Porters five model

Topics: Emotional intelligence, Intelligence, Intelligence quotient Pages: 6 (3686 words) Published: April 19, 2014
International Journal of Business and Social Science

Vol. 3 No. 21; November 2012

The Role of Emotional Intelligence on Job Performance

Mohmmad Shahhosseini
Department of Professional and Continuing Education
University Putra Malaysia
Abu Daud Silong
Department of Professional and Continuing Education
University Putra Malaysia
Ismi Arif Ismaill
Department of Professional and Continuing Education
University Putra Malaysia
Jegak nak Uli
Department of Professional and Continuing Education
University Putra Malaysia

This article aims at investigating the effect of emotional intelligence on the job performance of the individuals from a theoretical viewpoint. More specifically, it embarks on the link between the nature of emotional intelligence and the job performance. Two variables are considered in this study: emotional intelligence and job performance. As such, this probe can a kind of help for managers and researchers to better realize the link between these two variables. It can also assist the organization practitioners to have a better understanding of the relationship between the mentioned factors.

Keywords: emotional intelligence, job performance
1-Introduction and statement of the problem
The recent years have witnessed the swift alteration towards the globalization and competitiveness among a handful of organizations. So, a new generation of competent officers should be employed by these organizations to tackle the shifts and competitiveness and contend with this situation. Human Resource Development (HRD) has a crucial role in the officers’ potentials to be developed and improved as its end is to concentrate on and develop the resources towards the equal triumph of persons and organizations brought by the individuals to the organizations. According to Swanson & Holton III, 2001, two hub threads of HRD comprise (1) the learning of individuals and organizations, and (2) the performance of individuals and organizations. The vertical component should be positioned inside the human resource development viewpoint and this also can have an impact on the job performance namely, Emotional Intelligence.


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It is shown that a host of variables affect the performance. The majority of researchers have investigated the impacts of other variables such as conflict(e.g. Tubre & Collins, 2000; Momeni, 2007), leadership(e.g Pollaer, 2008; Walsh, W.B., 2009), commitment(e.g Preston &Brown, 2004; Hasani, 2007), culture and value(e.g. Ebrahimi, 2003; Min-Huei, 2004; Yu-chi, L, 2009), satisfaction(e.g Mat Zin,1995; Park & Holloway, 2003), education(e.g. Joumady & Ris, 2005), total Quality management (e.g. Agus,2005; Morgan, 2005; Sousa, Aspinwall, Sampaio, & Rodrigues, 2005), ability ( e.g. Giacobbe, Jackson Jr, Crosdy, & Bridges, 2006), competencies(e.g. Dainty, Cheng, & Moore, 2005). As such, the purpose of this probe is to examine the impacts of emotional intelligence, which is of utmost importance in today’s society. In attaining the triumph of the organization, managers’ performance, encompassing quality service, customer attraction, resource attraction, and organization outcomes are considered as essential features in an organization. A good management goes for the development of the human’s capital, especially in their mangers. They search for ways to augment the performance individually and organizationally. To reach this aim, they make use of a variety of courses. In addition, there exist the contradictory consequences in emotional intelligence and job performance. Therefore, working on this subject has the priority and as such, this investigation is about to fill this gap and to establish a theory of job performance. Up to now, the studies show that there is no relation between job performance and emotional intelligence theoretically in the banking industry as shown in the literature....

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