Emotional intelligence and job satisfaction: the role of organizational learning capability

Abstract

Emotional intelligence is becoming one of the most important individual competencies for organizations, which has been theoretically related to organizational performance and to individual variables like job satisfaction. However, some emotionally intelligent people seem to be satisfied with their jobs while others do not. This paper proposes that organizational learning capability plays a significant role in determining the effects of emotional intelligence on job satisfaction. We assess this empirically through the responses of 157 employees from 8 companies in the Spanish ceramic tile sector. Implications of the findings for both academic and practitioners are examined. 2 INTRODUCTIONAccording to Goleman (2001, p. 14), emotional intelligence (henceforth EI), at the most general level, refers to the abilities to recognize and regulate emotions in ourselves and in others. Salovey and Mayer (1990, p. 189) understand EI as the ability to monitor one's own and others' emotions, to discriminate between them, and to use the information to guide one's thinking and actions. Publications from Salovey and Mayer (1990) and Goleman (1995) represent the beginning of the EI era in the academic and practitioner contexts, respectively. The construct of EI has received increasing attention in a variety of literature bases, such as competency management (Capaldo et al., 2006). Following this view, EI might be considered as a group of individual competencies essential for organizational performance.EI can affect an individual's success in an organization (Goleman, 2001). According to popular opinion and workplace testimonials, EI increases performance and productivity (Lam and Kirby, 2002). However, EI literature over-relies on expert opinion, anecdote, and unpublished surveys (Zeidner et al., 2004). The review by these authors underlines the scant, and sometimes highly controversial, empirical evidence used to support the importance of EI in the workplace and recommends that scientific studies be carried out in organizations.Very little empirical research analyzes the relationship between EI and job satisfaction, which has probably been the most extensively researched work attitude in the organizational behavior literature (Blau, 1999). Zeidner et al. (2004) suggest that EI could be acutely sensitive to possible factors, and, unlike conventional ability, EI may have both positive and negative associations with performance, depending on contextual factors. Bar-On's study (1997) is the only research that reports a modest relationship between total EI scores and job satisfaction.However, this direct positive effect could be due to the sample, comprised of a group of individuals in higher level occupations. Abraham (2000) found that although EI was related to job satisfaction, this was moderated by an environmental characteristic: job control. It is not sufficient to hire emotionally intelligent employees; for them to thrive, the environment must offer autonomy in decision making. In sum, some EI people are satisfied...

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Emotional Intelligence and Personal Development in Employees: A Case Study of Zigron Corporation, Pakistan

“…It is also identified in the literature that EI can prove to be a good tool for individual and group effectiveness in all areas of life by many researchers (Chiva & Alegre, 2008;Dulewicz & Higgs, 1999;Morehouse;Rozell & Scroggins, 2010). Major factors considered by these researchers against EI are job success, professional growth of individuals, performance climate and performance and job satisfaction.…”

“…Goleman's (1998) work showed that EI abilities are two times important and are at a higher rank for achieving excellence than technical and cognitive skills. Chiva & Alegre (2008) suggested that for technical and complex positions, EI abilities are more crucial for organizational and individual performance. They recommended that "administering the Myers-Briggs Type Indicator (MBTI), a typology of personality preferences based on Jungian psychology (which is one of the most often used in evaluating individuals and managerial development and emotional quotient inventory (EQI) formulated by Bar-On (2000) instruments in HR programs as a customary part of the employee orientation and/or training programs) will improve employee as well organizational growth".…”

“…Chiva & Alegre (2008) identified that Goleman's (1995;1998) work on EI is also very crucial in building theory on the subject. Goleman's (1998) work showed that EI abilities are two times important and are at a higher rank for achieving excellence than technical and cognitive skills.…”