Higher Level of Emotional Intelligence is Positively and Significantly

Associated with Higher Job Satisfaction Among Employees

SUBMITTED BY
Shugufta Nusrat Iqbal

SUBMITTED TO
Miss Sofia Rahmat

A Project Submitted in Partial Fulfillment of the Requirements for the Degree of

POST RN. BACHELORS OF SCIENCES College of Nursing Nishtar Medical
University, MULTAN
APPROVAL SHEET
We, the supervisory committee, certify that the present study “Higher Level of Emotional Intelligence is

Positively and Significantly Associated with Higher Job Satisfaction Among Employees” submitted by

Shugufta Nusrat Iqbal has been found relevant and satisfactory we, gladly appreciate the team work of the

crew. We strongly recommend it for further evaluative process by External Examiner(s) for the award of

the degree.

SUPERVISORY COMMITTEE:

Member: ----------------------------------------

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 DEDICATION

TO
OUR BELOVED PARENTS & TEACHERS
CERTAINLY, THEIR UNTIRING EFFORTS, LOVE, PRAYERS AND
SUPPORTENABLE US TO ACHIEVE THE GOAL
 ACKNOWLEDGEMENTS

All praises to ALLAH ALMIGHTY alone, the most merciful and the most compassionate and the most
perfect. It’s a matter of great pleasure to express our humble appreciation and gratitude to our legend kind
hearted supervisor, Mrs. Sofia Rahmat for her valuable guidance, suggestions, and endless encouragement
during the entire process of this significant study. We also indebted to our honorable teacher, Mrs. Sofia
Perveen for his effective valuable recommendation to shape the dissertation. We, from the core of heart
thankful to our noble families for their care, support and financial assistance. Our Special humble thanks to
our well-wisher for their support and encouragement during our studies. May Allah give them all long,
happy and prosperous life
“Ameen”
 DECLARATION

We hereby declare that the contents of this project, “Higher Level of Emotional Intelligence is Positively

and Significantly Associated with Higher Job Satisfaction Among Employees” is product of our own

research and none of part has been copied from any published source (except the references, standard

mathematical and genetic models/ equations/ formulae/protocols etc.). We further declare that this work has

not been submitted for award of any other diploma/ degree. The institute may take action if the information

provided is found inaccurate at any stage. (In case of any default the scholar will be proceeded against as

per HEC plagiarism policy).

 Table of Content

Abstract ................................................................................................................................................. 1

INTRODUCTION ................................................................................................................................ 2

Introduction: ...................................................................................................................
3

The need for emotional intelligence: .............................................................................. 3

Nature of job satisfaction: .............................................................................................. 3

Significance of the Study: .............................................................................................. 4

Research Questions: ....................................................................................................... 5

Approaches: ................................................................................................................... 5

Quantitative Approach: .................................................................................................. 5

Behavioral Approach: .................................................................................................... 6

Models: ...........................................................................................................................
6

Components of emotional intelligence: ......................................................................... 6

Component of Job satisfaction ....................................................................................... 7

Factors: ...........................................................................................................................
7

Communication Channels: ............................................................................................. 8

Literature Review ................................................................................................................................ 9

Rationale ...................................................................................................................... 15

Objectives .....................................................................................................................
16
Hypotheses/ Research Question ................................................................................... 18
 Conceptual Framework ................................................................................................ 19

METHOD ........................................................................................................................................... 20

Chapter II ..................................................................................................................... 21

Method ......................................................................................................................... 21

Sample/ Participants ..................................................................................................... 21

Inclusion Criteria ..................................................................................................................... 21

Exclusion Criteria .................................................................................................................... 21

Operational Definition ................................................................................................. 21

Instruments ...................................................................................................................
22

Proposed Data Analysis ............................................................................................... 22

Ethical Considerations ................................................................................................. 22

Procedure...................................................................................................................... 23

RESULTS ........................................................................................................................................... 24

Chapter III .................................................................................................................... 25

Table 1 .......................................................................................................................... 25

Table 2 .......................................................................................................................... 26

Table 3 .......................................................................................................................... 27

Table 4 .......................................................................................................................... 28

Table 5 .......................................................................................................................... 29

DISCUSSION ..................................................................................................................................... 30

Chapter IV .................................................................................................................... 31

Discussion .................................................................................................................... 31

Limitations ................................................................................................................... 33

Suggestions and Recommendations: ............................................................................ 34

Implications ................................................................................................................. 34

Conclusion ................................................................................................................... 35
 References .................................................................................................................... 37

Appendices .......................................................................................................................................... 39

Appendix A .................................................................................................................. 39

Appendix B .................................................................................................................. 40

Appendix C .................................................................................................................. 41
 Abstract

This study investigates the correlation between emotional intelligence (EI) and job satisfaction, seeking
to clarify this relationship within a diverse sample of 200 employees across different sectors in Pakistan.
The participants, comprising 66 females and 134 males, were drawn from universities, banks, and
companies. Data collection involved the Wong and Law Emotional Intelligence Scale (WLEIS), alongside
the Job Satisfaction Survey (JSS) by Paul E. Spector, administered through an online Google form. Data
was analyzed utilizing the statistical package for the social sciences (SPSS). Analysis revealed a
significant positive correlation between emotional intelligence and job satisfaction, affirming our initial
hypothesis. The findings underscore the potential impact of emotional intelligence on employees'
contentment with their work. Recognizing this correlation can empower organizational leaders, HR
managers, and general managers to formulate and implement policies that leverage emotional intelligence
to enhance overall employee performance. This study contributes valuable insights to the field,
emphasizing the importance of fostering emotional intelligence within the workplace for the betterment
of job satisfaction. The practical implications suggest that organizations stand to benefit from integrating
emotional intelligence considerations into their policies, ultimately fostering a more satisfying and
productive work environment.

Keywords: Emotional intelligence, Job satisfaction

1

INTRODUCTION
 Introduction:

In the ever-evolving landscape of the modern workplace, organizations are increasingly realizing
the profound impact of emotional intelligence (EI) on various aspects of employee performance and
wellbeing. Among these dimensions, job satisfaction stands out as a critical indicator of organizational
health and employee engagement. This research aims to delve into the complex relationship between
emotional intelligence and job satisfaction and aims to uncover the nuanced ways in which individuals
emotional skills contribute to their overall job satisfaction. Introduced by Salovey and Mayer (1990) and
popularized by Goleman (1995), emotional intelligence includes the ability to perceive, understand,
control and regulate one's emotions, as well as the ability to empathize with and influence them and
feelings of others. As organizations navigate the complexities of a globalized and interconnected world,
the importance of EI in fostering the complex web of effective relationships and workplace dynamics
becomes increasingly evident.
Job satisfaction, on the other hand, is a multifaceted construct that reflects the individual and his
subjective evaluation of his work experience. It covers a number of different aspects, including, but not
limited to, the nature of work, relationships with colleagues and superiors, opportunities for growth and
advancement, and alignment of personal values with organizational culture. High job satisfaction is
associated with increased productivity, reduced turnover and overall organizational effectiveness (Judge
and Bono, 2001; Bowling et al., 2010).
Although the individual effects of emotional intelligence and job satisfaction have been widely
studied, there is a growing recognition of the need to examine the interaction between these two
constructs. Specifically, this study aims to investigate the claim that employees with higher emotional
intelligence are more likely to experience job satisfaction. By understanding how emotional intelligence
affects the perception and evaluation of self and work, organizations can gain valuable information about
strategies that can increase job satisfaction and thus organizational success.
The need for emotional intelligence:
The concept of emotional intelligence goes beyond traditional measures of intelligence and skills
and recognizes the importance of self-awareness, self-regulation, motivation, empathy and social skills in
achieving success on both a personal and professional level. People with high emotional intelligence not
only skillfully manage their emotions, but also have an increased ability to understand and influence the
emotions of those around them. It is this adaptable skill set that makes emotional intelligence a
cornerstone of success in today's workplace.
Nature of job satisfaction:
Job satisfaction, which is a key indicator of organizational success, reflects employees' overall
experience of their work environment. It is a complex interaction of individual performance,
organizational culture, and the quality of professional relationships. Employees who find meaning and
satisfaction in their work are not only more likely to stay with the organization, but also contribute more
effectively to its goals. Thus, understanding the factors influencing job satisfaction becomes paramount
for organizations seeking to attract, retain and unlock the full potential of their workforce.

Significance of the Study:

Guiding Organizational Decision-Making:
This research has important implications for decision makers in organizations seeking to optimize
their human capital. Understanding the complex relationship between emotional intelligence (EI) and job
satisfaction can guide strategic decisions related to talent management, leadership development, and
employee engagement. By recognizing the impact of emotional intelligence on job satisfaction,
organizations can make informed choices about hiring, training programs, and management practices,
ultimately helping to create a work environment that promotes employee well-being and productivity.
Improve Employee Performance and Productivity:
Research and its importance extends to its potential to pave the way for improved employee
performance and productivity. Job satisfaction is consistently associated with increased employee
engagement, motivation, and voluntary effort. By identifying the role of emotional intelligence in
influencing job satisfaction, this study provides a road map for organizations to develop and utilize these
emotional competencies. Thus, research and findings can contribute to creating work environments that
not only nurture people's emotional intelligence, but also use that intelligence to improve performance
and productivity.
Informing Human Resource Practices:
HR professionals play a key role in shaping organizational culture and employee experience.
Insights from this research can directly inform HR practices, from recruiting and hiring to performance
management and professional development. Understanding how emotional intelligence affects job
satisfaction can help design training programs aimed at improving these skills at different levels of the
organization. In addition, findings can inform HR policies that prioritize creating a positive and supportive
workplace that meets the emotional needs of a diverse workforce.
Enhancing Leadership Effectiveness:
Management is a critical factor in shaping the work environment and influencing employee
satisfaction. Leaders possessing strong emotional intelligence excel in comprehending and addressing the
needs and worries of their team members. By examining the relationship between emotional intelligence
and job satisfaction, this study may provide useful insights for leadership development. Organizations can
use this knowledge to identify and nurture leaders with the emotional intelligence needed to inspire,
motivate and create a positive work culture.

Contributing to Employee Well-being:

 The well-being of employees is increasingly recognized as the cornerstone of organizational
success. A satisfied and engaged workforce is more likely to experience less burnout, stress and turnover.
The importance of this research lies in its ability to promote the creation of workplaces that prioritize the
emotional health and fulfillment of their employees. Organizations can use the results to implement
targeted interventions for specific EI competencies, fostering an environment where employees not only
achieve professional success, but also experience a sense of satisfaction in their personal and professional
lives.

Advancing Academic Understanding:

From an academic perspective, the research contributes to the continuous development of theories
and frameworks in the field of organizational psychology and human resources. By providing empirical
evidence on the relationship between emotional intelligence and job satisfaction, the study adds to the
existing database. It also opens paths for further research and encourages researchers to explore the
nuances between emotional intelligence and different aspects of organizational life.
The significance of this study lies in its potential to guide organizational practices, elevate employee
experiences, inform leadership development, and contribute to the broader academic discourse
surrounding the interplay of emotional intelligence and job satisfaction in the contemporary workplace.

Research Questions:
• What is the level of emotional intelligence among employees in the organization under study?
• What is the level of job satisfaction among employees in the organization under study?
• Is there a significant correlation between emotional intelligence and job satisfaction among
employees?
• To what extent do the specific components of emotional intelligence (e.g., self-awareness, self-
regulation, empathy) contribute to job satisfaction?
• How does organizational support mediate the relationship between emotional intelligence and
job satisfaction

Approaches:
The research on the positive and significant association between emotional intelligence and higher
job satisfaction among employees can employ multiple research approaches to gain a comprehensive
understanding of the relationship. Here are some key research approaches that were utilized:
Quantitative Approach:
• Survey and Questionnaire Studies: Utilized standardized instruments to measure emotional
intelligence and job satisfaction, collecting numerical data for statistical analysis. This approach
allows for the quantification of the relationship between the variables.
 • Statistical Analysis: Employed statistical methods such as correlation analysis to assess the
strength and significance of the association between emotional intelligence and job satisfaction.

Behavioral Approach:
• Observable Behaviors: A behavioral approach involves focusing on observable behaviors
related to emotional intelligence in the workplace. We used surveys or behavioral to assess how
employees demonstrate emotional intelligence in their interactions with colleagues, superiors,
and subordinates.
• Behavioral Markers of Emotional Intelligence: - Identify specific behavioral markers
associated with high emotional intelligence. This can include adaptive responses to stress,
effective communication in team settings, and constructive handling of conflicts. Behavioral
indicators offer tangible evidence supporting the link between emotional intelligence and job
satisfaction.
Models:
Several models can guide the investigation of the relationship between emotional intelligence and
job satisfaction:
Mayer and Salovey's Four-Branch Model:
This model includes the perception, facilitation, understanding, and management of emotions.
Researchers may explore how proficiency in each branch correlates with specific aspects of job
satisfaction, such as interpersonal relationships and stress management.
Goleman's Mixed Model:
Goleman's model combines personal and social competencies, encompassing self-awareness,
selfregulation, motivation, empathy, and social skills. Examining how each component influences job
satisfaction provides a comprehensive understanding of the impact of emotional intelligence in the
workplace.
Bar-On's Model of Emotional-Social Intelligence:
Bar-On's model extends emotional intelligence to include social and interpersonal skills. Research
can investigate how a holistic approach to emotional-social intelligence relates to overall job satisfaction,
considering factors like adaptability and stress tolerance.
Components of emotional intelligence:
Self-Awareness:
Assessing employees' ability to recognize and understand their own emotions in the context of
their job roles.
Self-Regulation:
Investigating how individuals manage and regulate their emotions, especially under work-related
 stressors.
Motivation:
Examining the level of intrinsic motivation and drive to achieve professional goals and contribute
to the workplace.

Empathy:
Analyzing the capacity to understand and share the feelings of colleagues, clients, or team
members, influencing interpersonal relationships.
Social Skills:
Evaluating the effectiveness of communication, teamwork, and conflict resolution, crucial
components of successful interpersonal interactions in a professional setting.

Component of Job satisfaction

Job satisfaction is a multifaceted construct influenced by various components. The key
components of job satisfaction include:
• Work Environment:
The physical and social aspects of the workplace, including office layout, amenities, and the overall
atmosphere, contribute to job satisfaction.
• Workload and Job Demands:
The level of workload and job demands, including the balance between challenging tasks and manageable
responsibilities, can impact an individual's satisfaction with their job.
• Career Development Opportunities:
The availability of growth and advancement opportunities within the organization, such as training
programs, promotions, and skill development, is a crucial component of job satisfaction.
• Recognition and Rewards:
Acknowledgment and appreciation for one's contributions, as well as fair and competitive compensation,
play a significant role in job satisfaction.
• Relationships with Colleagues and Supervisors:
Positive interactions with colleagues and supportive relationships with supervisors contribute to job
satisfaction. Communication, collaboration, and effective leadership are essential components.

Factors:
Organizational Culture:
How the organizational culture supports or inhibits the development and expression of emotional
intelligence, impacting job satisfaction.
Leadership Style:
 Investigating the role of leadership in fostering emotional intelligence within the workplace and
its cascading effect on employee satisfaction.
Training and Development:
Assessing the impact of training programs aimed at enhancing emotional intelligence on job
satisfaction levels among employees.
Work-Life Balance:
Exploring the connection between emotional intelligence and the ability to manage work-life
balance, a critical factor in overall job satisfaction.
Job Role and Responsibilities:
Analyzing how the nature of job roles and associated responsibilities influences the application
and relevance of emotional intelligence in the workplace.
This research delves into observable behaviors, established models, key components, and various
influencing factors to comprehensively understand the positive and significant association between
emotional intelligence and higher job satisfaction among employees.

Communication Channels:
Open and transparent communication channels within the organization can impact emotional
intelligence. Effective communication fosters understanding and collaboration, contributing to higher job
satisfaction.

Recognition and Reward Systems:

Organizations that recognize and reward employees for their emotional intelligence and
contributions to a positive work environment may see a stronger link between emotional intelligence and
job satisfaction.
Decision-Making:
Emotional intelligence is linked to effective decision-making. Low emotional intelligence may
result in impulsive or irrational decision-making, which can have negative consequences on job
satisfaction, particularly if decisions impact the work environment.
Reduced Self-Awareness:
Low emotional intelligence often involves reduced self-awareness. Employees who lack insight
into their own emotions and behaviors may struggle to identify areas for personal and professional growth,
impacting overall job satisfaction.
Limited Adaptability:
 Emotional intelligence includes the ability to adapt to changing circumstances. Individuals with
low emotional intelligence may struggle to adapt to new challenges, leading to frustration and a sense of
dissatisfaction with the job.
Poor Interpersonal Relationships:
Individuals with low emotional intelligence may struggle to navigate and manage interpersonal
relationships effectively. This can result in conflict, misunderstandings, and strained relationships with
colleagues, superiors, or subordinates, negatively impacting job satisfaction.
Literature Review
In the past two decades, there has been a growing interest in examining the significance of emotional
intelligence (EI) in various facets of human pursuits. A central philosophical and religious question that
has historically divided groups of people is: Which is the better part of the human self, its head or its
heart (Smith,1992)? The enduring question spans across various human endeavors, but only in recent
times have management researchers delved into it within the workplace context. The heightened interest
is driven by organizations' eagerness to enhance employee performance. The research community's focus
on this quest for efficiency is evident in its recent emphasis on job satisfaction. Traditionally, job
satisfaction has been defined as the extent to which an individual fulfills their role based on specified
standards in comparison to others. The stream of research associated with the study of effective
performance surfacing in recent years is ‘emotional intelligence’ (Bar-On, 1997; Goleman, 1995; Salovey
and Mayer, 1990). Goleman (1998) defines emotional intelligence as the capacity for recognizing our
own feelings and those of others, for motivating our-selves and for managing emotions well in ourselves
and in our relationships. Emotional intelligence describes abilities distinct from, but complementary to,
academic intelligence or the purely cognitive capacities measured by IQ. Although many attribute the
emergence of EI to Goleman (1995), it was in fact Salovey and Mayer (1990) who were the first to propose
a formal definition of the construct of EI which most of the theoretical researchers accept (and expand
on). Their ability model defines EI as “intelligence” in the traditional sense, that is, as a set of mental
abilities to do with emotions and the processing of emotional information that are a part of, and contribute
to, logical thought and intelligence in general.
A case study was conducted on ‘The Relation between Emotional Intelligence Training and Job
Satisfaction in the United Arab Emirates.’ The purpose of this study was to investigate the impact of
emotional intelligence training on job satisfaction in an education company in the United Arab Emirates
(UAE). The results can help organizations identify human capabilities and improve them by paying more
attention to human aspects. The purpose of the study was to investigate the relationship between
emotional intelligence training and job satisfaction. A mixed methods case study was conducted with 50
employees of one company who were selected because of their low job satisfaction based on the
company's annual satisfaction survey. All 50 employees attended his 5-day emotional intelligence
training, totaling 40 hours of training. Three months after training is completed, employees are subject to
a satisfaction survey to assess the effectiveness of the training. Analysis shows Emotional intelligence
training has a positive impact on job satisfaction (JS). Companies and HR management teams can use
emotional intelligence training to promote employees' EI and increase job satisfaction.
Hülya Gündüz Çekmecelioğlu 2012 Effects of Emotional Intelligence on Job Satisfaction: An Empirical
Study on Call Center Employees. The aim of the study was to investigate the impact of emotional
intelligence (EI) on job satisfaction. This study considers emotional intelligence as a multidimensional
construct and compares the impact of these dimensions on job satisfaction and job performance. Data
obtained from 147 telecommunications workers in Istanbul were used to investigate the hypothesized
relationships between the study variables. As a result of research, emotional intelligence and inner
satisfaction are positively related. In fact, these findings indicate that employees with higher emotional
intelligence experience higher internal job satisfaction.
In 2009, Emine Sener conducted a study on the impact of emotional intelligence on job satisfaction.
People with strong emotional and social skills, who can manage themselves, and who know how to
understand and manage the emotions of others will benefit in their lives and their lives. In this section, a
study was conducted on 80 people at Fethiye National Hospital to determine the effect of emotional
intelligence on the performance of nurses and midwives, important human resources in the healthcare
system. Of the workers surveyed, 36.3% were between 21 and 30 years old, 62.5% had two years of
college, 98.8% were clinical nurses, and 36.3% had worked for 6 to 10 years or more. Global emotional
intelligence of office workers was found at a low level (X=22.54, SS=5.14) and job satisfaction at a
medium level (X=15.62, SS =3.27). It has been found that there is a positive relationship between
cognitive ability and job satisfaction.
A study conducted by Naseer mohammad al-hamami on the effect of emotional intelligence on job
satisfaction. Emotional intelligence (EI) has become a key factor in the success of organizations and, more
importantly, one of the most important skills and abilities that leaders and students need in the workplace
to respond to environmental changes and do their best to stabilize their organizations. It is a commitment
that organizational success is possible. A strong relationship was also found between emotional
intelligence, job satisfaction and organizational commitment. Therefore, the higher an employee's EI
score, the more he or she will perform and be committed to the organization. Emotional intelligence is
also a key factor for success. Therefore, this study aims to investigate the impact of emotional intelligence
(EI) on job satisfaction. Therefore, the main objective of this study is to determine the relationship
between emotional intelligence and job satisfaction. Research shows that emotional intelligence is closely
related to job satisfaction in an organization. Also, the higher an employee's EI score, the higher their
performance and commitment to the organization.
A study was conducted on emotional intelligence and job satisfaction as correlates of job performance
among women working in the Indian IT industry. The basis of management, success and profitability is
the work of employees. The objective of this study is to trace the relationship between emotional
intelligence, job satisfaction and job performance based on data collected from women working in the
field of information technology (IT) in India. This study adopted a survey method and collected data using
questionnaires. Included in standard equipment. Randomly selected women (N = 150) working in the IT
sector make up the sample. Among them, the results of data analysis showed that there was a statistically
positive relationship between cognitive awareness, job satisfaction and job performance, and cognitive
awareness and job satisfaction in finding a significant opportunity to predict changes in the work process.
According to a study conducted by a small and medium-sized business management consultant, in a
changing business environment like the 4th Industrial Revolution and COVID-19, small and large
businesses are being asked to change. In this era, there is a greater need for management consulting
services to provide technical and strategic solutions to management problems. The aim of this study is to
analyze the direct effects of management consultants' emotional intelligence on job satisfaction and the
indirect effect of variables such as learning motivation and self-efficacy on Good Work. A research model
was developed based on the relationships between the variables. In this study, 221 questions were
collected based on an online survey aimed at management consultants of small and medium-sized
domestic enterprises, and then statistical analysis was performed using structural equation modeling. The
results of the study showed that psychological awareness has a significant impact on job satisfaction, and
is also very effective in learning a person's ability and strength. In addition to that, a significant
relationship was found between academic motivation and self-efficacy. Meanwhile, if learning agility and
self-efficacy mediate job satisfaction, emotional intelligence is found to have no significant effect on job
satisfaction and only significantly mediates agility and self-effort. It has been suggested that in order to
effectively provide management consulting services, a psychological education training program should
be developed that can improve the psychology of management consultants.
A study on emotional intelligence and job satisfaction was conducted to determine the impact of emotional
intelligence on job satisfaction: an applied study in the telecommunications sector in Jordan. This study
measures the impact of emotional intelligence in managers and employees on job satisfaction. A
questionnaire was designed. The study sample consisted of 300 employees. After data collection,
appropriate statistical analyzes were applied. As a result, emotional intelligence has been found to have a
significant impact on organizational performance.
A study on organizational fairness and job incivility as mediators of the effect of emotional intelligence
on job satisfaction: A study in China examined how emotional intelligence differs on individual job
satisfaction and focuses on identifying the mediating variable of organizational justice and unemployment
420 employees of a large Chinese IT company completed the self-report, the organizational behavior
scale, the job satisfaction scale, and the Minnesota Job Interview Questionnaire. As a result of the study,
it was found that emotional intelligence, organizational equity, job anxiety and job satisfaction were
highly correlated with each other. Structural equation modeling showed that emotional intelligence has a
significant effect on job satisfaction and that the relationship between EI and job satisfaction is mediated
by organizational equity and job burnout.
To investigate the effectiveness of emotional intelligence training for the health promotion of nurses in
Sabzevar hospitals, a study was conducted to determine the effectiveness of emotional intelligence
training for the general health promotion of nurses. This study is a randomized field trial. The sample
group was 135 nurses from Sabzevar Hospital. They were then randomly divided into experimental and
control groups. First, all students answered a self-report questionnaire, Bar-On Emotional Intelligence,
and a general health questionnaire. The first group (intervention) received public speaking training, while
the second group (control group) received no educational intervention. The experimental group was
trained in aspects of emotional intelligence and answered the same questions. Distinguished rank was
taken as P and lt. 0.05. As a result of the study, it was found that the distribution of quality variables in
the study was similar, and the gain of psychological knowledge in the intervention group and the
dependent variable after the intervention showed a significant difference relationship. General state of
health. This can be important for both groups. The result of the study, intervention and control groups was
35.03 ± 32 and 30.89 ± 33, at the beginning of the study, and 29.68 ± 35 and 42.89 ± 34, after the
intervention. The general health status before the intervention was 19.76 ± 84 and 18.77 ± 77 in the case
group, 14.55 ± 56 in the case group and 17.68 ± 52 in the control group (P e lt; 0.001). Findings show
significant reciprocal effects of changes in emotional intelligence and general health variables. This means
that the higher the emotional intelligence score, the lower the health score and the higher the global health
status rate.
The impact of Masoome Shahnavazi's emotional intelligence program on the quality of life among
hemodialysis patients. In this study, they investigated the effect of a emotional intelligence training
program on the quality of life of hemodialysis patients. A randomized controlled trial was conducted in
47 hemodialysis patients attending a university hospital in an Iranian city. Patients were divided into
intervention (n = 23) and control (n = 24) groups. Data were collected using a sociodemographic
questionnaire, a Cyberia-Shrink Emotional Intelligence questionnaire, and a kidney disease quality of life
short form. The intervention group attended a emotional intelligence training program consisting of six
group discussion sessions. To ensure study continuity and measure subsequent behavioral changes,
patients completed a data collection instrument 6 and 12 weeks after completion of the training program.
The mean quality of life in the intervention group was 39.94 ± 15.88 before the test, 44.87 ± 16.04 at 6
weeks after the intervention, and 52.47 ± 16.07 at 12 weeks after the intervention (p=0.032). Emotional
intelligence strategies for nurses should be considered and integrated into professional training and
nursing degree programs. Nurse managers must guide nurses to use emotional intelligence in their daily
work to provide comprehensive patient care.
Nowadays, the power of emotions in human life and their role in human activities is visible. Recently, the
literature has shifted from logic to emotional intelligence. This concept has been used in management
research since the 90s. Therefore, emotional intelligence in managers and office workers allows them to
combine positive and negative emotions, choose the right strategies to solve problems, eliminate possible
conflicts and increase efficiency. Therefore, the study sought to determine the relationship between
psychological well-being and job satisfaction. The research sample comprised employees from the water
management office in Mashhad, consisting of both a randomly selected group and a sample of 80
individuals determined using the Cochran method.. They analyze results with SPSS software and Excel
software to prepare the tables. They measured emotional intelligence and job satisfaction using two
standardized questionnaires. Several questions were asked on a 5-point Likert scale (1 point: strongly
agree, 5 points: strongly disagree). The mean was tested using the K-S test. And Pearson regression
analysis was used to examine the relationship between emotional intelligence and job satisfaction.
Research results show that there is a significant relationship between self-confidence and job satisfaction.
Also, due to the effect of the coefficients, the reduction is good. Relationships are stable and important.
In other words, it will increase the confidence of the clerk and also increase the job satisfaction. They
decided that improving the emotional intelligence of office workers should focus more on confidence and
self-awareness than anything else. On the other hand, two factors, self-knowledge and self-confidence,
are related to individual behavioral aspects. Therefore, they conclude that it is important to emphasis
individual behavior to improve emotional intelligence to increase job satisfaction. At this point, the focus
is more on awareness and trust between individual behaviors.
The reviews of a current research on effect of emotional intelligence on job satisfaction and organizational
commitment in the case of educational sector by Dr. Saham Salman Alismail, Luigi Pio Leonardo
Cavaliere, Dr. Krishnasamy Srinivasan, Dr. Sapna Chauhan, I. Muda, Durgaprasad Gangodkar are
significant. The overall objective of the study was to investigate the impact of emotional intelligence on
job satisfaction and organizational effectiveness. The study implemented quantitative methods by
conducting the survey with the number of respondents identified for data collection and data processing
using sSPSS statistical tools. Research findings indicate a significant positive relationship between
emotional intelligence and employee organizational commitment and job satisfaction.
A study was conducted at BBPOM, Denpasar by Ida Lestari, I. M. Wibawa in 2019 on Job satisfaction
mediating towards effect of emotional intelligence on performance. The sample size used was up to 90
people using the convenience sampling method. Data is collected through a questionnaire using a Likert
scale. Data analysis procedures were performed using structural equation modeling using least squares
and testing the moderating function using the VAF test. The results show that emotional intelligence has
a significant and positive effect on employee performance with a path coefficient of 0.469 in BBPOM,
Denpasar. Job satisfaction is known to mediate the relationship between emotional intelligence and
employee performance in BBPOM, Denpasar. The results of this study suggest that in order to perform
well and achieve optimal service, various training activities related to emotional intelligence and job
satisfaction can be improved in the understanding and attention of employees. Be mindful of your own
emotions and those of others so that employees can focus on all aspects of organizational life, realize their
full potential, and achieve optimal performance.
The impact of emotional intelligence on organizational commitment by Abdulrahman Alsughayir: A 2021
study on Understanding the mediating role of job satisfaction discusses how emotional intelligence (EI)
influences job satisfaction and organizational commitment and the relationship between these two parts.
A structured, pre-validated, self-developed questionnaire was used to collect data for this study. Also, the
ethical issues were considered and guarantee anonymity. In addition, the study adopted a convenience
sampling approach and collected samples of customer service employees working in all major branches
of Saudi banks located in Riyadh. Structural equation modeling techniques to analyze the data using
AMOS 22.0 software were used. Before examining the structural model framework and hypotheses, the
measurement model was estimated and the research was supported by a confirmatory factor analysis. The
results showed that emotional intelligence has a significant and positive effect on job satisfaction and
organizational commitment. In addition, job satisfaction as a mediating variable was found to have a
significant indirect effect on EI and organizational commitment. Highly emotionally intelligent customer
service employees of a Saudi commercial bank showed high levels of psychological empowerment by
perceiving their work as meaningful, authoritative, free to choose, and had a great impact on the
workplace.
Several research studies support the relationship between emotional intelligence and job satisfaction. One
of the meta-analyses published in the "Journal of Organizational Behavior" 2010 found a positive
relationship between emotional intelligence and job satisfaction in various occupations. Researchers have
identified specific aspects of emotional intelligence that are particularly influential in predicting job
satisfaction, including emotional intelligence and social skills. The study was published in the Journal of
Applied Psychology. For example, a 2004 study showed that emotion regulation can increase job
satisfaction. Furthermore, long-term studies such as those conducted by Mayer, Salovey, and Caruso in
the late 1990s have shown that people with emotional intelligence are more likely to succeed at work and
perform well over time. In short, many studies continue to support the idea that high levels of emotional
intelligence contribute to increased job satisfaction by fostering positive interpersonal relationships, better
communication, and better ways of working.
Further research has been conducted on the impact of emotional intelligence on specific aspects of job
satisfaction and organizational outcomes. Some studies examined the relationship between leadership and
Emotional intelligence and job satisfaction of subordinates. Leaders with a high level of emotional
intelligence are seen as more effective and help increase team member satisfaction. Some Researches has
shown that team members who possess emotional intelligence contribute to better team cohesion and
teamwork, while ultimately influencing group work efficiency. Some studies show a positive relationship
between cognitive ability and job performance. Employees who are able to manage their emotions
perform better in jobs that require interpersonal, problem-solving, and decision-making skills. Emotional
intelligence is associated with organizational commitment. Employees who feel a strong emotional
connection to their organization are more likely to be satisfied with their jobs and less likely to consider
changing jobs. Emotional intelligence plays an important role in coping with workplace stressors. People
with high emotional intelligence are better able to handle stress and function more effectively by reducing
the negative effects of stressors. Understanding and cultivating emotional intelligence in the workplace
can have a significant impact on individual job satisfaction and overall organizational results. This
highlights the importance of building emotional intelligence skills as part of leadership development and
employee training programs.
Rationale
The rationale of this study is based on the practical implications of discovering a relationship
between emotional intelligence and job satisfaction. In an era when organizations are paying more and
more attention to creating a positive and encouraging work environment, recognizing the role of
emotional intelligence in shaping employee satisfaction is essential. This research aims to advance both
theoretical knowledge and practical applications, providing insights that can inform organizational
policies, training programs and leadership development initiatives. Moreover, as the global workforce
becomes more diverse and dynamic, understanding the role of emotional intelligence in job satisfaction
can reveal how these constructs manifest across cultures and industries. By exploring the universality or
context-specific nature of this relationship, the study aims to provide a nuanced perspective that goes
beyond a one-size-fits-all approach.

Objectives

Examine the Relationship Between Emotional Intelligence and Job Satisfaction:

Conduct a comprehensive review of existing literature to understand the theoretical underpinnings
and empirical evidence concerning the relationship between emotional intelligence and job satisfaction.
• Assess the Emotional Intelligence Levels of Employees:
Employee validated measures to assess the emotional intelligence levels of participating
employees across various dimensions, including self-awareness, self-regulation, motivation, empathy,
and social skills.
• Measure Job Satisfaction Levels Among Employees:
Utilize recognized instruments to measure the levels of job satisfaction among the study
participants, considering key facets such as the nature of the work, relationships with colleagues and
supervisors, growth opportunities, and alignment with organizational values.
• Identify Correlations and Patterns:
 Analyze the collected data to identify correlations and patterns between emotional intelligence
scores and job satisfaction levels. This involves employing statistical methods to discern the strength and
nature of the relationship.
• Explore Moderating Factors:
Investigate potential moderating factors that may influence the relationship between emotional
intelligence and job satisfaction, such as organizational culture, leadership styles, and individual
differences. This will provide a more nuanced understanding of the observed correlations.
• Examine Cross-Cultural Variances:
Explore potential cross-cultural variations in the relationship between emotional intelligence and
job satisfaction. This objective seeks to identify whether cultural factors influence the manifestation of
emotional intelligence and its impact on job satisfaction in diverse workplace settings.
• Provide Practical Recommendations for Organizations:
Based on the findings, develop practical recommendations for organizations to enhance job
satisfaction by cultivating specific aspects of emotional intelligence. These recommendations may include
tailored training programs, leadership development initiatives, and organizational policies that support
emotional intelligence competencies.

• Contribute to Academic Discourse:

Summarize and contextualize the research findings within the existing academic literature.
Contribute to theoretical frameworks by offering insights into the dynamics of emotional intelligence and
job satisfaction, and highlight potential avenues for further research.
• Offer Implications for Human Resource Practices:
Translate research findings into actionable insights for human resource professionals. Provide
implications for recruitment strategies, employee development programs, and policies aimed at creating
a positive and emotionally intelligent work environment.
• Enhance Understanding of Emotional Intelligence in the Workplace:
Contribute to a deeper understanding of the role of emotional intelligence in the workplace by
exploring its impact on job satisfaction. This objective aims to advance knowledge in the field and foster
a more nuanced appreciation of the emotional dimensions of professional life.
• Encourage Longitudinal Research:
Suggest directions for future research by highlighting the potential for longitudinal studies. Long-
term investigations can provide insights into the dynamic nature of the relationship between emotional
intelligence and job satisfaction and how it may evolve over time.
 Hypotheses/ Research Question

• Employees with higher levels of emotional intelligence will exhibit higher levels of job
satisfaction compared to those with lower levels of emotional intelligence.
(This hypothesis directly predicts a positive relationship between emotional intelligence and job
satisfaction without specifying the direction or strength of the relationship.)
• The impact of emotional intelligence on job satisfaction will be more pronounced in certain
occupational roles or job positions.
(This hypothesis suggests that the relationship between emotional intelligence and job satisfaction
may vary across different job roles. For example, it may be stronger for roles that require high levels of
interpersonal interaction.)
• The relationship between emotional intelligence and job satisfaction will be mediated by
factors such as organizational culture and leadership style.
(This hypothesis introduces the idea that other organizational factors play a mediating role in the
relationship between emotional intelligence and job satisfaction. It implies that emotional intelligence
alone might not directly impact job satisfaction but does so through organizational factors.)
• Certain components of emotional intelligence, such as empathy and social skills, will have
a stronger influence on job satisfaction compared to others.
(This hypothesis focuses on specific components of emotional intelligence and predicts that not
all components will contribute equally to job satisfaction. It suggests that, for example, the ability to
empathize with colleagues may have a more significant impact on job satisfaction than other components.)
• The relationship between emotional intelligence and job satisfaction will be influenced by
individual factors, such as personality traits or personal values.
(This hypothesis posits that individual differences in personality or values may moderate the
relationship between emotional intelligence and job satisfaction. For instance, individuals with a certain
personality trait may experience a stronger or weaker relationship between emotional intelligence and job
satisfaction.
Conceptual Framework

Independent Variable: Emotional Intelligence (EI)

This represents the key trait being studied, encompassing abilities such as self-awareness, self-
regulation, motivation, empathy, and social skills.
Dependent Variable: Job Satisfaction (JS)
This is the outcome variable that is expected to be influenced by emotional intelligence. Job
satisfaction is a multi-dimensional construct that includes aspects like the nature of work, relationships
with colleagues, compensation, and overall fulfillment in the workplace.
Emotional Intelligence (DV)

Job Satisfaction (IV)

METHOD
Chapter II

Method
This study is designed as a correlational research investigation employing a quantitative research
methodology. The research methodology involved the administration of questionnaires to collect data
from a diverse sample of employees across various industries and universities. The survey instrument also
included questions to gather demographic and job-related information.

Sample/ Participants
The study’s sample was composed of 200 participants, precisely divided into 134 males and 66
females. These participants were drawn from a diverse array of educational and occupational
backgrounds, representing a cross-section of the Islamabad region. The sample included employees from
renowned institutions such as the International Islamic University, Iqra University and NUST university,
as well as individuals working in various public and private sector organizations within Islamabad. This
deliberate selection of participants from both educational and professional settings aimed to ensure a
comprehensive and representative sample for the study.
Inclusion Criteria
The study encompasses participants within the age range of 20 to 50 years, with a focus on
individuals possessing a robust educational background. For our study, participants were required to have
a work schedule that ran from 8:00 AM to 5:00 PM.

Exclusion Criteria

Participants with lower educational qualifications, varying age groups, and non-standard working
hours were excluded from this study.
Operational Definition
Emotional intelligence
EI is defined as "a set of skills hypothesized to contribute to the accurate appraisal and expression
of emotion in oneself and others, the effective regulation of emotion in oneself and others, and the
use of feelings to motivate, plan, and achieve in one's life." (Salovey & Mayer, 1990). emotional
intelligence is operationalized in terms of Wong and Law Emotional Intelligence Scale,
WLEIS
Job satisfaction
According to Lofquist and Davis (1991), job satisfaction is the positive sentiment an individual
holds towards their work environment, stemming from their assessment of how well the work
environment aligns with their personal needs. Job satisfaction is operationalized in terms of JOB
SATISFACTION SURVEY, Paul E. Spector, Department of Psychology, University of South
 Florida.
Instruments

Demographic Sheet
The demographic sheet comprises name, name of the organization, age, marital status, family type
and salary.
Wong and Law Emotional Intelligence Scale, WLEIS
The Wong and Law Emotional Intelligence Scale (WLEIS), created by Peter Wong and Kenneth
Law in 2002, serves as an assessment tool for emotional intelligence (EI). This scale comprises 16 items
that assess an individual’s emotional intelligence across four domains: self-awareness, self-management,
social awareness, and relationship management. The WLEIS has been widely used to evaluate individuals’
emotional intelligence, helping researchers and practitioners gain insights into their emotional
competencies and how they relate to various aspects of life and work.
Job satisfaction survey
The Job Satisfaction Survey was introduced by Paul Spector in 1985 is a well-established
instrument designed to measure employees' satisfaction with their jobs. This survey, consisting of 36
items, provides valuable insights into various aspects of job satisfaction, including work conditions, pay,
promotional opportunities, supervision, and coworker relationships. The comprehensive nature of the
survey allows researchers and organizations to gain a thorough understanding of employees' attitudes and
perceptions towards their work, making it a valuable tool in the field of organizational psychology and
human resource management.
Proposed Data Analysis

The data was subjected to statistical analysis using SPSS software. In instances where the data
conformed to a parametric distribution, the analysis included the application of the independent sample t-
test to assess the differences in means between two distinct groups. Furthermore, the study employed the
Pearson correlation coefficient test to investigate the statistical associations between various variables.
Ethical Considerations

In our research, we emphasize the importance of ethical considerations. We are dedicated to

maintaining ethical standards throughout our study, focusing on obtaining informed consent. Before any
participant became part of our study, we provided them with clear, comprehensive information about the
study’s purpose, procedures, and potential implications. safeguarding the confidentiality of data was a
paramount ethical concern for us. We implemented stringent measures to protect the personal information
and data provided by our participants and used data for only research purpose. We followed the highest
ethical standards, ensuring that our research was conducted with integrity, transparency, and a profound
commitment to ethical guidelines and regulations.
 Procedure

In this quantitative study, we aimed to investigate the positive correlation between higher
emotional intelligence levels in employees and their job satisfaction. We selected a diverse sample of 200
participants drawn from various educational institutions and both public and private companies in
Islamabad. Informed consent was obtained from each participant, ensuring their understanding of the
research goals. Data collected through questionnaires was analyzed using SPSS, and the findings were
discussed in the context of the research question’s practical implications for the workplace. We
acknowledged limitations and proposed areas for future research. This structured procedure offered
valuable insights for organizations looking to enhance employee performance and well-being.
RESULTS
 Chapter III

Results

Table 1

Frequencies and percentages of demographic variables of Study (N = 200)

Variables Category f %

Age 20-30 126 63.0

30-40 47 23.5
40-50 27 13.5

Gender Female 66 33.0

Male 134 67.0

Marital status Married 95 47.5

Unmarried 105 52.5

Family system Joint system 111 55.5

Nuclear system 89 44.5

Salary 25000-50000 83 41.5

50000-75000 53 26.5
75000-100000 25 12.5
100000-above 39 19.5

Table 1 shows frequency and percentage of demographic variables including age, gender, family system, marital
status and salary. There are 33% female and 67% males. There are 47.5% married and 52.5 % unmarried
employees. salary ranges is from 25000 to 100000 or above. Their age ranges from 20-50.
 hbb

hhh

Table 2
Descriptive statistics and alpha reliability coefficient of study variables among employes [N=200]

Variables N 𝜶 Mean SD Range Skewness Kurtosis

Min Max

Emotional intelligence 16 .938 83.65 19.02 21.00 112.00 -1.26 1.64

Job satisfaction 36 .893 137.1 25.92 45.00 216.00 .156 1.60

Table 2 shows 𝛼 reliability coefficient of study variables. Range of reliability ranges from 0 to +1. The closer the
value to 1 greater will be the reliability and closer the value to 0 smaller will be the reliability. Our value of
variables is greater than .85 which is closer to 1 and thus shows high reliability.
Table 3

Variables 1 2
Emotional intelligence 1
.334**

Pearson .334** 1
Job satisfaction Correlation

P<0.05, P<0.01, P < 0.001

Emotional intelligence is significantly positively correlated with job satisfaction.

 Table 4

Mean, standard deviation and t value of male and female university students on sleep deprivation,
cognitive performance and mobile phone addiction (N=200)

Variables Male (n=134) Female(n=66) 95% CI

t
M SD M SD P
LL UL

Emotional intelligence 83.01 19.9 84.9 17.1 -.672 .395 -7.57 3.72

Job satisfaction 137.0 26.20 137.3 25.53 -.707 .0592 -8.010 7.312

Table 4 shows the difference between male and female employees emotional intelligence and job
satisfaction. There is non-significant difference among male and female university students on emotional
intelligence and job satisfaction.
 Table 5

Simple Linear Regression showing X (Independent variable) as Predictor of Y (Dependent

Variable) (N=200)
Variables B β SE P
Constant 99.08 7.83 <.001

WLEIS .46 .34 .091 <.001

R2 =
.112
N =200
*** P < .001

Table 5 mentioned above shows that predictive role of WLEIS on job satisfaction among employess. As the
results shows that emotional intelligence positively predicts job satisfaction (β=.34). the R2 value is .112 show
the 11% change in job satisfaction is due to emotional intelligence.
DISCUSSION
 Chapter IV
Discussion
The study findings through proper data analysis reveal that emotional intelligence is very
significantly and positively associated with job satisfaction. The findings of this study underscore the
substantial impact of emotional intelligence on job satisfaction. The robust positive correlation coefficient
of 0.334**, coupled with a significant p-value at the 0.01 level, indicates a strong association between
these variables. Employees with higher levels of emotional intelligence seem to experience greater job
satisfaction. This correlation aligns with existing literature emphasizing the role of emotional intelligence
in workplace dynamics. Individuals possessing a heightened ability to understand and manage their
emotions, as well as navigate social interactions effectively, are likely to perceive their work environment
more positively. The emotional competencies encompassed by emotional intelligence, such as empathy
and interpersonal skills, may contribute to enhanced workplace relationships and a more positive overall
work experience. The reliability coefficients for the Emotional Intelligence (EI) scale (0.938 for 16 items)
and the Job Satisfaction scale (0.893 for 36 items) suggest high internal consistency, indicating that the
items in each scale reliably measure the constructs.
In examining the means from statistical tables, it appears that, on average, females tend to score slightly
higher than males in both emotional intelligence (Females 84.93 vs. Males 83.01) and job satisfaction
(Females 137.36 vs. Males 137.01). On the basis of the values we analyzed for emotional intelligence are
(Mean: Male = 83.01, Female = 84.9) (p-value: 0.395) . The p-value of 0.395 is greater than the
commonly chosen significance level of 0.05. In practical terms, this suggests that there is no statistically
significant difference in mean on Emotional Intelligence scores between males and females. On the basis
of the values we analyzed for job satisfaction are (Mean: Male = 137.0, Female = 137.3) (p-value: 0.0592).
The p-value of 0.0592 is close to the 0.05 significance level. This result falls into a borderline significance
range. We may not consider this difference statistically significant. In summary, the t-test suggests no
significant difference in Emotional Intelligence between genders. For Job Satisfaction, the result is on the
borderline of significance. A p-value of .001 in a regression table indicates strong statistical significance.
Specifically, it suggests that the predictor variable associated with this p-value is highly likely to be a
significant predictor of the response variable.
The robust correlation coefficient of 0.487** observed between higher emotional intelligence and job
satisfaction within the salary bracket of 1 lac or above signifies a compelling and statistically significant
positive relationship. This empirical association underscores the notion that individuals possessing
elevated levels of emotional intelligence tend to experience heightened job satisfaction, particularly in the
context of higher income thresholds. From a pragmatic standpoint, these findings have implications for
organizational practices. Incorporating targeted interventions to cultivate and enhance emotional
intelligence skills, especially among professionals earning salaries of 1 lac or above, may prove
instrumental in fortifying a positive workplace culture and nurturing sustained job satisfaction.
The correlation coefficient of 0.731** between higher emotional intelligence and job satisfaction within
the salary range of 50k to 75k indicates a vigorous and statistically significant positive relationship.
Professionals earning within this income bracket, characterized by mid to upper-range salaries,
demonstrate markedly elevated job satisfaction when possessing advanced emotional intelligence. This
underscores the substantial impact of emotional intelligence on fostering a positive work environment
and enhancing job satisfaction.
The observed correlation coefficient of 0.238* between higher emotional intelligence and job satisfaction
within the salary range of 25k to 50k suggests a modest positive association. While statistically
significant, the strength of this relationship is relatively weak, indicating that factors beyond salary play
a noteworthy role in influencing job satisfaction within this income bracket. It is crucial to recognize that
job satisfaction is a multifaceted construct influenced by various factors, and the observed correlation
highlights the specific contribution of emotional intelligence within the specified salary range.
The correlation coefficient of 0.561* between emotional intelligence and job satisfaction among married
individuals suggests a substantial positive relationship within this demographic. This indicates that
increased level of emotional intelligence within the context of marital commitments, there is a discernible
elevation in job satisfaction. This observed correlation underscores the potential interplay between
emotional intelligence and the complex dynamics inherent in marital relationships. Individuals with
married status may demonstrate a proficiency in managing interpersonal intricacies, both in their personal
lives and the workplace. The positive association implies that the skills associated with emotional
intelligence contribute significantly to fostering job satisfaction among married individuals.
The correlation coefficient of 0.465** between emotional intelligence and job satisfaction for individuals
aged 30-40 suggests a noteworthy and statistically significant positive relationship within this age cohort.
This implies that as individual progress through the age range of 30-40, levels of emotional intelligence
relates positively with job satisfaction. In the professional landscape, individuals within this age range
often navigate complex career demands and personal responsibilities. The observed correlation indicates
that those with advanced emotional intelligence are better positioned to manage these challenges,
fostering a positive work environment and, consequently, experiencing heightened job satisfaction. Our
study delves into the multifaceted landscape of emotional intelligence, drawing on three prominent
models: Mayer and Salovey's Ability Model, Goleman's Mixed Model, and Bar-On's Model of Emotional-
Social Intelligence. Each of these frameworks provides unique perspectives on the role of emotional
intelligence in shaping individual behavior and outcomes in various contexts, including the workplace.
Our findings, revealing a positive and significant association between emotional intelligence and job
satisfaction, resonate with the core tenets of these three models. Mayer and Salovey's Ability Model,
focusing on the cognitive processing of emotions, Goleman's Mixed Model, which incorporates a broader
set of competencies, and Bar-On's Model, emphasizing emotional-social intelligence, all support the
notion that individuals with heightened emotional intelligence are more likely to experience higher job
satisfaction. Our study contributes to the theoretical discourse by providing empirical evidence that
supports and harmonizes with the central propositions of these three influential models.
The ability to navigate and understand emotions, manage interpersonal relationships, and exhibit
emotional-social competencies collectively supports the idea that higher emotional intelligence
contributes positively to individuals' job satisfaction in diverse workplace settings.
In essence, our study not only validates our hypothesis but also enriches the theoretical landscape by
demonstrating how multiple dimensions of emotional intelligence, as conceptualized by these influential
models, converge to influence job satisfaction positively. This synthesis provides a robust foundation for
future research and practical applications, emphasizing the holistic nature of emotional intelligence in
fostering a satisfying and fulfilling work environment.

Limitations
• Respondents who chose to participate may have different levels of emotional intelligence or job
satisfaction compared to those who opted not to participate, leading to self-selection bias.
• Collecting data through a single method (questionnaire) may introduce common method bias, where
shared method variance could inflate the perceived association between emotional intelligence and
job satisfaction.
• Participants might provided responses that they perceive as socially desirable, especially in face-
toface interactions, potentially leading to an overestimation of the positive association between
emotional intelligence and job satisfaction.
• The findings may not be easily generalizable because data was collected only from Pakistan and
mainly from the employees of Islamabad city. We cannot generalize the results to all the workplace
settings.
• One notable limitation of our study lies in the unequal representation of gender among participants,
with a lower proportion of female participants. This disparity could potentially impact the
generalizability of our findings and warrants consideration in the interpretation of results.
• The study might lack diversity in job types or industries, limiting the ability to generalize findings
across various professional settings.
• The study is constrained by a limited sample size, posing a potential threat to external validity and
necessitating careful consideration of the generalizability of our research findings.
• Unaccounted variables, such as organizational culture or external life events, might influence both
emotional intelligence and job satisfaction, confounding the observed relationship.

Suggestions and Recommendations:

• Implement strategies to minimize self-selection bias by actively encouraging a diverse range of
participants to participate. This could involve targeted outreach efforts to engage individuals with
varying levels of emotional intelligence and job satisfaction.
• Utilize multiple methods for data collection, such as interviews or observation, in addition to the
questionnaire. Triangulating data from different sources can help validate findings and reduce the
impact of common method bias.
• Consider using anonymous surveys or confidential data collection methods to promote honest
responses. Alternatively, explore mixed-method approaches that combine self-reported data with more
objective measures to provide a more comprehensive understanding.
• Expand the geographical scope of your study by collecting data from multiple cities or regions within
Pakistan. Additionally, consider collaborating with organizations in other countries to increase the
diversity of participants and enhance the generalizability of your findings.
• Actively seek to balance gender representation in sample by employing targeted recruitment strategies
or oversampling participants from underrepresented groups. Analyze and report findings separately
for different gender groups to acknowledge potential variations.
• Broaden the scope of study by including participants from various industries and job types. This will
enhance the applicability of findings to a wider range of professional settings and allow for more
nuanced interpretations.
• Consider increasing sample size to enhance the statistical power of the study. This may involve
extending the data collection period or collaborating with multiple organizations to accumulate a
larger and more diverse dataset.
• Acknowledge the potential influence of unaccounted variables such as organizational culture or
external life events.
By addressing these suggestions and recommendations, we can strengthen the robustness, validity,
and generalizability of our study on the association between emotional intelligence and job
satisfaction.

Implications

Testing for connections between emotional intelligence and job satisfaction is the focus of the current
study, which is part of a growing body of research on affectivity in the workplace. The study's findings
emphasize the significance of emotional intelligence in the workplace in boosting employee job
satisfaction. This study's findings indicate that emotional intelligence plays a role in enhancing employee
job satisfaction and performance. As emotional stability, integrity, self-development, managing
relations, and altruistic behavior proved to be the significant predictors of job satisfaction, therefore,
 employees should be developed with these dimensions of emotional intelligence through advanced
professional training programs, seminars, and conferences. Employees' heads should be provided with
handsome compensation and other incentives. All the stakeholders should be taken into confidence
during the process of policy formulation, particularly employees’ heads, for providing their valuable
suggestions and experiences regarding organizations' overall performance. Our study can enhance the
performance of employees if the organisation's heads, HR managers, and general managers make
policies by keeping our study incentives in their minds and implementing them. Our study can support
organizations in the recruitment of employees through proper administration of emotional intelligence
tests. Through this organization can hire applicants who are emotionally intelligent and can cope with
workplace environmental pressures, conflicts, and workload and can enhance their capabilities to
develop strong communication and problem solving skills.
In University, colleges and school settings our study can help them make healthy and productive
environment in which teachers with strong emotional intelligence will interact with students and
employees adequately.
For future research studies, it is recommended that the same research study can be conducted at
elementary, higher secondary, and tertiary levels in schools, colleges of Islamabad and as well as in other
provinces of Pakistan.

Conclusion

Our research set out to explore the relationship between emotional intelligence and job satisfaction, with
the hypothesis that higher emotional intelligence is positively and significantly associated with high job
satisfaction. The empirical findings of our study not only support this hypothesis but also provide valuable
insights into the dynamics of emotional intelligence within the workplace. The positive correlation
identified in our research aligns with established theories, including Mayer and Salovey's Ability Model,
Goleman's Mixed Model, and Bar-On's Model of Emotional-Social Intelligence. These frameworks
collectively underscore the importance of emotional intelligence in shaping individuals' experiences and
outcomes in professional settings. The findings suggest that organizations stand to benefit from investing
in strategies to enhance emotional intelligence among their workforce. Such initiatives could include
training programs, workshops, and interventions aimed at developing emotional competencies, ultimately
contributing to a more positive and satisfying work environment. Our study not only adds to the growing
body of literature on emotional intelligence but also offers practical implications for organizations seeking
to optimize employee satisfaction and well-being. As workplaces continue to evolve, understanding and
fostering emotional intelligence emerges as a crucial factor in promoting positive work experiences and
enhancing overall job satisfaction.
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 Appendices
Appendix A

Informed consent

Dear participant!

We are students from psychology department of international Islamic university.We are conducting
research on the relationship between emotional intelligence and job satisfaction in the workplace. Your
participation is valuable to us. your participation in this study is voluntary. We assure you that your data will be
kept confidential and your responses will remain anonymous. This survey will take approximately 10 minutes of
your time. Your contribution will help us gain insights into this important topic.
Appendix B

DEMOGRAHIC SHEET

Name

Name of the organization

Gender

Age

Marital status

Family status

Salary
Appendix C

ORIGINAL SCALE