Human Resources Management

• Organization → A group consisting of people with formally assigned roles who work together to
achieve the organization’s goals.
• Manager → Someone who is responsible for accomplishing the organization’s goals, and who
does so by managing the efforts of the organization’s people.
• Managing → Involves performing five basic functions: planning, organizing, staffing, leading, and
controlling
• Management Process → The five basic functions of planning, organizing, staffing, leading, and
controlling.
- Planning. Establishing goals and standards; developing rules and procedures; developing
plans and forecasts
- Organizing. Giving each subordinate a specific task; establishing departments; delegating
authority to subordinates; establishing channels of authority and communication;
coordinating the work of subordinates
- Staffing. Determining what type of people should be hired; recruiting prospective
employees; selecting employees; setting performance standards; compensating employees;
evaluating performance; counseling employees; training and developing employees
- Leading. Getting others to get the job done; maintaining morale; motivating subordinates
- Controlling. Setting standards such as sales quotas, quality standards, or production levels;
checking to see how actual performance compares with these standards; taking corrective
action as needed
• Human Resource Management (HRM) → The process of acquiring, training, appraising, and
compensating employees, and of attending to their labor relations, health and safety, and
fairness concerns.
• The concepts and techniques every manager needs to perform the “people” or personnel
aspects of management. These include:
- Conducting job analyses (determining the nature of each employee’s job).
- Planning labor needs and recruiting job candidates
- Selecting job candidates
- Orienting and training new employees
- Managing wages and salaries (compensating employees)
- Providing incentives and benefits.
- Appraising performance.
- Communicating (interviewing, counseling, disciplining).
- Training employees, and developing managers.
- Building employee relations and engagement.

And what manager should know about :

• Equal opportunity and affirmative action

• Employee health and safety.
• Handling grievances and labor relations.
Line and Staff Aspects of Human Resources Management

• Authority → The right to make decisions, direct others’ work, and give orders.
• Line authority → Traditionally gives managers the right to issue orders to other managers or
employees.
• Staff authority → Gives a manager the right to advise other managers or employees
• Line manager → A manager who is authorized to direct the work of subordinates and is
responsible for accomplishing the organization’s tasks.
• Staff manager → A manager who assists and advises line managers.
• line managers do have many human resource duties. This is because the direct handling of
people has always been part of every line manager’s duties, from president down to first-line
supervisors.
• line supervisors’ responsibilities for effective human resource management under
these general headings:
1. Placing the right person in the right job
2. Starting new employees in the organization (orientation)
3. Training employees for jobs that are new to them
4. Improving the job performance of each person
5. Gaining creative cooperation and developing smooth working relationships
6. Interpreting the company’s policies and procedures
7. Controlling labor costs
8. Developing the abilities of each person
9. Creating and maintaining departmental morale
10. Protecting employees’ health and physical conditions
• Examples of job duties include:
● Recruiters: Maintain contacts within the community and perhaps travel extensively to search
for qualified job applicants.
● Equal employment opportunity (EEO) representatives or affirmative action
coordinators: Investigate and resolve EEO grievances, examine organizational
practices for potential violations, and compile and submit EEO reports.
● Job analysts: Collect and examine detailed information about job duties to prepare job
descriptions.
● Compensation managers: Develop compensation plans and handle the employee benefits
program.
● Training specialists: Plan, organize, and direct training activities.
● Labor relations specialists: Advise management on all aspects of union– management
relations.

The Trend Shaping Human Resources Management

• Workforce Demographics and Diversity Trends

• Trends in How People Work
- On – Demand Workers
 - Human Capital : One big consequence of such demographic and workforce trends is
employers’ growing emphasis on their workers’ knowledge, education, training, skills, and
expertise—in other words on their “human capital.”
• Globalization Trends → Globalization refers to companies extending their sales, ownership,
and/or manufacturing to new markets abroad.
- Globalization has boomed for the past 50 or so years. Evolving economic and political
philosophies drove this boom. Governments dropped cross-border taxes or tariffs, formed
economic free trade areas, and took other steps to encourage the free flow of trade among
countries. The fundamental economic rationale was that by doing so, all countries would
gain, and indeed, economies around the world did grow quickly until recently.
- At the same time, globalization vastly increased international competition. More
globalization meant more competition, and more competition meant more pressure to be
“world class”—to lower costs, to make employees more productive, and to do things better
and less expensively.
• Economic Trends
- Labor Force Trends
- The unbalance labor force
• Technology Trends

A Quick Summary

We can summarize important trends to this point as follows:

• One big consequence of globalized competition, economic and demographic trends, and the
shift to high-tech and service jobs is the growing emphasis by employers on getting the best
from their “human capital,” in other words, from their workers’ knowledge, education, training,
skills, and expertise.

• This requires, among other things, using human resource methods to improve employee
performance and engagement.
 • Thanks to digital devices and social media, employers are shifting (distributing) more HR tasks
from central human resource departments to employees and line managers
• This gives many line managers more human resource management responsibilities.
• And this means that many human resource managers can refocus their efforts from day-to-day
activities like interviewing candidates to broader efforts, such as formulating strategies for
boosting employee performance and engagement. Figure 1-4 illustrates this

Personnel aspect of human resources management refers to the management of an organization's

workforce in terms of recruiting, selecting, training, and developing employees. It includes a range of
activities related to managing the people who work for an organization, including:
1. Recruitment and selection: The process of attracting, screening, and hiring new employees.
2. Training and development: The process of providing employees with the knowledge and skills
needed to perform their jobs effectively.
3. Performance management: The process of setting goals, evaluating performance, and providing
feedback to employees.
4. Compensation and benefits: The provision of rewards, including salary, bonuses, and benefits, to
employees for their work.
5. Employee relations: The management of relationships between employees and the
organization, including policies, procedures, and disciplinary actions.
The personnel aspect of human resources management is important to ensure that an organization has
the right people, with the right skills, in the right roles, and is able to retain and develop them
effectively. Effective personnel management can lead to increased productivity, higher employee
morale, and better overall performance for the organization.

Personel aspect of HRM

1. Job analysis
2. HR Planning
3. Recruitment
4. Selection
5. Orienting & Training
6. Compensation
7. Performance Appraisal
8. Communicating
9. Health and safety
10. Employee relation

Effective HRM practices can improve the bottom line in several ways, such as:

• Recruitment and Selection: HRM is responsible for recruiting and selecting the right people for
the right job. Effective recruitment and selection practices can lead to reduced employee
turnover, improved productivity, and increased employee engagement and commitment. This,
in turn, can increase profitability by reducing recruitment and training costs and improving the
quality of output.
• Training and Development: HRM is responsible for training and developing employees to
improve their skills and knowledge, which can increase their efficiency, productivity, and
 effectiveness. Effective training and development programs can lead to reduced costs, improved
quality, and increased innovation, resulting in increased profitability.
• Performance Management: HRM is responsible for managing employee performance through
setting goals, providing feedback, and conducting performance evaluations. An effective
performance management system can improve employee performance, reduce costs, and
increase productivity, which can positively impact the bottom line.
• Compensation and Benefits: HRM is responsible for managing employee compensation and
benefits programs. Effective compensation and benefits programs can attract and retain top
talent, increase employee motivation, and improve employee satisfaction and commitment,
which can positively impact the bottom line by reducing turnover and increasing productivity.
• Employee Relations: HRM is responsible for managing employee relations, which can have a
significant impact on the bottom line. Effective employee relations can reduce costs associated
with absenteeism, turnover, and grievances, while also increasing employee satisfaction and
commitment, resulting in increased profitability.

Human resource management (HRM) is an essential function within an organization that is responsible
for managing an organization's human capital. There are several key functions of HRM, each with its
own unique concepts and practices. Here are the main functions of HRM and their concepts:

1. Recruitment and Selection: This function involves attracting and selecting the best candidates
for a job. The concepts include job analysis, job descriptions, job specifications, recruitment,
selection, and orientation.

2. Training and Development: This function involves providing employees with the necessary skills,
knowledge, and abilities to perform their job effectively. The concepts include needs analysis,
training and development methods, evaluation, and career development.

3. Performance Management: This function involves setting expectations, providing feedback, and
evaluating performance. The concepts include performance planning, goal setting, performance
appraisal, and feedback.

4. Compensation and Benefits: This function involves managing employee pay and benefits. The
concepts include job evaluation, pay structures, benefits, incentives, and recognition.

5. Employee Relations: This function involves managing the relationships between employees and
the organization. The concepts include employee engagement, communication, conflict
resolution, and employee rights.

6. HR Information Systems: This function involves managing HR data and information. The
concepts include HR metrics, HR technology, HR analytics, and data management.

7. Compliance: This function involves ensuring that the organization complies with all relevant laws
and regulations. The concepts include employment laws, workplace safety, and equal
employment opportunities.

• Job Analysis: Job analysis is the process of gathering and analyzing information about a job to
identify the essential duties, tasks, and responsibilities of the job. This information is used to
 develop job descriptions and job specifications, which are used in the recruitment and selection
process.
• Recruitment and Selection: Recruitment and selection are the processes of attracting and
selecting qualified candidates for a job. This process involves job analysis, job posting, screening
resumes, interviewing candidates, and making a job offer.
• Training and Development: Training and development are the processes of providing employees
with the knowledge and skills they need to perform their jobs effectively. This process involves
needs analysis, designing training programs, delivering training, and evaluating the effectiveness
of training.
• Performance Management: Performance management is the process of setting performance
goals, providing feedback, and evaluating employee performance. This process involves setting
goals, conducting performance appraisals, providing feedback, and identifying areas for
improvement.
• Compensation and Benefits: Compensation and benefits are the ways in which organizations
reward and motivate employees. This process involves developing pay structures, designing
benefits packages, and administering pay and benefits.
• Employee Relations: Employee relations is the process of managing the relationships between
employees and the organization. This process involves promoting employee engagement,
handling employee grievances, and managing employee discipline.
• HR Metrics and Analytics: HR metrics and analytics are the tools used to measure the
effectiveness of HR practices and identify areas for improvement. This process involves
collecting and analyzing HR data to make informed decisions about HR practices.

Job analysis

• Talent management → The goal-oriented and integrated process of planning, recruiting,

developing, managing, and compensating employees
• Job analysis → The procedure for determining the duties and skill requirements of a job and the
kind of person who should be hired for it.
• Job description → A list of a job’s duties, responsibilities, reporting relationships, working
conditions, and supervisory responsibilities—one product of a job analysis
• Job specification → A list of a job’s “human requirements,” that is, the requisite education,
skills, personality, and so on—another product of a job analysis.

Uses of Job Analysis Information

• RECRUITMENT AND SELECTION Information about what duties the job entails and what human
characteristics are required to perform these duties helps managers decide what sort of people
to recruit and hire.
• EEO COMPLIANCE JOB analysis is crucial for validating all major human resources practices. For
example, to comply with the Americans with Disabilities Act, employers should know each job’s
essential job functions—which in turn requires a job analysis.
• PERFORMANCE APPRAISAL A performance appraisal compares each employee’s actual
performance with his or her duties and performance standards. Managers use job analysis to
learn what these duties and standards are.
 • COMPENSATION Compensation (such as salary and bonus) usually depends on the job’s
required skill and education level, safety hazards, degree of responsibility, and so on—all factors
you assess through job analysis.
• TRAINING The job description lists the job’s specific duties and requisite skills—thus pinpointing
what training the job requires.

Key terms in Job Analysis ( Illustrated by a professor’s job)

1. Element : the smallest unit of work, without analyzing distinct motions or mental process (e.g.,
‘write a question”).
2. Task : a collection of elements performed closely in time having a meaningful and identifiable
outcome (e.g., “construct examinations for testing student knowledge of material.
3. Duty : a collection of tasks having a common objectives or focus (e.g., teaching)
4. Position : a collection of tasks and duties assigned to be performed by a single individual (e.g.,
the budgeted position that filled by professor)
5. Job : a collection of positions that are similar enough in tasks and duties to share a common job
title (e.g., assistant professor of management)
6. Job family : a collection of job similar enough in tasks and duties to be grouped together for
some personnel purpose, such as validating a selection system (e.g., assistant professors,
associate professor, and full professor of management)
7. Occupation : a job or collection of jobs across a number of different organizations (e.g.,
academic professors in general).

The supervisor or human resources specialist normally collects one or more of the following types of
information via the job analysis:

1. Work activities : Information about the job’s actual work activities, such as cleaning, selling,
teaching, or painting. This list may also include how, why, and when the worker performs each
activity.
2. Human behaviors : Information about human behaviors the job requires, like sensing,
communicating, lifting weights, or walking long distances.
3. Machines, tools, equipment, and work aids :Information regarding tools used, materials
processed, knowledge dealt with or applied (such as finance or law), and services rendered
(such as counseling or repairing).
4. Performance standards : Information about the job’s performance standards (in terms of
quantity or quality levels for each job duty, for instance).

Strategic choice in developing Job Analysis

1. Employee involvement
- Increasing sense of belonging
- Believe that the result will be good due to their involvement
- Disadvantage : inflation of employee’s job need
2. How detailed is the Job Analysis development?
- Specific
- Main component
3. When is it carried out?
 - New job
- Development of job
- High labor turnover

Determining data collection and Job Analysis information method :

- Interviews: Interviews are one of the most common methods for collecting job analysis
information. Interviews can be conducted with job incumbents, supervisors, and other
relevant stakeholders to gather information about job duties, responsibilities, and required
knowledge, skills, and abilities.
- Questionnaires: Questionnaires can be used to collect job analysis information from job
incumbents and supervisors. Questionnaires typically ask job-related questions that help
identify job duties, responsibilities, and required KSAs. (high – tech questionnaires)
- Observation: Observation involves observing job incumbents as they perform their job tasks
to identify the essential duties and tasks of the job. This method can be useful for jobs that
involve physical tasks or manual labor.
- Observation: Observation involves observing job incumbents as they perform their job tasks
to identify the essential duties and tasks of the job. This method can be useful for jobs that
involve physical tasks or manual labor.
- Critical Incident Technique: The critical incident technique involves collecting information
about specific events or incidents that occurred on the job. This can help identify critical job
duties and tasks that are essential to job performance.
- Work sampling : work sampling involves observing job incumbents at random intervals to
determine the frequency and duration of job tasks. This method can provide information
about the relative importance of different job tasks.
- Focus group: focused group can be used to collect job analysis information from a group of
job incumbents or other stakeholders. This method can be useful for identifying job-related
issues and concern.

The process of developing a job analysis typically involves the following steps:

• Identify the purpose of the job analysis: The first step is to identify the purpose of the job
analysis. This could be to develop job descriptions, identify training needs, or develop
performance evaluation criteria.
• Determine the jobs to be analyzed: Next, determine which jobs will be analyzed. It is important
to consider factors such as job importance, difficulty, and frequency of performance when
selecting jobs to analyze.
• Select data collection methods: Select the appropriate data collection methods based on the
purpose of the job analysis and the jobs to be analyzed. Common data collection methods
include interviews, questionnaires, observations, and focus groups.
• Collect data: Collect data using the selected data collection methods. It is important to collect
data from a variety of sources, such as job incumbents, supervisors, and other stakeholders.
• Analyze the data: Analyze the data collected to identify the essential duties, tasks, and
responsibilities of the job. It is important to identify the knowledge, skills, and abilities (KSAs)
required to perform the job effectively.
 • Develop job descriptions and specifications: Use the data collected and analyzed to develop job
descriptions and job specifications. Job descriptions provide a summary of the job duties and
responsibilities, while job specifications provide the required KSAs for the job.
• Validate the job analysis: Validate the job analysis by reviewing it with job incumbents,
supervisors, and other stakeholders to ensure accuracy and completeness.
• Update and maintain the job analysis: Finally, update and maintain the job analysis as needed to
ensure that it remains current and relevant.

Conducting JA :

1. Decide How You Will Use the Information Some data collection techniques— like
interviewing the employee—are good for writing job descriptions. Other techniques,
like the position analysis questionnaire we describe later, provide numerical ratings for
each job; these can be used to compare jobs for compensation purposes.
2. Review Relevant Background Information About the Job, Such as Organization Charts
and Process Charts8 It is important to understand the job’s context. For example,
organization charts show the organizationwide division of work, and where the job fits
in the overall organization. A process chart provides a detailed picture of the workflow.
3. Select Representative Positions With a job to analyze, the manager then generally
selects a sample of positions to focus on. For example, to analyze an assembler’s job, it
is usually unnecessary to analyze the jobs of all the firm’s 200 assembly workers; instead
a sample of 10 jobs will do. HRM 6
4. Actually Analyze the Job In brief, the actual job analysis involves greeting each job
holder; briefly explaining the job analysis process and the participants’ roles in this
process; spending about 15 minutes interviewing the employee to get agreement on a
basic summary of the job; identifying the job’s broad areas of responsibility, such as
“calling on potential clients”; and then interactively identifying specific duties/tasks
within each area using one of the methods we describe just below.
5. Verify the Job Analysis Information with the Worker Performing the Job and with His or
Her Immediate Supervisor This will help confirm that the information (for instance, on
the job’s duties) is factually correct and complete and help to gain their acceptance.
6. Develop a Job Description and Job Specification The job description lists the duties,
activities, and responsibilities of the job, as well as its important features, such as
working conditions. The job specification summarizes the personal qualities, traits, skills,
and background required for getting the job done.

HR Planning

Workforce (or employment or personnel) planning is the process of deciding what positions the firm
will have to fill, and how to fill them. Its aim is to identify and address the gaps between the employer’s
workforce today, and its projected workforce needs. Workforce planning should precede recruitment
and selection.
HUMAN RESOURCE PLANNING PROCESS

The process of human resource planning typically involves the following steps:

• Environmental scanning: The first step is to conduct an environmental scan to identify trends
and factors that may impact the organization's human resources needs. This could include
demographic changes, technological advancements, or changes in industry regulations.
• Forecasting human resource demand: Based on the results of the environmental scan, forecast
the organization's human resource needs. This involves estimating the number and types of
employees that will be required to achieve organizational goals and objectives.
• Forecasting human resource supply: Estimate the organization's current and future supply of
human resources. This involves assessing the organization's current workforce, analyzing
workforce trends, and identifying potential sources of talent.
 • Gap analysis: Conduct a gap analysis to identify any gaps between the organization's demand for
and supply of human resources. This involves comparing the forecasted demand and supply to
identify any areas where there may be a shortage or surplus of talent.
• Develop and implement HR strategies: Develop and implement strategies to address any
identified gaps in the organization's human resource needs. This could include strategies to
recruit and retain talent, develop and train employees, or restructure the organization to better
align with its goals and objectives.
• Monitor and evaluate: Monitor and evaluate the effectiveness of the HR strategies and adjust
them as necessary. This involves tracking key performance metrics, analyzing HR data, and
soliciting feedback from employees and stakeholders.

Overall, human resource planning is a continuous process that involves assessing the organization's
human resource needs, forecasting future demand and supply, and developing and implementing
strategies to address any identified gaps. By effectively planning for its human resource needs, an
organization can ensure that it has the talent and skills necessary to achieve its goals and objectives.

• trend analysis : Study of a firm’s past employment needs over a period of years to predict future
needs
• ratio analysis : A forecasting technique for determining future staff needs by using ratios
between, for example, sales volume and number of employees needed
• scatter plot : A graphical method used to help identify the relationship between two variables
• Markov Analysis : Employers also use a mathematical process known as Markov analysis (or
“transition analysis”) to forecast availability of internal job candidates. Markov analysis involves
creating a matrix that shows the probabilities that employees in the chain of feeder positions for
a key job (such as from junior engineer, to engineer, to senior engineer, to engineering
supervisor, to director of engineering) will move from position to position and therefore be
available to fill the key position
• Outsourcing means having outside vendors supply services (such as benefits management,
market research, or manufacturing) that the company’s own employees previously did in-house.
• Offshoring means having outside vendors or employees abroad supply services that the
company’s own employees previously did in-house

Performance Appraisal
performance appraisal Evaluating an employee’s current and/or past performance

relative to his or her performance standards

performance appraisal process :

(1) setting work standards,

(2) assessing the employee’s actual performance relative to those standards, and
(3) providing feedback to the employee with the aim of helping him or her to eliminate
performance deficiencies or to continue to perform above par

Appraisals by the immediate supervisor are still the heart of most appraisal processes.

Getting a supervisor’s appraisal is relatively straightforward and makes sense.

The supervisor is usually in the best position to observe and evaluate the subordinate’s performance,
and is responsible for that person’s performance.

Appraisal Methods :

1. graphic rating scale : A scale that lists a number of traits and a range of performance for each.
The employee is then rated by identifying the score that best describes his or her level of
performance for each trait.
2. alternation ranking method : Ranking employees from best to worst on a particular trait,
choosing highest, then lowest, until all are ranked
3. Paired comparison method : Ranking employees by making a chart of all possible pairs of the
employees for each trait and indicating which is the better employee of the pair
4. critical incident method Keeping a record of uncommonly good or undesirable examples of an
employee’s work-related behavior and reviewing it with the employee at predetermined times.
• halo effect : In performance appraisal, the problem that occurs when a supervisor’s rating of a
subordinate on one trait biases the rating of that person on other traits
• central tendency : A tendency to rate all employees the same way, such as rating them all
average
• strictness/leniency : The problem that occurs when a supervisor has a tendency to rate all
subordinates either high or low
• bias : The tendency to allow individual differences such as age, race, and sex to affect the
appraisal ratings employees receive
• performance management : The continuous process of identifying, measuring, and developing
the performance of individuals and teams and aligning their performance with the
organization’s goals.

Recruitment And Selection

Recruitment : Is the process of recruiting individuals at a certain time in certain quantity and
qualification in accordance with organization needs and push them to apply at organization.

Recruitment Method : A specific way in which potential workforce can be attracted into organization

Recruitment alternatives:

- overtime

- subcontract

- temporary employees (DW)

- leasing

Recruitment source:

places where such individuals which certain qualification can be found.

Internal

(focused on available employees)

 • promotion, rotation
• placement from branch/subsidiary
• probationary employees, internship
• replacement of retired person
• job posting dan job bidding

External

(giving chance to other parties)

1. walks ins
2. recommendation from employees
3. ad.
i. -want-ad
ii. -blind-ad
4. placement office
5. education institution
iii. -open recruitment
iv. -directly ask the institution
v. -scholarship
6. training institution
7. Employee agent (private/public)
8. Special event
9. Organisasi pencari tenaga eksekutif (head hunter)
10. Professional association
11. Resume database
12. Direct recruitment at a certain place (blue collar worker)
13. Nepotism

External environment of HR Recruitment

1. D & S for specific skill at labor market

2. Unemployment rate
3. Legal consideration
4. Organization image

Internal environment of HR Recruitment

1. Reward
2. Employment status
3. Job description and specification
4. Career development opportunity
5. Recruitment method
6. HR planning
7. Promotion policy
Selection process is affected by:

a. Legal consideration
b. Source of candidate (internal/external).
c. Org. hierarchical.
d. Availability of applicant
There is job which is difficult to be filled because of low selection ratio.
Selection ratio= the number of selected applicant: the number of applicant
e. EEO challenge

Steps of selection process:

1. Preparation

Reception of applicant

2. Selection test: to know conformity of individual and the job

Type of selection test:
- Psychological test: personality/temperament/creativity
- Knowledge test: leadership, math
- Ability test in doing the job
- Attitude and honesty tests
- Physical test (genetic and drugs)

3. Interview:

• Ad: flexible; two-way communication

• Disad: different opinion among interviewers

Type of interview:

a. Unstructured
- spontaneous question
- not reliable
b. Structured
- Based on a set of question
- Ad: same
- Disad: rigid
c. Combination of a and b

4. reference check : correctness of information given in application letter

5. background check

6. physical evaluation :

- before/after hiring decision

- benefit :
- insurance

- ability to handle physical and mental stress

7. job orientation

8. . hiring decision

Errors in interview:

a. Interviewer:

- halo effect

- tendency/close question

- personal suspicion

- domination

b. Interviewee/Candidate

- tense

- “self-selling”, not ready, not focus

Orientation

To “fit in” individual with the job

- Help employee to socialize

- Category of orientation program :

a. General topic: organization issues, employee benefit, responsibility of HR dept.

b. Specific topic: issues related to the job, responsibility of supervisor

c. “buddy system”

- Follow-up of orientation program

EMOTIONAL INTELEGENCE

USE OF EMOTIONAL INTELLIGENCE IN THE SELECTION OF HUMAN RESOURCES

Emotional Intelligence : is a sub form of social intelligence which is related to the ability of individuals to
examine their senses and emotions, to differentiate between them and to use the data they have gained
from this process in their consideration and behaviors.

Emotional intelligence (EI) refers to a person's ability to perceive, understand, regulate, and express
emotions. It involves the ability to recognize and manage one's own emotions, as well as the emotions
of others. The concept of emotional intelligence was popularized in the 1990s by psychologist and
author Daniel Goleman, who argued that emotional intelligence is a key factor in personal and
professional success. Goleman suggested that individuals with high emotional intelligence are better
able to communicate effectively, build strong relationships with others, and navigate complex social
situations.

There are several key components of emotional intelligence:

• Self-awareness: The ability to recognize and understand one's own emotions, strengths, and
limitations.
• Self-regulation: The ability to control and manage one's own emotions and behavior, even in
challenging or stressful situations.
• Motivation: The ability to use emotions to drive and sustain motivation and engagement in
activities.
• Empathy: The ability to understand and recognize the emotions of others, and to respond
appropriately to their emotional cues.
• Social skills: The ability to communicate effectively, build and maintain relationships, and work
collaboratively with others.

Emotional intelligence is important in many areas of life, including personal relationships, education,
and work. In the workplace, emotional intelligence can be a critical factor in leadership, teamwork, and
overall success. It can help individuals to communicate effectively, build strong relationships with
colleagues and clients, and navigate complex social dynamics. It can also lead to greater job satisfaction,
better performance, and increased resilience in the face of challenges.

EMOTIONAL INTELEGENCE MODEL

There are several models of emotional intelligence, but one of the most widely recognized is the model
developed by Daniel Goleman. Goleman's model includes five components of emotional intelligence:

1. Self-awareness: The ability to recognize and understand one's own emotions, values, and goals.
2. Self-regulation: The ability to control and manage one's own emotions, thoughts, and behaviors,
particularly in difficult or stressful situations.
3. Motivation: The ability to use emotions to drive and sustain motivation and engagement in
activities.
4. Empathy: The ability to understand and recognize the emotions of others, and to respond
appropriately to their emotional cues.
5. Social skills: The ability to communicate effectively, build and maintain relationships, and work
collaboratively with others.

According to Goleman, emotional intelligence is not fixed, but can be developed and improved over
time through intentional practice and feedback. By strengthening these five components of emotional
intelligence, individuals can become more effective leaders, communicators, and collaborators, and can
better navigate complex social dynamics in both personal and professional settings.
EMOTIONAL INTELEGENCE MODEL BY REUVAN BAR- ON

Reuven Bar-On is another prominent researcher who has developed a model of emotional intelligence.
Bar-On's model includes five key components:

1. Intrapersonal: This component refers to self-awareness, emotional self-expression, and the

ability to regulate one's own emotions.
2. Interpersonal: This component refers to the ability to empathize with others and build strong
relationships with them.
3. Adaptability: This component refers to the ability to adapt to changing situations, be flexible,
and manage stress.
4. Stress management: This component refers to the ability to cope with stress and other negative
emotions in healthy ways.
5. General mood: This component refers to overall happiness and life satisfaction.

Bar-On's model emphasizes the importance of both intrapersonal and interpersonal skills in emotional
intelligence, and suggests that emotional intelligence is closely linked to overall well-being and life
satisfaction. Bar-On also suggests that emotional intelligence can be developed and improved through
intentional practice and feedback, much like Goleman's model.

While there are some differences between the models developed by Goleman and Bar-On, both
emphasize the importance of emotional intelligence in personal and professional success, and both
suggest that emotional intelligence can be improved through practice and intentional development.

JOHN MAYER-PETER SALOVEY MODEL

The John Mayer and Peter Salovey model of emotional intelligence includes four key components:

1. Perception of emotions: The ability to accurately perceive and identify emotions in oneself and
others.
2. Use of emotions: The ability to harness emotions to facilitate thinking, problem-solving, and
decision-making.
3. Understanding of emotions: The ability to comprehend the complex ways in which emotions
function and interact with one another.
4. Management of emotions: The ability to regulate and manage one's own emotions, as well as
the emotions of others.

Mayer and Salovey's model emphasizes the importance of emotions in cognitive processes, suggesting
that emotional intelligence is closely linked to cognitive intelligence. They suggest that emotional
intelligence can be developed and improved through training and practice, and that emotional
intelligence can have a significant impact on personal and professional success.

Mayer and Salovey's model has been influential in shaping the field of emotional intelligence research,
and has been used as a basis for many subsequent models and measures of emotional intelligence.

Emotional Intelligence Phases :

1. individuals learn to identify their and other’s emotions, and at the same time, they learn
to distinguish the manners of explaining emotions
 2. individuals use emotions to be effective in the process of decision making.
3. defines the skill of using the knowledge gained through emotions. The ability to identify
the relationships between emotions, affections, and transition from one emotion to
another are elements of this phase
4. defines emotions with orientation skill through manner of emotions which are related
to the information conveyed by these emotions

Emotional intelligence describes skills like individuals’ knowing, controlling, and motivating themselves,
postponing their desires, controlling their emotional changes, resisting against preventions, approaching
others with understanding, feeling their deepest emotions, and building and sustaining effective
relationships. These abilities are psychological and social skills that can be learned. Thanks to these skills
an individual can maximize his/her satisfactions and success in life.

Emotional Intelligence Model : When we look at the common points of the models it can be seen that in
emotional intelligence, basically, the skills like individual’s being aware of their emotions, motivating
themselves by controlling their emotions, making contact with others and understanding them, and
developing their social skills are standing out. It is clear these skills are main needs of communication
and thought of system which are neural system of organizations in business life

The Importance of Emotional Intelligence In View Of Organizations :

1. Workers whose Emotional intelligence capabilities have advanced contribute more than
expected from him and his workgroup thanks to empathizing and understanding other people.
2. In the organizations consisting of people who come together for common goals, being in tune of
people is one of the biggest objectives of organizations. Then, the development of emotional
intelligence of employees has great importance for organizations.
3. Emotional intelligence that is required for working life and organizations; decisionmaking,
leadership, strategic and technical breakthroughs, open and honest communication, trusting
relationships and teamwork, loyalty, creativity and innovation factors are necessary for success.

The Usage Of Emotional Intelligence In Organizational Applications :

1. Emotional Intelligence is able to motivate someone into working more efficiently and effectively
2. Emotional Intelligence can improve job satisfaction, performance, efficiency, conflict resolution,
leadership, teamwork, stress management

Use Of Emotional Intelligence In Human Resource Management :

1. Managers can utilize emotional intelligence to differentiate which candidate is more suitable to
be an employee.
2. The effect of Emotional Intelligence features also provide to put forward the personality and
role conflict easily by maintaining a positive way of thinking even under adverse conditions
(utilized to find a suitable candidate)

Personals with high- Emotional Intelligence are more favorable for promotion and high IQ was the
second. Because, rightly-recruited human resources will provide great contribution to the organization
in every issue.
Many studies related to emotional intelligence show that emotional intelligence has a positive effect on
organizational practices such as job satisfaction, performance, productivity, and organizational
citizenship.

organizations have an intense effort for getting the staff that can communicate effectively, be able to
express himself correctly, understand the people by empathy, be a member of a team, take
responsibility when needed, think three-dimensional and conceptual, evaluate the events as a whole,
introduce creative approaches to problems. These features due to the emotional intelligence
competencies attract great attention in organizational and managerial applications, so, organizations
have tendency to choose people who have a high level of emotional intelligence.