The study views the preventive measures undertaken by government to combat COVID 19 as stressor for individuals, and examines how individuals’ personal traits including emotional intelligence and personality factors influence their coping strategies. The concept of trait EI is used in this study to understand its relationship with personality factors and their respective effects on the opted outcomes. Coping strategies in this study are categorised into task, emotion and avoidance-oriented coping. The results show that emotional intelligence is significantly related to all coping strategies whereas only certain personality factors make unique variances. When both emotional intelligence and personality are in the same equation, with the latter being controlled, the former shows incremental variance and the influence of personality factors is reduced. Detailed discussion of these findings and implications for policy makers and researchers are highlighted and conclude the paper.

This paper contributes to the development of the human resource management (HRM) literature through developing the linkages between HRM practices and employee attitudes and behaviours. It is widely believed that the implementation of high commitment human resource management (HRM) practices (e.g., training and development, communication, and participative decision making) can create strategic advantage for the organisation (e.g., Arthur, 1994; Delaney and Huselid, 1996). It is also suggested that HRM practices could shape employee attitudes and behaviours. However, the intervening mechanisms of this effect are yet to be examined. Researchers have pointed to the need to understand the means by which these practices exert their influence on employee commitment and other individual outcomes (Meyer and Smith, 2000).Drawing on social exchange theory (Blau, 1964), this paper aims to address this need by developing a theoretical framework which explicitly links employee perceptions of HRM practices and important work outcomes via perceived fulfilment of the psychological contract. Drawing upon psychological contract theory, it is proposed that commitment HRM practices create a more positive psychological contract (and thus higher perceptions of fulfilment of the psychological contract). This will in turn, lead to increased affective commitment and enhanced organisational citizenship behaviours (OCB).

English-language editing of that article was financed under Agreement 672/ P-DUN /2019 with funds from the Ministry of Science and Higher Education allocated to the popularization of science.

It can be observed that researchers in today’s generation have started to concentrate on what has previously been considered as the “soft” side of individual differences, including moods, feelings and emotions in relation to job performance. Emotional Intelligence (EI) as the software element of the mind is illuminated as a perspective and as a working construct. A lot of studies have correlated EI with job performance and mental ability, but some researchers believe that some concepts, such as organisational commitment, and turnover intentions, are still unexplored variables that need to be studied further especially in a non-western context. This study attempts to fill this gap by testing some of these links in the UAE. Data was collected from 321 employees of two large banks in the UAE and the analysis showed a strong correlation between all EI dimensions and turnover intentions. Results of the study also showed that organisational commitment mediated the relationship between EI and turnover intentions.

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