The role of emotional intelligence is central to the good judgment of HR experts when developing the frameworks within the HR discipline. The purpose of this essay is to detail how emotional intelligence influences HR strategies, organizational design, and, avoiding prejudice, stereotyping, and discrimination in the federal government HR. Industrial/Organizational (I/O) practitioners define Emotional Intelligence differently. The more narrow definition is the ability to regulate emotions while interacting with others, it develops over time, and is enhanced through training. Conversely, the broader definition is an individual’s ability to perceive, identify, understand, and manage emotions, including empathy, time management, decision- making, and teamwork. Emotional intelligence determines individual potential for learning practical skills based on five components: self-awareness, motivation, self-regulation, empathy, and social skills. These components translate into emotional competence into-on –the –job capabilities. Emotional intelligence applies to the HR functionality because HR specialists maintain responsibility for ensuring compliance with HR related policies, procedures, and regulations. To that end, governmental HR specialists develop, implement, communicate, and train others concerning organizational policies and exercise appointed authority to intervene or seek reconsideration of third party decisions and facilitate meetings designed to identify non-compliance with statutory guidelines such as discrimination, prejudice, and, stereotypes in the work place. Claims of prejudicial, discrimination or stereotyping requires HR to review of local, state, and federal regulations concerning discipline, misconduct, performance problems, and dispute resolution. The I/O practitioner or HR specialist gathers, reviews, analyzes, and compares documentation concerning discriminatory practices, misconduct or performance related issues to previous cases or...
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