| Pub. Date | : Jan, 2021 |
|---|---|
| Product Name | : The IUP Journal of Organizational Behavior |
| Product Type | : Article |
| Product Code | : IJOB010121 |
| Author Name | : Huynh L Lan and Do N P Trinh |
| Availability | : YES |
| Subject/Domain | : Arts & Humanities |
| Download Format | : PDF Format |
| No. of Pages | : 17 |
Emotional Intelligence (EI) and job satisfaction are two important concepts in modern-day working environment. This paper examines the relationship between EI and job satisfaction at a Vietnamese Electronics Company through a combination of qualitative and quantitative research methods, group discussion and direct interview of 280 employees. The results identify five key factors of EI, viz., self-awareness, self-regulation, self-motivation, empathy and social skills, that affect job satisfaction positively. The paper also suggests some administrative implications to improve employee EI leading to job satisfaction, thereby improving the work performance at the company.
Emotional Intelligence (EI) is the ability to perceive emotions, to access and generate emotions to assist thought (Salovey et al., 1990) so that humans with a high degree of EI will know their feelings and how their emotions affect other people. EI is critical in human life because it gives the sensitivity and potential for emotional management skills that maximize long-term health, happiness, and survival (Hein, 2005). Also, embracing the nuances of human emotion at the workplace can have pragmatic benefits, such as better collaboration among employees and a happier workplace when the leader knows how to separate healthy from unhealthy feelings and how to turn negative feelings into positive ones (Hein and Singer, 2008). In conclusion, in professional and personal success, EI can play a more important role than conventional or general intelligence (Goleman, 1998). And so far, there have been a large number of studies on the effect of EI on job satisfaction like Rahim et al. (2002), Sarlak (2009), Emdady and Nasrin (2013), Mohammad et al. (2014) and Kassim et al. (2016); however, this issue has not been focused on by Vietnamese researchers. Thus, the aim of this paper is to suggest some recommendations to improve employee retention in small and medium enterprises like