NAME: ADITI SAUMYA, AVANTIKA SINGH, ROHAN PANDA, SHANIA DASH,

SHARVARI GADKARI

PRN: 19010126144, 19010126161, 19010126140, 19010126145, 19010126120

DIVISION: B

GROUP: 6

COURSE: BBA. LL. B (2ND YEAR)

SUBJECT: HUMAN RESOURCES AND TOTAL QUALITY MANAGEMENT

TOPIC: RESEARCH PAPER

 How are Emotions Managed in an Indian Workspace?
Symbiosis Law School, Pune
Symbiosis International (Deemed University)

Aditi Saumya, Avantika Singh, Rohan Panda, Shania Dash, Sharvari Gadkari

Abstract:
The practice of dealing with emotions in a workplace has taken a turn for the better with time.
There was a time when, at a workplace, emotions were not given much of an importance and
the focus was only to get the job done, but focusing alone on getting the job done did not go
hand in hand in the society we now live in where everything takes place so fast, that people
forget to take a break which ends up affecting their mental health.
Thus, with time there has been a shift from just focusing on work to focusing on the emotions
of the people as well. This has led to organizations figuring out that with the emotions of a
person being handled properly at a workplace, there has been a visible improvement in the
quality of work of the individuals.
In this paper, we aim to show how emotions are managed in an Indian Workspace at different
levels with special focus given to the managers and to the people working in the Human
Resources Department of their respective organizations. There also is a focus on the people
working in other departments of their organizations.
The primary source of data is a questionnaire and the secondary sources are websites, various
research papers and books.
In the society we live in today, emotions cannot be taken lightly and instead need to be in the
thick of things if organizations are to succeed.
Key Words: Emotions, workplace, organizations, mental health.

Introduction
Emotional Intelligence has become an important part in everyone’s personal as well as work
life. This was first defined as, “the ability to accurately perceive your own and others
emotions, to understand the signals that emotions send about relationships, and to manage
your own and others’ emotions.” Which in turn means that EI is mainly about managing
emotions, empathy, social awareness, building meaningful relationships among many more.
Therefore, it is the ability to manage as well as recognise and understand the emotions of
your own and others around you. And, since emotions act way before thoughts and
behaviour, it is important to know and understand how to deal with them.
There have been various studies that show that a higher emotional intelligence results in the
better work performance of an individual and overall improve the productivity of others at the
workplace. Emotional intelligence plays a significant role in areas like leadership and
therefore the study of emotional intelligence is essential. It is not only about an individual and
their emotions but also the understanding of other people’s emotions. This paper highlights
the Emotional Intelligence in Indian organizations with reference to an individual’s
competency.

Review of Literature:
Neal M. Ashkanasy and Catherine S. Daus (2002)1 have written in their article about the
perspective of how EI would be applied in the various factions of an organization such as
selection, training, performance management and customer service. the authors have mainly
stated certain techniques/solutions and findings with various illustrations to be beneficial in
an organization, most importantly in a service job where employees have to deal with
customers on a daily basis. It talks about the essentiality of managing emotions in the service
of one's job and utilising the emotional capital in a competent manner. The authors go on to
say how it is crucial to manage emotions in a customer service position which can directly
have an impact on the reputation and sales of the organisation. The articles provides certain
preventive techniques such as: the emotional expressions to be changed by employees in
order to receive a positive impact. And managers raising awareness to reduce the emotional
labour. Lastly, the article talks about transformational leaders must being in touch with their
own feelings and managers are to become aware of the emotional impact of jobs, they can
model the emotional climate and furthermore develop a rewards and compensation system.

Tony Morrison (2007)2 in his paper mentions how Emotional intelligence separates average
from top management or performance by dividing the Emotional Intelligence paradigm into
four interrelated domains namely: Self Awareness, Other Awareness, Relationship
Management, Self Management. Moreover, the paper briefly talks about Goleman and the
Emotional Competence inventory; and Salovey and Mayer's definition of EI and how
Emotional Intelligence can be seen as a personality trait or an ability. It discusses about the
importance of emotional competence in social work by influencing it collectively and not
individually. Furthermore, it converses about the relationship of worker and assessment data's
comprehensiveness being related to one another and stating illustrations where emotions have
a direct impact on decision making and judgement. Overall, the paper states how at every
stage of social work: engagement, assessment, observation, decision making, planning and
intervention it is crucial to understand and handle one's own and others' emotions.

Tae- Yeol Kim, Daniel M. Cable, Sang- Pyo Kim and Jie Wang (2009)3 examine a model
where emotional intelligence impact work performance through employees’ proactive
behaviour towards their supervisors. It proposes, firstly, how interpersonal proactive
behaviour is a key to understanding the linkage between emotional competence and work
performance. Secondly, how employee’s interpersonal proactive behaviour results in better
work performance under certain circumstances. The research paper focuses on how
employees translate emotional competence into work performance circumstances. The paper
further discusses that emotional competence cannot lead to higher performance unless it
affects how people act in the work setting. It is presumed that employees high in emotional
competence use certain behaviour in the workplace which allow them to gather better
information and make better decision, which further result in better results and work
performance. In the later part of the paper the authors have discussed how success of
interpersonal proactive behaviour depends on the job autonomy of an individual.

Stephane Cote and Christopher T.H. Miners (2006)4 the study determines how emotional
intelligence and cognitive intelligence are associated with job performance. Emotional
intelligence is a set of abilities which help an individual interact better at work place which
improves their job performance. A compensatory model is proposed through the paper as the
association between emotional intelligence and job performance is high, it decreases
cognitive intelligence. A result of a study was reported in which employees complete tests of
emotional and cognitive intelligence and their task performance and organisational
citizenship behaviour was assessed by their supervisors. The Hypothesis from the model were
supported for task performance and organizational citizenship behaviour directed at the
organisation, but not for organisational citizenship behaviour directed at individuals. Lastly,
the paper discusses the theoretical implications and managerial ramification of the model and
finding.
Evan M. Berman and Jonathan P. West (2008)5 in this article talks about how different
techniques can be used to further emotional intelligence, be it feedback and mentoring,
selection and promoting, training or the adoption of code of conducts. These factors have an
indirect effect on the ever-increasing EI. Now throughout the country it has been noticed that
the cities which end up using a high amount of these factors, in order for the employees and
managers to hone their EI skills, provide ample space for activities and discussions and it can
be seen that in such cities, managers are specially given a specific task to give and receive a
detailed feedback about the same, the soft and social skills that they have given a workshop
or training about in to their employees. It is also important to be noted that this study also
recognizes the how the new organizational policies and practices have an impact on the
managers and their Emotional Intelligence. It also throws light on how to help managers
build their emotional abilities and understand about the policies that already exist. In short,
they help a manager understand where he or she stands on an emotional front and what he or
she can do to spread its awareness among the other employees.

Jason Hughes (2005)6 in this article talks about how EI is seen in workplaces and how it is
applied and received by people working. It has also been obstinate on the idea that the
sociological significance of the same resides on the broader processes that exemplifies it and
not only on the concept of EI itself or on its specific applications. It has further been brought
to our notice that as and when EI has moved away from theory to practice, like that in
workplaces, it has lost its stature in the scientific community. Further the article has also
helped sent a boundary between that of work life and personal life, and specified that,
blurring the lines between them is an indication to poor emotional competence. This article is
heavily based on Goleman’s work because it talks about the use of EI in a workplace and
further because of the acclaim and critique his work has got. Lastly it also has shown that the
increased focus on specific factors like having emotional display as a criteria for recruitment,
development and promotion helps to have a healthy emotional space to work in and also
helps increase the emotional intelligence of a workspace.

Joseph C. Rode, Christine H. Mooney, Marne L. Arthaud-Day, Janet P. Near, Timothy

T. Baldwin, Robert S. Rubin and William H. Bommer (2007)7 in this paper talk about the
direct and moderated effects of an ability-based measure of emotional intelligence on
individual performance in a sample of business undergraduates. It has been proposed by
various scientists that individual performance is affected by emotional intelligence and this
paper aims at proving the same. It was shown that some of the direct effects include public
speaking effectiveness as speech making is an emotive exercise and public speaking creates
particularly high levels of stress and anxiety for many people. Many factors contributed to
individual performance, and these have some interesting implications on managers in
selecting, training and evaluating employees. The screening of EI may serve to increase the
overall level of employee performance within the organization. The findings in this paper
indicate that the relationship between EI and individual performance is more complex than
previously thought. Therefore, this paper summed up that the relationship between EI and
various outcome criteria may not be adequately captured by models focusing solely on direct
effects.

Carol Linehan and Elaine O’Brien (2016)8 in their article have put forth the emotional and
ethical complexities faced by the Human Resource Personnel. The authors go on to talk about
the ethical challenges which have to be dealt with such as choosing between the right and
wrong emotions while interacting with employees and clashes of values and principles faced
by them. Moreover, the article talks about how a mask or a cover has to be put on by HR as
their professional emotions need to be portrayed along the lines of detachment and asked to
suppress the same. The article describes ethical decision making as a strenuous task to be
done by HR by handling the situations with moral emotions. In such a manner, the authors
have depicted how the HR Personnel are expected to show appropriate emotions and cope up
with the ethical challenges at workplace making their job challenging.

Kavita Singh (2008)9 sets the record state on whether the significance of cognitive abilities
supersede that of EI in the workplace by stating that although cognitive abilities can help a
person in securing a job position, EI ensures that she is retained in the organisation and can
rise to the top-most positions. She has also laid emphasis upon the need for bosses and
leaders of an organisation to possess high levels of EQ in order to ensure that all the
employees can stay in the organisation for the longest duration of time while giving their best
performance. Moreover, the HR recruiters also need to possess high EQ levels to make the
best hiring decisions. This article has made us understand how EQ plays a crucial role in
ensuring optimal functioning of every department in a workplace.

O’Boyle (et al.) (2011)10 conducted a meta-analysis by using a sample size which was 65%
larger than what had been used in previous studies. They classified EI into three streams,
namely: 1) ability -based models that use objective test items; (2) self-report or peer-report
measures based on the four-branch model of EI; and (3) "mixed models" of emotional
competence. By conducting research based on these streams and finding different
correlations, the authors arrived at the conclusion that all three streams are substantially
correlated with job performance. The three streams correlated differently with cognitive
ability and with neuroticism, extraversion, openness, agreeableness, and conscientiousness.
Thus, by conducting these studies the authors essentially proved that EI does play a
significant role in determining job performance.

Objectives of the Study:

1. To show how important it is to handle emotions in a diligent manner in a workspace; and
2. To find out how people working in different positions in an organization react and handle
emotions;
3. To learn how emotional crisis at a workplace are handled;
4. To learn about how high people regard emotions to be;
5. To determine the role and management of EI in workplaces within India; and

Research Methodology:
This research is based on both primary as well as secondary data. Primary data was collected
from a sample of 80 people from various cities across the country through the means of a
questionnaire survey.
The questionnaire was made in such a manner that it especially targeted the managers of
organizations, the people working in the Human Recourses department and the other
employees. Secondary data from journals and research papers were also incorporated for this
study. All the respondents are from various parts of India therefore, the result so obtained is
not farce in nature.
What is Emotional Intelligence?
Emotional Intelligence is based on how you use your emotions intelligently in your life.
Every emotion is reflected in your actions, emotions trigger actions and how you respond to
those emotions vary from person to person. Those who act thoughtfully and carefully as to
keeping the consequences in mind are said to have higher Emotional Quotient.
Peter Salovey, John D. Mayer (1990)11 described EI as the skill of recognizing/perceiving
emotions, to be able to support the thoughts by producing and approaching the emotion,
capable of comprehending the emotions as well as the understanding of emotions. Moreover,
to increase the scholarly development and encourage emotional growth the emotions have to
be thoughtfully regulated.
Daniel Goleman (1995)12 defined it as the capability of an individual to handle their emotions
with the purpose of articulating and putting forth their thoughts and emotional state in an
efficient manner.
Mayer, Salovey and Caruso (2008)13 explained that EI is the capability of engrossing oneself
in interpreting complex data about their own as well others emotions.
Therefore, facilitating one’s thought process in order to comprehend the emotions
experienced and act in accordance with them to the best of one’s abilities which would be for
the betterment of others and oneself is EI. And Emotional Quotient can be improved over the
time assisting one’s progress taking them to greater heights of success and building healthy
relationships with individuals.

Importance of EI in the Workplace:

When one thinks of a workplace, the picture that forms in the mind is a black and white one,
wherein people behave with utmost professionalism and follow all formalities. However, the
fact that those who form the foundation of any workplace are human beings, cannot be
ignored.14 Human beings are complex creatures of emotions and therefore, even at a
workplace, they must be adept at handling their emotions effectively while also
simultaneously ensuring that they adequately understand and deal with those of their peers.
In any workplace, there are a variety of emotions that one has to deal with on a daily basis.
For example, when your colleague doesn’t send you the documents you’ve been asking him
to for many days, how do you handle your frustration and deal with him in a calm and
collected manner? When your employee doesn’t show up to work on time despite having
been given several warnings, how do you react to it? Like this, many such seemingly
insignificant situations need to be handled in a workplace on a day-to-day basis, despite of
the position one might be in. The ultimate objective of any workplace is to promote
maximum proficiency and produce the best possible results and outcomes, and prima facie,
EI might seem to be only focussed on maintaining healthy human relationships. But, that is
not the case, since the more EI is promoted in a workplace, the better will people in the
organisation be able to work together and thus, help the organisation to reach its ultimate
objective.
EI forms an integral part of any workplace and enables the smooth-functioning of its day-to-
day operations. In any workplace, people from a variety of backgrounds and value systems
work together as a team. For the effective management of this kind of multiplicity, it is
important for every member of the team to possess EI. According to Kaur and Sharma
(2019)15, EI acts as the key driver for directing, regulating and controlling emotional,
personal and social competences of people at work. When the members of the organization
with different kinds of responsibilities showcase high levels of emotional intelligence, they
tend to work well together and produce better results and outcomes. In a workplace, it is
essential to understand, express and manage good relationships along with being able to solve
problems under pressure, and EI helps immensely in doing exactly that.16

Why is Emotional Intelligence becoming increasingly relevant?

With the change to a more digital era, the importance of EI has become increasingly relevant.
Various tasks which were done by humans, are now dependent on being digitalized. This in
turn has allowed humans to be more and more focused on personal tasks such as meeting
clients, interacting with team members, etc. In a study conducted by People Matters for their
article17, the author conveyed that many executives said emotional intelligence will become a
must-have skill in the next five years and almost a third of the employees surveyed agreed. A
highly emotionally intelligent workforce is considered essential for success.
We know that EI helps in enhanced productivity, higher customer satisfaction, an increase in
the share market, etc. But, to develop such skills and emotional intelligence, organizations
need to provide suitable training and workshops to help develop the same. This will help the
employees transitioning to a digitally enhanced workplace where their skills in interaction,
which cannot be replaced by AI, comes into the picture. Organizations have to approach this
by showing the value of EI in the workplace and work to continuously improve this, for
everyone.
Therefore, with many tasks now becoming digitalized, the importance of EI becomes more
relevant, along with the various benefits that EI can get a company. And thus, organizations
must prioritize EI in every step of the company to adapt to the changing times. Especially in
the fast-changing world at present, it will be emotional intelligence that will help in
distinguishing human work and AI18.

Findings and Data Analysis (with charts):

In this study, our findings are in a threefold manner. We have findings for three separate
positions, first being that of the managers of the organizations, then comes the people
working in the Human Recourses Department and finally come the other employees working
in an organization.
From the survey, we found that, managers form an integral part of any workspace and in this
study, 36.3% of the sample were in the position of manager in their respective organisations,
HR Personnel only formed a 7.5% of the sample in the research conducted and we found that
a whooping 56.3% of people who participated were employees in an organization. The
research was conducted from different age groups starting from 18 years till 75+ years which
included 52.5% males and 45% females.

Following is a detailed analysis on the same:

MANAGERS:
Managers form an integral part of any workspace and in this study, 36.3% of the sample were
in the position of manager in their respective organisations.

a) An astounding 55.2% of the people in managing positions believe themselves to be

extremely approachable by the employees, while 34.5% put themselves just above average
and 10.3% believe they are at an average level on the approachability scale. Interestingly, no
percentage of the sample put themselves in the below average position. This implies that
almost all the managers are of the opinion that they can be easily approached by their
employees.
b) When it comes to employees discussing their personal lives with their colleagues, 55.2%
of the managers put themselves on an above average position, implying that they strongly
believe that employees should do so. 27.6% of the managers take a neutral stance on it. On
the other hand, an aggregate of 17.2% of the managers don’t support this notion since they
place themselves on a below average position, 10.3% of which are absolutely not in favour of
it. So, majority of the managers in the sample seem to be in favour of employees discussing
their personal lives with their colleagues.

c) Handling emotional crises at the workplace is something every manager must be equipped
with. We got a variety of responses from managers on the question of how they are going to
deal with one of their employees having an emotional breakdown. A majority of the
managers in the sample are inclined towards having a non-judgmental, empathetic and
positive discussion with the employee, emphasising upon listening to them and their issues. It
is quite reassuring to see almost all the people believe that they are going to be as supportive
as possible and also advice the troubled employee to seek counselling.
d) Being in the managing position requires a person to be well-skilled in handling stressful
situations, one of which is to deliver bad news to an employee. Most of the people are of the
opinion that they will be direct in conveying such news, while also trying to have a positive,
honest and personal approach. Some have also conveyed that they will try to be diplomatic
about it and explain all the reasons behind an issue in a supportive manner.

HUMAN RECOURCES DEPARTMENT:

Human Resources have a vital role in the organisation to strengthen, support and develop the
values and principles of an organisation.
1) When the Human Resource Personnel were asked how likely did they believe the
employees were to approach the Human Resources for dispute resolution, 66.7% took a
neutral stance on it, 16.7% people strongly believed that the employees would approach the
HR for dispute resolution and the remaining 16.7% took a below average outlook about the
approachability of the employees for the same. The statistics below depict that according to
HR people the majority employees in an organisation neither too hesitant nor too keen on
contacting the HR department when there is a disagreement but rather take a middle ground.

2) In accordance with our research, 83.3% people from the Human Resource department
agreed to have workshops, seminars on Emotional Intelligence to be organised. 16.7 % do not
find the need to organise the same. This portrays that majority of the people working in the
Human Resource department have assented to arrange such workshops, seminars, meetings
or conduct sessions on EI in their organisation implying that majority of HR personnel feel a
sense of responsibility towards the employees’ emotional health which in turn would benefit
them to cope up with work and personal life challenges in an efficient manner.

3) Inquiry about the effectiveness of their company's dispute resolution mechanism is

provided the following statistics. 50% of the HR had a mediocre view in regard to the
efficiency of their organisation’s dispute resolution method. The remaining 50% were
divided into 33.33% who put their company’s mechanism considered it to be below average
and mere 16.7% thought their mechanism to be good. The above numbers suggest that an
average policy for dispute resolution is maintained in half of the organisations which could
answer the question why employees take an average position while approaching the HR for
the same as mentioned earlier in the first point.
4) Overall, 80% that is the majority of Human Resources Personnel stated that they have
consultants and on-site therapists are present, along with that frequent sessions to spread
awareness on the topic of mental health issues are also conducted in their organisation
and/or community for the employees struggling with mental health issues. This indicates that
in major organisations the mental health of employees is being taken care of and their
emotions are not being invalidated.

OTHER EMPLOYEES:
Employees are what complete an organization and through this survey we found that a
whooping 56.3% of people who participated were employees in an organization.

1) On being asked to rate on a scale of 1-5 (1 being the least and 5 being the most) whether
employees should talk about their personal lives with their colleagues, 42.2% of employees
responded with a 3, and 22.2% responded with a 1. 15.6% said 2, 11.1% said 4 and the
remaining said 5. These numbers suggest that employees think that a work life balance is
important and therefore, a 3 indicates that balance. The next highest number being a 1, which
is the least, indicates that employees should strictly stick to professionalism.
2) On being asked to rate their work-life balance on a scale of 1-5, 28.9% of employees rated
it a 4. The next highest, which was answered by 26.7% of employees, was a 5. While 2 and 3
were at a tie, 8.9% rated their work life balance a 1. As the numbers suggest, the majority
have a very satisfied work-life balance. This indicates that organizations are increasingly
focusing on the employee’s work-life balance.

3) When the employees were asked to describe their inter-personal relationship with their co-
workers, many employees seemed to agree that it was good and friendly. Some also went on
to say that the co-workers always helped in times of need and it was professional and healthy.
A good and healthy work environment is essential for an employee to perform his best and all
the employees who took the survey had positive remarks about their inter-personal
relationship with co-workers.
4) All in all, for an employee to perform well in his environment, it is important for it to be
healthy. This is where EI plays an important role, where cognizance of things which might
not be comfortable to employees, regular check ins and reminding them of their progress is
essential. This obviously cannot be the job of the employee alone, and is interdependent on
everybody working in the organization. Many who took part in the survey highlighted that
Emotional Intelligence is important to create a better work environment.

GENERAL SET OF QUESTIONS:

There were a set of general questions asked to everyone in common, and the responses for the
same are mentioned below
1) On being asked who should possess the highest EQ level at work place, most of the people
that 50% of the people believed that the managers should possess the most amount of EQ as
they are the heads of the department. The other 30% people believed that it is important for
all the three HR Personnel, Manager and Employees to have high EQ level to make the
workplace comfortable for everyone, 13.3% people said that the HR should possess the
highest amount of EQ to understand people’s problems and be empathetic towards them and
only 6.6% people believe that other employees should possess the highest amount. Therefore,
the above statistics prove that the managers should possess the highest amount of EQ as they
are the once who manage the functioning of the whole organisation.
2) As a part of the research next question asked was how frequently do they seek recognition
from their employers. 42.1% people said rarely, 34.2% frequently receive appreciation which
includes seeking recognition one a week or once a month, 15.7% people seek recognition
only when they achieve something or they successfully crack a deal or a meeting and 7.8%
people replied that they never seek recognition for the work they do.
3) On being asked what is their perception of Emotional Intelligence and how is it important
at workplace. We received a variety of answers most of the people said that emotional
Intelligence is all about sharing and understanding the colleagues to make a better place to
work in others added that it is skill to make healthy relations for the growth of the
organization. It creates a positive environment where everyone is free from any kind of
pressure and stress or anxiety.
Conclusion:
Majority of the people believed that EI is very helpful at workplace to make it balanced. They
also believed that it improves the work efficiency and increase productivity. HR, Managers
and Employees are in integral part of an organisation. Human Resource management helps
bridge the gap between employees’ performance and the organization’s strategic objectives.
Managers are responsible for the function of different departments within the Organisation
for example accounting, marketing, sales, customer service etc. The performance of a
company depends on the employees working in the organization. A research was conducted
wherein three different sets of questions were kept for the HR personnel, Managers and other
employees.
This study helped us find out what people from different positions in an organisation feel EI
to be and how they feel it be important for them. It helped us to identify that the emotional
intelligence of an individual is directly proportional to the quality of work one produces and
thus needs to be put into the limelight more often than not. It also helped us find out that
work life balance plays a very vital role in the maintaining the EI of a person. Hence taking
all these factors into consideration, for the success of any organisation, emotional intelligence
plays a very crucial role.

Recommendations:
1) The manager should make sure that the employees are recognised/ appreciated frequently
as it boosts their moral and improve their work efficiency. He should be open and friendly
with the employees so that he can be approached whenever the employees face any problem
(professional or personal). A website can be created through which people can anonymously
share their problems which can be resolved by the manger.
2) The Human Resource Personnel should be approachable so that people can refer to him for
dispute resolution and he should ensure that the organisation has an effective dispute
resolution mechanism.
3) Regular sessions and seminars including workshops should be conducted to make
everyone aware about EI and its importance and role.
4) In addition to the conduction of seminars and workshops, organisations need to provide
their employees with training for EI because peer learning is one of the best ways to grasp a
concept.
5) Employees should talk about their problems to their colleagues or manager whoever they
are comfortable with, which will help them make the work environment jovial.
6) All people in a workplace should work on improving their social skills which would then
help them be cooperative with the others and further help them adjust to changes in a
workplace.

Limitations:
1. In our Research Paper the Sample Size was merely 80 and a more detailed analysis
could be illustrated from a larger sample size.
2. The reach to Human Resource Personnel was comparatively much lesser than the
reach to Managers and Employees of organizations which became a hurdle in
obtaining accuracy in our study.
3. The workspaces throughout the nation could not be approached, hence, hindering our
observations in a manner.
4. Receiving authentic responses for the study was a challenging task.

Future Scope:
The paper has included all the workspaces/organizations and did not limit to any particular
ones. Therefore, in future studies specific organisations could be targeted in order to receive
improved results to create a precise analysis pertaining to exclusivity. The study can be
extended by creating a comparison between the Public and Private Sector organisations
providing an extensive view of how Emotional Intelligence is acquired and practiced.

References:
1. Ashkanasy Neal M., Daus Catherine S., Emotion in the workplace: The new challenge
for managers, The Academy of Management Executive (1993-2005) , Feb., 2002,
Vol. 16, No. 1, Theme: Focusing on the Positive and Avoiding the Negative (Feb.,
2002), pp. 76-86.
2. Morrison Tony, Emotional Intelligence, Emotion and Social Work: Context,
Characteristics, Complications and Contribution, The British Journal of Social Work ,
February 2007, Vol. 37, No. 2 (February 2007), pp. 245-263.
3. Tae- Yeol Kim, Daniel M. Cable, Sang- Pyo Kim and Jie Wang, Emotional
Competence and work performance: The mediating effect of proactivity and the
 moderating effect of job autonomy, Journal of Organizational Behaviour, October
2009, Vol. 30, No.7 (October 2009), pp. 983-1000.
4. Stephane Cote and Christopher T.H. Miners, Emotional Intelligence, Cognitive
Intelligence and Job performance, Administrative Science Quarterly, Mar., 2006, Vol.
51, No.1 (Mar., 2006), pp. 1-28
5. Evan M. Berman and Jonathan P. West, Managing Emotional Intelligence in U.S.
Cities: A Study of Social Skills among Public Managers, Public Administration
Review , Jul. - Aug., 2008, Vol. 68, No. 4 (Jul. - Aug., 2008), pp. 742-758.
6. Jason Hughes, Bringing emotion to work: emotional intelligence, employee resistance
and the reinvention of character, Work, Employment & Society , SEPTEMBER 2005,
Vol. 19, No. 3 (SEPTEMBER 2005), pp. 603-625.
7. Joseph C. Rode, Christine H. Mooney, Marne L. Arthaud-Day, Janet P. Near,
Timothy T. Baldwin, Robert S. Rubin and William H. Bommer, Emotional
Intelligence and Individual Performance: Evidence of Direct and Moderated Effects,
Journal of Organizational Behavior , May, 2007, Vol. 28, No. 4 (May, 2007), pp. 399-
421.
8. Carol Linehan and Elaine O’Brien, Journal of Business Ethics, Vol. 141, No. 4,
Special Issue on Moral Emotions and Ethics in Organisations (April 2017), pp. 763-
777.
9. Kavita Singh, Emotional Intelligence & Work Place Effectiveness, Indian Journal of
Industrial Relations, Oct., 2008, Vol. 44, No. 2 (Oct., 2008), pp. 292-302.
10. Ernest H. O'Boyle Jr., Ronald H. Humphrey, Jeffrey M. Pollack, Thomas H. Hawver
and Paul A. Story, The relation between emotional intelligence and job performance:
A meta-analysis, Journal of Organizational Behaviour , JULY 2011, Vol. 32, No. 5
(JULY 2011), pp. 788-818.
11. Peter Salovey, John D. Mayor, Emotional Intelligence, Vol. 9, S.J., 185, 1990.
12. Daniel Goleman, Emotional Intelligence: Why it can matter more than IQ, 13,
(Bloomsbury 1995).
13. Vol. 63, John D. Mayer, Peter Salovey and David R. Caruso, Emotional
Intelligence: New Ability or Eclectic Traits?, 6, (American Psychologist 2008).
14. Do emotions have a place in the workplace?, Rex Hupke,
https://www.chicagotribune.com/business/careers/ct-biz-0114-work-advice-huppke-
20130114-column.html.
 15. Emotional Intelligence and Work Performance, International Journal of Recent
Technology and Engineering, 1661.
16. https://www.michaelpage.com/advice/management-advice/development-and-
retention/importance-emotional-intelligence-work-place#:~:text=Emotional
%20intelligence%20is%20the%20capacity,%2C%20empathy%2C%20and%20social
%20skills.
17. Abid Hussain, Demand for emotional intelligence skills soars six folds, 05 Nov 2019.
https://www.peoplematters.in/news/employee-assistance-programs/demand-for-
emotional-intelligence-skills-soars-six-folds-23636.
18. Shubika Bilkha, The importance of emotional intelligence in a digitally transformed
world, 26 Aug, 2019. https://www.peoplematters.in/blog/life-at-work/the-importance-
of-emotional-intelligence-in-a-digitally-transformed-world-22828.

Appendix:
Questionnaire:
SECTION 1
1) Name:
2) Age Group:
a) 18-25 b) 25-35 c) 35-45 c) 45-55 d) 55-65 e) 65-75 f) 75+
3) Income Group (Annual) {OPTIONAL}
a) Below 5,00,000 b) 5,00,001 – 15,00,000 c) 15,00,001 – 25,00,000 d) 25,00,001 –
35,00,000 e) 35,00,001 – 45,00,000 f) 45,00,001 – 55,00,000 g) 55,00,001+
4) Area of Work:
5) Gender:
a) Female b) Male c) Prefer not to say
6) Nationality/Country:
7) City:
8) Contact Number: {OPTIONAL}
9) Email ID:

SECTION 2
1) What is your position in the organization you work?
a) Manager b) A Human Resources Department Employee c) Working as an employee in
other departments.

SECTION 3 (For those who selected “Manager” in Section 2, this section will automatically
open)
1) On a scale of 1 to 5, how approachable do you think you are?
2) On a scale of 1 to 5 how strongly do you believe that employees should talk about their
personal lives with their colleagues?
3) If one of your employees has an emotional breakdown, how are you going to deal with it?
4) What is your strategy to deliver bad news to an employee?

SECTION 4 (For those who selected “A Human Resources Department Employee” in

Section 2, this section will automatically open)
1) On a scale of 1 to 5, how likely do you believe employees are to approach HR for dispute
resolution?
2) On a scale of 1 to 5, how often do you think workshops, seminars, etc on Emotional
Intelligence should be organized?
3) On a scale of 1 to 5, how effective do you think your company's dispute resolution
mechanism is?
4) What resources in your organization and/or community exists for the employees struggling
with mental health issues?

SECTION 5 (For those who selected “Working as an employee in other departments” in

Section 2, this section will automatically open)
1) On a scale of 1 to 5, how strongly do you believe that employees should talk about their
personal lives with their colleagues?
2) On a scale of 1 to 5, how would you rate your work-life balance?
3) How would you describe your inter-personal relationships with your co-workers?

SECTION 6 (General Questions for everyone)

1) Who do you think should possess the highest EQ levels in a workspace?
2) How frequently do you seek recognition from your employers?
3) What do you think Emotional Intelligence is and how is it helpful in a workspace?
GLOSSARY:
1) Emotional Intelligence: The ability to accurately perceive your own and others
emotions, to understand the signals that emotions send about relationships, and to
manage your own and others’ emotions.
2) Cognitive Intelligence: One's abilities to learn, remember, reason, solve problems, and
make sound judgments, particularly as contrasted with emotional intelligence.
3) Prima Facie: At first sight.