CHAPTER ONE
INTRODUCTION
1.1 Background of the
study
The Workplace is an environment for upgrading, improving and
reforming the traits related to emotional intelligence competencies such as
perception and control of emotions.
Emotional intelligence is an important forecaster of key
organizational outcomes including job satisfaction, organizational commitment
among civil servants. A person who is able to understand and isaware of one’s
own feelings, and controls stress, negative emotions, and feelingof
frustration, can certainly have better relationships with colleagues and
supervisors, which ends in increasing job satisfaction, organizational
commitment and better jobperformance (Bernard).
Emotional intelligenceexplains the ability to perceive, control
and evaluate emotions.In 1990, researchers defined emotional intelligence as
the subset of social intelligence which involves the ability to monitor one’s
own and others’ feelings and emotions, to discriminate among them and to use
this information to guide one’s thinking and actions. It is believed that
emotional intelligence can be learned and strengthened, while others believe it
is an inborn trait.Some emotional and social competencies are important in the
workplace,which include adjustment in the face of the problems,
self-management, interpersonal effectiveness, discussionskills in the face of
different opinions and disagreement. Emotional intelligence improves the
performance of theorganizations, and has an important role in productivity and
effectiveness of the organizations; therefore, employeeswith high emotional
intelligence are considered invaluable assets (Yagazie: 2000).
Public service by nature is a service-oriented organization.
Governmentalactivities are allotted to the ministries who in turn are expected
to deliver services to thepublic. Thus, as service providers, the ministries
are always in constant touch with themembers of the public. This interaction
goes a long way in the public perception andassessment of government
performance. No matter how unpleasant their job is, publicservants have to keep
their feelings under control in order to safeguard, the interest oftheir
employer. It is at this point that emotional labour comes in. Emotional labor
is a requirement of a job that employees display required emotions toward
customers or others. More specifically, emotional labor comes into play during
communication between worker and citizen and between worker and worker
(Wikipedia).Emotional labour holdsthat employees should display emotions that
comply with certain expression norms orrules of the organization which help to
create desired state of mind in the customer. Bythis, employees are expected to
appear happy, nice and glad when rendering service totheir customers regardless
of any private misgivings or any different feelings they mayhave.
Organizational commitment is considered an important forecaster
for somepositive and negative outcome variables. Employees with strong
affective commitment to the organization perform better than those with lower
levels ofaffective commitment. It is positively related with employees’
motivation, job performance, and job satisfaction, andnegatively related with
absenteeism and turnover, as well as stress. Uncommittedemployees not only had
the lowest level of acceptance of organizational values, but they also felt
alienated from theorganization. (Scarborough and Somers, 2006) Salovey and
Mayer (1990, p. 189) define emotional intelligence as“the ability to monitor
one’s own and others’ feelings, to discriminate among them, and to use this
information toguide one’s thinking and action.” Human resources who have the
ability to communicate with each other effectivelycan lead the organization
toward success and effectiveness. Therefore, individuals recruited in the
organizationsshould be aware of and understand emotions in the self while
knowing that they are, what they believe in, whatthey say, what they think, how
they make decisions, how not to get angry, how to control one’s emotions in
differentconditions, and how to act with others. In such a situation, they will
be able to recognize and control emotions in others.
1.2 Statement of the
problem
Employees with high emotionalintelligence confront low
occupational stress in their job environment, yet employees with low
emotionalintelligence have less self-awareness, and as a result, in the face of
difficult conditions, they are not able to copewith their feelings and have too
much stress which, in turn, has a negative influence on their job satisfaction
and commitment.
1.3 Objectives of the
study
The main objective of this study is to examine emotional
intelligence and emotional labour as determiinant of organizational commitment
among public servants.
Toinvestigate the effect of emotional intelligence and emotional
labour.
To look at the predictability of emotional labourfrom the
combination of emotional intelligence, self-efficacy and organizational
commitment.
1.4 Research questions
In spite of economic, hierarchical, and management problems in an
organizations, especially in the public organizations, can emotional
intelligence be a solution for increasingjob satisfaction and organizational
commitment and diminishing occupational stress in the workplace?
Are thereother factors and variables having mediatory roles in the
effects of emotional intelligence on organizationaloutcomes such as
organizational commitment?
What is the pattern of relationship among emotional intelligence,
self-efficacy,pay satisfaction and emotional labour?
What is the overall effects of emotional intelligence,
self-efficacy and paysatisfaction on emotional labour?
1.5 Research hypotheses
Ho:there is no significant negative relationship between emotional
intelligence and emotional labour.
Hi: there is significant negative relationship between emotional
intelligence and emotional labour.
Ho: Employees with strong affective commitment to the organization
do not perform better than those with lower levels of affective commitment.
Hi:Employees with strong affective commitment to the
organizationperform better than those with lower levels of affective
commitment.
1.5 Significance of the
study
This study will help and teach individuals recruited in the
organizations to be aware of and understand emotions in the self while knowing
that they are what they believe in, what they say, what they think, how they
make decisions, how not to get angry, how to control one’s emotions in
different conditions, and how to act with others.
The study will teach staff, individuals how to able to recognize
and control emotions in others.
1.7 Scope/Limitations of
the study
This study on emotional intelligence and emotional labour as
determinant of organizational commitment among public servants.
Limitations of study
Financial constraint– Insufficient fund tends to impede the
efficiency of the researcher in sourcing for the relevant materials, literature
or information and in the process of data collection (internet, questionnaire
and interview).
Time constraint– The researcher will simultaneously engage in this
study with other academic work. This consequently will cut down on the time
devoted for the research work.
1.8 Definition of terms
Emotional intelligence: defined emotional intelligence as the
subset of social intelligence which involves the ability to monitor one’s own
and others’ feelings and emotions, to discriminate among them and to use this
information to guide one’s thinking and actions.
Emotional labour: Emotional labor is a requirement of a job that
employees display required emotions toward customers or others.
Public servant: is a service which is provided by government to
people living within its jurisdiction, either directly (through the public
sector) or by financing provision of services.
Organization:the act or process of organizing.
Organizational commitment: is a concept that has to do with the
degree of commitment and loyalty that employees exhibit toward employers. Commitment:
the act of committing.
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