking into the significance of emotional intelligence in workplace engagement (Aronen, Kokkonen, and Hintsa, 2021).
  • Skill Development: Being emotionally intelligent is an adjustable capability that may be strengthened and improved via initiatives and practices. Organizations can create focused programmes to help workers improve their abilities, leading to a happier and more productive job market, by discovering specific aspects of emotional intelligence that help to forecast employee engagement at work (Nagalingam, Kadir, and Hoesni, 2019).
  • Workforce Diversity: It has been discovered that interactions with others, solving conflicts, and collaborating significantly rely on emotional intelligence. Recognizing how interpersonal skills affect job satisfaction can help organizations establish welcoming work environments and develop mutually beneficial relationships among individuals from diverse backgrounds in consideration of the increasing range of backgrounds in the workforce (Sallie-Dosunmu, 2016).
  • To find the research gap: To;look into the connection between emotional intelligence and job engagement, there persistently exist deficiencies in the collective pool of knowledge. By exploring the processes and prospective regulating components that affect this connection, this study initiative attempts to fill such gaps. This investigation may assist with developing information in the discipline and provide an improved comprehension of the subject matter by filling in the research gaps.

Project aim and objectives

Project Aim:

The study mentioned above initiative aims to investigate the connection between emotional intelligence and job engagement, focusing on how emotional intelligence affects a staff member's degree of work involvement.

Objectives:

  • To evaluate the chosen organization's workforce for emotional intelligence.
  • To determine how much the organization's chosen workforce is invested in its task.
  • To examine the link between job participation and emotional intelligence.
  • To pinpoint the emotional intelligence skills providing have the greatest connection to work satisfaction.
  • To offer suggestions and tactics that organizations may use to improve worker satisfaction at work by fostering their emotional intelligence.

Literature Review

Emotional intelligence (E.I.) refers to the capacity to identify, comprehend, and control one's feelings along with the mental states that others experience is referred to as emotional intelligence (E.I.). On the contrary, the term "employee engagement" indicates a happy, content, and inspiring psychological state that includes commitment, determination, and involvement in one's position of employment responsibilities (Alotaibi, Amin, and Winterton, 2020).

The findings from the subsequent investigation offer thorough explanations of the association between job participation and interpersonal skills:

According to Yeh, 2021, by investigating the significance that emotional intelligence contributes to group members' participation in managers. The results indicated that managers with greater emotional intelligence were more successful in delivering an optimistic workplace, inspiring a sense of significance in their staff members, and encouraging a great deal of collective participation.

The leaders mentioned above exhibited higher empathetic thinking and enhanced interaction, as well as comprehension and taking care of the psychological requirements that affected their workers, which raised staff participation percentages.

To examine the connection between the intensity of emotions, traits related to personality, and the successful outcome of interacting with others at the workplace. According to their investigation, individuals with greater psychological intelligence had greater interactions, powerful communication abilities, and long-lasting connections at work (Zehir et al. 2017).

Because individuals were considered more connected to, accepted, and respected at their jobs due to the variables mentioned above, job satisfaction levels increased (Naz, Khan, and Rafiq, 2019).

The article provided an in-depth examination of the concepts of psychological ability in employee participation (Awad and Ashour, 2020). According to the assessment, interpersonal skills are crucial for enhancing staff happiness, organizational loyalty, and work effectiveness.

People with greater emotional awareness are more capable of successfully navigating challenging work circumstances, forging strong connections, and sustaining a high standard of performance by efficiently controlling their feelings while empathizing with the state of mind of others.

A conceptual framework for employment participation incorporating individual strengths, such as interpersonal skills, the framework they developed indicates that those with greater levels of emotional intelligence have the psychological assets needed for effective management of job-related obligations, dealing with anxiety, and continuing to achieve an attitude of job satisfaction (Adnan, Z., 2022). Along with psychological intelligence, people can control their feelings, adapt to the times, and dedicate themselves wholeheartedly to their work. To explore how inappropriate management affected teamwork participation while examining how emotional intelligence functioned as a moderator. According to their conclusions, staff members with greater psychological intelligence proved more capable of controlling their thoughts in the face of abusive leadership, keeping up their degree of involvement, and lessening the detrimental effects of an adverse working atmosphere. Participants were better able to handle and manage difficulties while retaining their interest when they had the emotional intelligence to function as a buffering solution.

Hence, the above-mentioned research studied generally demonstrates a link between job satisfaction and psychological aptitude that is advantageous. More Vital connections with others, improved employment outcomes, and greater degrees of engagement in the workplace are all linked to individuals possessing a greater amount of mental intelligence. Gaining competencies in emotional intelligence promotes general well-being, a positive atmosphere at work, staff participation, and the overall growth of an organization.

Intended Methodology

Research Methodology

Research Design: A correlational research methodology will be used to examine the link between interpersonal skills and commitment to work.

Number of Participants: There is going to be a representative group of staff members chosen from diverse organizations (Sarfraz et. al/ 2023). Utilizing suitable techniques for statistical analysis will assist in developing the number of sample sizes that will ensure a sufficiently representative sample.

Methods of Data Collection:

Primary Data Collection Method

  • Participants will fill out a Mayer-Salovey-Caruso Scale for Emotional Intelligence Test (MSCEIT), -a type of survey that has already been scientifically shown to measure emotional intelligence (Ebastian and Hess, 2019).;
  • According to Stewart, 2021 Respondents will answer;a job participation questionnaire that is typically used, which may include the Utrecht Work Engagement Scale (UWES).

Secondary Data Collection

Existing research: To assemble additional information on the association between emotional intelligence as well as professional involvement, appropriate research that has appeared in scholarly journals, proceedings of conferences, and books are going to be analyzed.

Data Analysis

Quantitative Analysis:

The following Quantitative tools include:

  • Descriptive statistics: Considering the various factors of interpersonal skills and job participation, descriptive data will be determined, including the mean, standard deviation, and frequency distributions.
  • Correlation Analysis: To evaluate the nature and course of the association between emotional intelligence and workplace involvement, the Pearson correlation coefficient will be used carried out.
  • Regression Analysis: Considering pertinent population characteristics, a combination of regression analyses will be used to assess emotional intelligence's potential to forecast job satisfaction among employees.

Sample Size

To answer the below-mentioned research questions:

Q.To know the;association between job involvement and emotional competence.

A sample size of 15 participants would be required.

  • To know the different types of;emotional intelligence attributes;associated with job involvement.

A sample size of 20 participants would be required.

  • To evaluate the influencing components that affect the link between E.Q. and job engagement.

A sample size of 10 participants would be required.

Resources Required and Action Plan

Introduction:

The aforementioned explores the connection between job participation and mental readiness (Mérida-López et al., 2023). The term emotional intelligence is the capacity to recognize, comprehend, and regulate one's feelings and the capacity to identify and control the mental states experienced by others. Conversely, job involvement refers to an employee's zeal, commitment, and participation in their work.

Objectives:

  • To investigate the association between job participation and interpersonal skills.
  • To investigate how interpersonal skills affect many aspects of job participation.
  • To determine the influencing variables that could impact the connection between job satisfaction and emotional competence.

Methodology:

  • Data Analysis:
  • Assure the individuals who responded secrecy and confidentiality.
  • Respondents could have their responses interviewed in real life or use digital questionnaires and survey forms.
  • Use standardized surveys for measuring job participation and interpersonal skills, such as the Utrecht scale for workplace engagement and an Emotional Intelligence Rating.
  • Data Collection:
  • Sample Selection:
  • Choose the sample;population to be the;studied group (e.g., certain industries, companies, or demos Choose a category of;participants adopting a random sampling method.
  • For it to be certain the reliability of the data, opt for an adequate sample size. graphics).
  • Choose a category of;participants adopting a random sampling method.
  • Use statistical assessment methods, including counselling, regression modelling, and correlation-based analysis.
  • Establish the association between interpersonal abilities and work commitment by analyzing the information obtained through the relevant software (e.g., SPSS, R).
  • Possible factors that confuse should be taken into consideration as well as controlled for in the process of analysis.

Resources they are required:

  • Standardized assessments for evaluating employee involvement and emotional maturity.
  • Utilization of educational databases, research papers, and related literary works.
  • Participants of the study group (such as statistical researchers, staff members, and scholars).
  • Technology for conducting survey responses online.
  • Analyzing data requires a statistical programme, such as SPSS or R.
  • an;adequate amount of funding;for expenses associated with research, such as printing costs, database processing charges, and audience benefits.

Action Plans:

Month 1: Carry out an in-depth review of the available research on job participation, personality traits, and relationships between individuals.

Month 2: Complete the research project's goals and develop its objectives and hypotheses.

Month 3: Construct various information collection tools (questionnaires, guidebooks for interviews, etc.) and the research project approaches.

Month 4: If essential, obtain legal authorization and conduct a pilot study of the data-gathering equipment.

Months 5 and 6: Collect data concerning the identified sample population.

Months 7 and 8: Eliminate and conduct a proper statistical investigation of the collected information.

Month 9: Analyze the findings, arrive at some outcomes, and discuss any consequences.

Month 10: Compile the study summary in the following month 10 by providing a synopsis, the research approach, conclusions, an explanation, and any suggested changes.

Month 11: Examine and rectify the investigation's report in light of comments.

Month 12: Deliver the concluded study paper and look into publishing possibilities.

Conclusion

According to the investigation's conclusions, interpersonal skills and job satisfaction are significantly positively correlated. More emotionally intelligent individuals typically express higher degrees of zeal, commitment, and involvement in their chosen field of work. The research investigation emphasizes the critical importance of psychological ability in job environments by highlighting emotional intelligence's impact on many aspects of job engagement.

Recommendation

  • Educate people on how to develop their emotional intelligence through practice.
  • In leadership roles, it is important to foster the development of and encourage the application of emotional intelligence.
  • Foster an atmosphere that is upbeat and productive in the workplace.
  • It is necessary to offer one another compliments and expressions of gratitude.
  • Help in achieving a balance between one's personal and professional lives through the provision of such assistance.
  • Maintain a consistent practice of inquiry and investigation.

References

  • A Better Version, 2023, Emotional Intelligence Balance Assessment High Score Journey (Online). Accessed from https://www.abetterversion.co.uk/eq-i-2-0-2/ accessed on 11-05-2023
  • Alotaibi, S.M., Amin, M. and Winterton, J., 2020. Do emotional intelligence and empowering leadership affect psychological empowerment and work engagement? Leadership & Organization Development Journal, 41(8), pp.971-991.
  • Aronen, A., Kokkonen, M. and Hintsa, T., 2021. Association of emotional intelligence with resilience and work engagement in sports coaches. Journal of Physical Education and Sport, 21(6).
  • Awad, N.H.A. and Ashour, H.M.A.A., 2020. The relationship between emotional intelligence, moral distress and work engagement as perceived by critical care nurses. International Journal of Advances in Nursing Management, 8(3), pp.237-248.
  • Barreiro, C.A. and Treglown, L., 2020. What makes an engaged employee? A facet-level approach to trait emotional intelligence as a predictor of employee engagement. Personality and Individual Differences, 159, p.109892.
  • Gong, Y., Wu, Y., Huang, P., Yan, X. and Luo, Z., 2020. Psychological empowerment and work engagement mediate between trait emotional intelligence and job satisfaction. Frontiers in Psychology, 11, p.232.
  • Johari, J., Razali, N., Zainun, N.F.H. and Adnan, Z., 2022. Job Characteristics and Work Engagement: The Moderating Role of Emotional Intelligence. Performance Improvement Quarterly, 34(4), pp.687-716.
  • Mérida-López, S., Carvalho, V.S., Chambel, M.J. and Extremera, N., 2023. Emotional Intelligence and Teachers’ Work Engagement: The Mediating and Moderating Role of Perceived Stress. The Journal of Psychology, 157(3), pp.212-226.
  • Nagalingam, U.D., Kadir, N.B.Y.A. and Hoesni, S.M., 2019. The mediating role of work engagement in the relationship between emotional intelligence and organizational commitment among higher education institution lecturers. International Journal of Learning, Teaching and Educational Research, 18(8), pp.31-53.
  • Naz, S., Li, C., Khan, H.S.U.D. and Rafiq, M., 2019. The impact of emotional intelligence on employee performance and engagement: the mediating role of job satisfaction. Middle East Journal of Management, 6(5), pp.574-596.
  • Sallie-Dosunmu, M., 2016. Using emotional intelligence in the workplace. Association for Talent Development.
  • Sarfraz, M., Khalid, B., Ozturk, I., Tariq, J. and Bashir, T., 2023. Assessing the effectiveness of psychological capital and employee engagement being moderators and mediators on employee emotional intelligence and performance. International Journal of Business Excellence.
  • Sebastian, K. and Hess, J., 2019. Leader emotional intelligence and work engagement in virtual teams within a healthcare service setting: A quantitative study. Oklahoma State Medical Proceedings, 3(1).
  • Stewart IV, C.J.C., 2021. Examining the relationship between emotional intelligence, employee engagement, and burnout: A comparison of administrative officers, criminal investigators and patrol officers in law enforcement (Doctoral dissertation, Auburn University).
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