Read/Analyze HR Survey Results and provide 7 pages of written context (Bad work will be DISPUTED for FULL REFUND)

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Table of Contents Copyright © 2021 by Brandon Bouck 2 Dedication Page 3 Acknowledgement Page 4 Table of Contents 5 Introduction 6 Problem Statement 6 Grow Self-awareness 9 Practicing Self-Regulation 10 Improving Social Skills 10 Becoming Empathetic 11 Work on Motivation 12 Purpose of the Study 12 Limitations of the Study 13 Definition of Terms 13 Survey 14

Emotional intelligence is a critical element in creating workplace relationships necessary for effective coordination and completion of organizational objectives. The workforce is greatly influenced by how each of the members interact amongst one another. Strong or excellent emotional intelligence plays a critical role when it comes to how the workforce manages stress and conflict within the workforce. Miao, Humphrey and Qian (2017, p. 177) defines emotional intelligence as a set of capabilities, both verbal and nonverbal, that allows an individual to produce, express, recognize, comprehend, and appraise their own and other people's emotions to direct thinking and actions that manage the environmental requirements, demands, and burdens. Emotional intelligence predicted outcomes such as emotional labor, academic performance, job performance, organizational citizenship behavior, life satisfaction, leadership, workplace deviance, team process effectiveness, work-family conflict, stress, and trust are among some of the effected behaviors relating to emotional intelligence. Miao, Humphrey and Qian (2017) further emphasize a strong correlation between emotional intelligence and job satisfaction with individuals with more of a robust emotional intelligence quotient demonstrating higher levels of job satisfaction than those who have little or no emotional intelligence. Therefore, emotional intelligence can be considered a requisite trait of organizational managers and for everyone within the organization as it enables individual organizational successes alike. The following article will describe, discusses and analyze the impacts of emotional intelligence on the workforce.

Emotional intelligence in an organization is a critical “lynch pin” that fosters organizational success due to effective collaboration and close working relationships. Ideally, every corporate member must be suited with emotional intelligence to take positive criticisms and influence positive changes in how they handle themselves towards realizing, supporting and achieving organizational objectives. However, this is not the case in most organizations as can be evident by the amount of HR cases. Different issues arise within the workforce due to inadequate or no emotional intelligence within the workforce (Nikolaou & Tsaousis 2012, p. 328). Emotional intelligence is the capacity to understand and manage an individual's emotions. There are specific skills that are involved in emotional intelligence that include self-awareness, empathy, regulation and control, motivation, and social skills. Emotional intelligence has become an exciting aspect of psychology as different researchers have proved that it is a critical aspect of success within an organization (Tischler et al., 2002, p. 206). In the workplace, emotional competency plays a crucial role as it plays a role in how employees manage their stress and conflict with others in the organization. Therefore, emotional intelligence affects the overall performance in the workplace. Further, Tischler et al. (2002, p. 208) makes a comparison that the stress levels experienced by mental health professionals matches the occupational stress experienced by executives and middle-level managers in contemporary organizations. They conclude that there is a positive relationship between emotional intelligence and organizational commitment considered as an implication of stress. Emotional intelligence was also described as a determinant of employee loyalty.

Additionally, financial implications can arise as a result of those who cannot effectively manage their emotions or those who lack emotional intelligence. For instance, when one cannot effectively control their moods, they are likely to undergo an emotional meltdown that interferes with their production resulting in financial implications. Also, suppose a conflict erupts in the organization and is not effectively managed. In that case, there are cases when the conflict can escalate to effecting two people in the workplace and interferes with everyone's capacity to perform their functions as required. Inability to function for even three hours in a day in the entire organization holds significant financial effects on the organization as employers suffer losses. According to a study conducted by Khalili (2012, p. 359), people with low emotional intelligence are likely to suffer from poor communication, leading to frequent misunderstandings within the organization. Whenever there are misunderstandings in the organization there is a direct correlation to poor production or reduced workforce productivity, which has negative financial implications.

Further, Khalili (2002, p. 361) proposes various themes considered in the workplace, including negligence, avoidance, irrational and negation, weakness, and lack of self-control. Many researchers have pointed out that excellent organizations are characterized by managing feelings or even maturing or removing them completely. Workplaces are inevitably arenas of emotions, which can disrupt the normal functioning of the entity. Therefore, it is imperative that personnel in organizations possess emotional intelligence in order to cope with and deescalate situations before they overwhelm an organization.

Despite emotional intelligence skills being natural to some people, there are also some things that the workforce can do to enhance their level or ability to understand and reason with emotions. Reasoning with emotions is very critical skill in an organization. It helps ensure that effective relationships are built in the organization and it can be essential for effective decision-making to improve the business's success (Lindsey, 2014). Therefore, to effectively make business decisions, it is important to ensure that there is an understanding between the organizational members, effective collaboration and teamwork, and effective communication between the members of the organization. These can be effectively achieved by improving employees' emotional intelligence levels and ensuring that emotions do not negatively affect the organization. The following are examples of how organizational employees can become more emotionally intelligent:

One of the steps in improving emotional intelligence within the workforce is to practice recognizing personal emotions. Being aware of oneself involves understanding different aspects of an individual, such as feelings and emotions, as this is the foundational aspect of emotional intelligence. For an employee to effectively recognize their emotions, the following are some of the aspects that should be considered;

Paying attention to feelings, which translates to understanding how personal emotions impact or influencing how an employee responds to others, and whether the feelings impact their decision-making or how they interact with others. As these questions are answered, the employee becomes more aware of their emotions and their role in their task in the organization.

Taking stock of emotional strengths and weaknesses. This relates to how well an individual communicates with team members. Employees should consider their level of anger, impatience, or annoyance to a faster degree (Khalili, 2002, p. 362). Understanding how to effectively deal with these feelings is a good step to becoming emotionally intelligent.

Consider fleeting emotions. An employee might become irritated by different organizational issues, such as more tasks, infuriation from a co-worker, amongst other things. Before reacting, it is important to consider that making rash decisions based on emotions can be detrimental to the employee's success in the long-run.

According to Lindsey (2014, p. 78), self-regulation is a significant component of emotional intelligence. Being aware of ones' emotions is a basic step but controlling ones' emotions is a significant aspect of emotional intelligence. Employees who possess good self-regulation can effectively adapt to any situation in the workplace. This is because they hardly bottle things up and will wait for the right time to express their emotions instead of reacting impulsively. Brooks (2013, p. 38) possess that emotional competencies such as self-awareness, empathy, adaptability, ability to develop others, and self-control contribute significantly to effective leadership.

According to Pandita (2012, p. 62), the following are some of the ways through which an employee can improve their self-regulation abilities in the workplace: Adopt strategies to release workplace stress; Employees should be on the lookout for hobbies or activities that can enable them to release stress-related to a workplace, these include; physical exercise and different hobbies.

Keeping cool, the employees must accept that they cannot control everything in the organization. Therefore, seeking assistance is an adequate way to respond and enables an individual not to stir things up.

Being rational in decision-making; In the heat of the moment, emotions can toll on an employee. A better decision can be made when one takes their time and considers different aspects to respond to the situation effectively.

A study on emotional psychology by Drigas and Papoutsi (2019, p. 176) suggests that employees with a high level of emotional intelligence have relatively more vital social skills. This thought can be deduced because these people can recognize other employees' emotions and react appropriately to the circumstance. Social skills are also necessary for a work environment as they lead to better communication between employees. Employees with good social skills can hold conversations with every employee and also communicate their ideas effectively. The following are some of the ways that the employees can enhance their social skills;

Listening to others' views; this means actively listening to others, which is about engagement and demonstrating that an individual is passionate about work-related activities and can cooperate with others to attain organizational goals.

Paying attention to nonverbal cues; Learning and understanding nonverbal cues is an effective way to understand a co-worker better. This can also enable an individual to effectively convince people, which is also an essential skill in effective workplace performance.

Avoiding office drama; is vital to ensure that an employee stays off petty office politics that may negatively affect the workplace. It is necessary to listen to what others say in the organization and look for different ways to solve problems and reduce office tensions.

Emotionally intelligent people are good at stepping into others' shoes and understanding how they feel. However, empathy is about how others feel and positive impacts onto peoples’ emotions. According to Drigas and Papoutsi (2019, p. 134), kindness in the workplace allows an employee to understand the divergent dynamics between organizational members. Further, empathy allows an individual to recognize who holds power and how this influences behavior, interactions, and feelings in the organization. The following are some of the ways to improve ones' empathy in the workplace;

View things from others' perspectives; it is often a challenge to feel like other people are wrong. However, to quell disagreements in the organizations, it is necessary to look into the situation from different perspectives.

Observing your response to others, letting others share their ideas, acknowledging their input whether you disagree with them or not. Letting others know to understand their efforts has merit that helps them feel the need to compromise.

Another crucial aspect of emotional intelligence is intrinsic motivation. Employees who possess stronger emotional intelligence are often motivated to achieve their own goals for themselves. Instead of seeking external rewards, these people often want to accomplish goals for their own good as they find them fulfilling and they are passionate about them (Nikolaou, & Tsaousis, 2002, p. 337). The following are some of the ways through which employees can be motivated within the workplace;

Focus on what you like about your work; some things make one happy and hate in a workplace. Therefore, an employee must focus on what they love to get a feeling of accomplishment when they emphasize the job aspect that they enjoy.

Maintain a positive attitude at whatever cost; organizational members must establish the best approach to making people optimistic. Usually, optimistic people tend to inspire others, making them feel positive about their work.

The goal of the study is to determine the importance of emotional intelligence in the workforce. To effectively understand the necessity of emotional intelligence in the workforce, it is necessary to study the relationship that different organizational members have in the workforce. Usually, it is necessary to ensure a good, if not perfect, coordination between different organizational members. Therefore, through quantitative research, the researcher will examine the nature of relations and how different organizational members deal with their workplace emotions. Further, the researcher will determine the importance of motivation about emotional intelligence.

The research study has a possibility of the following limitations. Since the survey depends on the access to organizational data, access to different organizations might be limited. This is because the data is being “self-searched” and not provided or collected. The study is also limited in terms of bias. Since the study is basing its findings on the data collected from the researcher himself, there are higher chances that the data may skew to represent their interest. Bias is mostly negative, but we can also have a negative bias, but one can also have a positive bias. Therefore, the researcher purposes of reviewing the data collected and scrutinize how the research problem is stated. The research's effectiveness can better be achieved if the limitations of the problem are managed to the point of elimination. Additionally, the researcher pays a close examination of the possible limitations and the best approaches through which these limitations can be reduced to impact the study quality.

Emotional intelligence; has been severally defined by different scholars, however, they more of relate to one another. Common definition of emotional intelligence is a set of capabilities, both verbal and nonverbal, that allows an individual to produce, express, recognize, comprehend, and appraise their own and other people's emotions to direct thinking and actions that manage the environmental requirements, demands, and burdens.

Intelligence; Capacity to acquire and apply different skills and knowledge.

Social Skills; ability to interact well with others within a social setting.

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References

Brooks, J. K. (2003). Emotional competencies of leaders: A comparison of managers in a financial organization by performance level (Order No. 3073312).

Drigas, A., & Papoutsi, C. (2019). Emotional Intelligence as an Important Asset for HR in Organizations: Leaders and Employees. International Journal of Advanced Corporate Learning, 12(1).

Giorgi, G. (2013). Organizational emotional intelligence: development of a model. International Journal of Organizational Analysis.

Khalili, A. (2012). The role of emotional intelligence in the workplace: A literature review. International Journal of Management, 29(3), 355-370.

Lindsey, N. S. (2014). Online education, emotional intelligence, and interpersonal skills for the 21st-century workforce (Doctoral dissertation, The University of Alabama).