Priyanka-Emotional-Fullproject-3-1

CHAPTER I - INTRODUCTION
1.1 INTRODUCTION
Emotional intelligence
Emotional intelligence refers to the capability of a person to manage and control his
or her emotions and possess the ability to control the emotions of others as well. In other
words, they can influence the emotions of other people also.
Emotional intelligence is a very important skill in leadership. It is said to have five

main elements such as - self-awareness, self-regulation, motivation, empathy, and social
skills.
Definition
According to Dr Goleman, ’emotional intelligence is defined as a set of skills or

competencies, which provide human resource professionals, managers, and anyone in the
world of work, with a comprehensive tool to define, measure and develop emotional skills’.
Emotional intelligence can also be defined as the capacity to recognize our own feelings and
those of others for motivating ourselves and managing emotions well in our social
interactions.
Peter Salovey and John D. Mayer have been defined emotional intelligence as, “the
subset of social intelligence that involves the ability to monitor one's own and others' feelings
and emotions, to discriminate among them and to use this information to guide one's thinking
and actions”
Emotional quotient consists of five important dimensions:
1. Knowing one’s emotions.
2. Controlling one’s emotions.
3. Recognizing emotions in others (empathy).
4. Controlling emotions in others.
5. Improvement in emotional control.
1
Emotional quotient
Emotional quotient is a buzzword in recent times. Time and again, it is suggested that
a manager should possess a fair amount of intelligence quotient along with emotional
intelligence in order to become successful. It is proved that effectiveness of an organization
depends on the efficiency of the managers.
The emotions of a human being can be love, hatred, anger and happiness. The
manager has to control these emotions to a certain extent so that they can handle any situation
with calmness. The ability to manage emotions is measured through emotional quotient.
Components of Emotional Intelligence:
Daniel Goleman has identified a set of emotional competencies that differentiate

individuals with their emotional intelligence.
1. Self-awareness:
The capacity for understanding one’s emotions, strengths, weaknesses and self-
confidence.
2. Self-management:
The capacity for efficiently managing one’s motives and regulating one’s behaviour,
self-control, adaptability, achievement, orientation and initiative.
3. Social awareness:
The capacity for understanding what others are saying and feeling. And why they feel
and act as they do.
4. Social skills:
The capacity for acting in such a way that one is able to get the desired results from
others and reach personal goals, developing others, leadership, conflict management and
teamwork.
2
Benefits of Emotional Intelligence:
Judicious applications of emotional intelligence can lead to the following results:
1. Understanding and enhancing emotional intelligence enhances management skills.
2. It can provide team effectiveness.
3. It assists managers to have flexible planning.
4. Emotional intelligence assists managers in motivating others.
5. Better decision-making comes from a balance between head and heart.
6. It can help a person achieve a whole range of career development factors such as
leadership, decision-making, open communication, trusting relationship and customer loyalty.
Emotional intelligence consists of five key skills:
 Emotional intelligence (EQ) skill 1: The ability to quickly reduce stress.
 Emotional intelligence (EQ) skill 2: The ability to recognize and manage your
emotions.
 Emotional intelligence (EQ) skill 3: The ability to connect with others using
nonverbal communication.
 Emotional intelligence (EQ) skill 4: The ability to use humor and play to deal with
challenges.
 Emotional intelligence (EQ) skill 5: The ability to resolve conflicts positively and
with confidence.
Psychological Dimensions of Emotional intelligence
An emotionally balanced worker is more required for modern industrial organisations

to be competitive and target oriented that in par with the requirement of the market economy.
Emotionally balanced workers have the attributes of emotional intelligence, that includes
self-awareness, self-confidence, transparency, adaptability, optimism, empathy, inspirational
leadership and conflict management, mark the employees who excel. This indicates that the
emotional intelligence rest on the pillars of Competency, Maturity and Sensitivity.
3
 Emotional Competency: this indicates one's the ability and capacity to effectively
respond to emotional stimuli elicited by various situations, having high self-esteem
and optimism etc.
 Emotional Maturity: this indicates one's the ability and capacity to effectively
evaluate emotions of oneself and others, balancing state of heart and mind,
adaptability and flexibility etc.
 Emotional Sensitivity: this indicates one's the ability and capacity to effectively
understanding intensity of emotional arousal, managing the immediate environment
etc.
Important of emotional intelligence at work place
1. Emotional intelligence is a set competencies, which direct and control one's feelings
towards work and performance at work.
2. The set of competencies is the ability of the individual being to control and manage
his or her moods and impulses, which contribute to best of situational outcomes.
3. Understanding one's own moods and impulses of others or any situation helps one to
respond and behave accordance with expectations.
4. In a work situation workers effective use of skill and knowledge in time depends on
the effective regulation of emotions at work and his readiness to contribute to best in
their target accomplishment.
5. Knowing one's emotions and feelings as they occur, and tuning one's self to the
charged situation, requires the emotional competency, emotional maturity and
emotional sensitivity that determine the success of adaptability and adjustment with
the change scenario.
6. In a work situation, since it involves group of people with different ideas, suggestions,
and opinions, effective conglomeration of all these determine the best outcome. Here
the emotional intelligence plays a significant role at work.
4
Way of develop emotional intelligence
The following tips of emotions intelligence that may help the employees to improve
their self-orientation and self-awareness which produce proactively and productivity at work.
1. Develop better self-awareness
2. Be honest with yourself
3. Maintain standards of integrity
4. Always subject to self-criticisms
5. Be always sure about self-worth and capacities
6. Be aware of competencies and skill
7. Focus on positive feelings
8. Probe every source of your reaction
9. Distinguish relevant and irrelevant reactions
10. Listen to the other person's words
5
1.2 OBJECTIVES OF THE STUDY
Primary objective
 To study on emotional intelligence among employees in Top Anil Maarketing

Company, Dindigul
Secondary objectives
 To understand the type of emotion experienced at work place
 To ascertain the effects of emotion on job practices
 To evaluate the impact of emotional intelligence on job performance
 To identify the strategies for management of emotional intelligence in the work place
 To obtain suggestions from the respondents to improve the emotional intelligence in

the work place
6
1.3 SCOPE OF THE STUDY
The scope of the study is confined to Top Anil Marketing Company, Dindigul. The
main aim of this study is to analyse emotional intelligence among employees. This study
focuses on types & effects of emotion on job practices and identify the strategies for
management of emotional intelligence in the work place. The sample taken for this study is
120. The study is to increase the employees emotional intelligence at work place and to help
in future why some employees are outstanding performers while others are not. Emotional
Intelligence calls for recognizing and understanding of the issues in the organizations on the
basis of the results organization can choose a strategy and actions to improve the performance
of their employees.
7
1.4 LIMITATIONS OF THE STUDY
 Due to the time constraints, only specific sample size from the entire segment has been
considered for the study.
 Whatever the data had been gathered is based on suggestive study but not exhaustive
study.
 The researcher found it difficult to collect the questionnaire, since some of the
respondents did not give proper response.
 The sample taken for this study is small.
8
CHAPTER II - PROFILE
2.1 COMPANY PROFILE
Top Anil Marketing Company
ANIL is a leading Indian FMCG company with interests in varieties of healthy Indian
food choices. Our focus is to nourish people’s lives by offering a wide range of convenient,
delicious and affordable food products for the entire family to enjoy a balanced healthful diet.
ANIL, as the master brand for varieties of vermicelli and flour, has been an ethical
food industry leader since 1984. Presently, there are 20 states of the art factories located in
and around south India producing high quality products. By delivering best products holding
ourselves responsible and accountable, we have earned the trust of millions of families across
generations.
Health is a state of complete harmony of mind, body and soul. Eating nutritious food
is vital to achieve this harmony. Our products have been instrumental in enriching millions of
lives across Tamilnadu, Karnataka, Andhra Pradesh, Kerala, Andaman, Mumbai, Dubai and
Singapore for over three decades.
VISION
Establish the brand, "Anil" in every house of India, carrying forward the tradition of
goodness in every morsel of Anil products.
MISSION
 To enrich people lives by offering a wide variety of convenient, delicious, organic and
healthy food choices, thus creating a better future every day.
 Healthier work life leading to a work life balance, contributing to the cultural and
social better being.
 Develop a corporate culture in a highly unorganized sector of industry, accountability
and responsibility in every coordination.
 Pursue the path of growth through systematic learning, calculative improvisation,
embrace technology and automation.
 Leaping and leading the market with 100+ products and own product chains that have
50%+ market share in the country.
9
QUALITY POLICY
 The following food and safety policy is established by our company to demonstrate
the functioning of our company on food safety, implementation and adherence to the
current FSSAI rules.
 Handling the complete performance of TOP ANIL MAARKETING COMPANY
Quality and updating it, processing, packing, coordinating hygiene product, product
integrity and safe food products at the right time distribution. To fulfil customer's
legal requirements (Food Safety and Standards Authority of India & Food Safety and
Standards Act -2006)
 Maintain the quality of products according to the FSMS regulation rules at the same
time as the customer's true value and trust.
 To achieve the above, TOP ANIL MAARKETING COMPANY establishes a FOOD
SAFETY MANAGEMENT SYSTEM and emphasizes the staff based on the
importance of food safety in the local and international markets.
 The food quality and safety policy of this food has been continuously reviewed at the
level of conventional reviewed regular basis and based on customer satisfaction and
happiness based on our business's continuous growth. Thereby creating the basic job
is the ambition journey of our company.
FOUNDERS
Anil group was found in the year 1984 by Mr.Nagarajan. His legendary is being
followed by Mr.Kamal Hassan and Mr.N.Sugumar, the second generation entrepreneurs in
Dindigul district of Tamilnadu. Originating from humble roots, the brand ANIL has come to
rule every household today through steady hard work, sincerity, loyalty and honesty. Guided
by relentless principles and values, the core founders’ team and the extended team of ANIL
move forward to inspire people of all strata to lead healthier and happier lives by connecting
them to real quality food.
ANIL works together with dealers and clients extensively across boundaries to meet
the needs of customers thus rising to become one of the chief manufacturers and distributors
in the food industry. Starting with vermicelli, today, ANIL brand encompasses a wide range
of products that caters to most of the food needs in households.
10
This phenomenal success of ANIL can be attributed to the following: Best quality,
reasonable Pricing, attractive and safe packaging, hygienic production without any chemical
addition and continuous availability in the market at all seasons. To make affordable top-
quality food at very reasonable price to everyone has been the one-line motto of our founders
and the brand as a whole.
MILESTONES
1984 - ANIL PAYASA SEMIA SPL was launched.
1988 - ANIL SEMIA was launched.
1995 - ANIL ATTA was launched.
1996 -ANIL RAGI SEMIA, ANIL APPALAM and ANIL MAIDA were launched.
1997 - ANIL TAMARIND SEMIA, ANIL LEMON SEMIA, ANIL RAGI FLOUR, ANIL
RICE FLOUR was launched.
1998 - ANIL RAVAI was launched.
2000 - ANIL SAMBA RAVAI was launched.
2004 - ANIL RICE VERMICELLI, ANIL IDIYAPPA FLOUR ANIL NOODLES, SURYA
NOODLES, ANIL SOYA, ANIL CRYSTAL SALT, ANIL FREEFLOW SALT were
launched.
2006 - ANIL KOZHUKATTAI FLOUR was launched.
2008 - ANIL FRIED GRAM, 1TO3 NOODLES MASALA were launched.
2011 - ANIL CHAKKI FRESH ATTA was launched.
2014 - ANIL MURUKKU FLOUR was launched.
2017 - CORN VERMICELLI, KAMBU VERMICELLI, VARAGU VERMICELLI,

WHEAT VERMICELLI, THINAI VERMICELLI was launched.
2021 - INSTANT IDIYAPPAM, WHEAT DOSA, POORI FLOUR, HAKKA NOOD

NOODLES, LONG CUT VERMICELLI was launched.
2022 - VARAGU DOSA MIX, RAGI DOSA MIX, CHOLAM DOSAI MIX, THINAI
DOSAI MIX, KAMBU DOSAI MIX was launched.
11
INFRASTRUCTURE
After more than three decades of association with the food industry, today, ANIL has
presence across South India, there are 20 manufacturing plants. Our ﬁrst set of manufacturing
units inaugurated in 1984, is located in Dindigul. This division is one of the largest
manufacturers of high-quality vermicelli, rice flour and many more products of ANIL.
ANIL strive to create economic opportunities for thousands of people through our
factories that support sustainable and hygienic methods of food production which goes into
the markets with the brand name ANIL. There were 75+ people working for the corporate
ANIL and 1450+ people contributing to the factory workforce. Our ANIL family now
exceeds 1500 dedicated workforce who work with a single-minded mission to deliver
nourishment to millions of families.
How much so ever the demand be, we promise safe and secured delivery of products
within 24 hours to our dealers. This “in-one-day-product-delivery specialty” of ANIL has
been instrumental in building a long-lasting relationship between the company and the
dealers. Through these state of art factories and committed workforce, we at ANIL are aiming
for 100% penetration in every household of India in the next few years through our trusted
products.
PHILOSOPHY
 ANIL’s philosophy is to provide superior quality food items that shopkeepers

recommend for customers, customers rave about to their family and friends, mothers
prefer for their children, employees feel proud to get associated with, and producers
fight to keep the highest quality.
 Food is the most essential human need that cannot be warded off. Our sole mission is
to make it affordable to all people by ensuring reasonable pricing.
 ANIL plans to sustain its competitive advantages of being customer-centric by
providing an extended portfolio of products.
 Quality is one of our non-negotiable and we strive hard to ensure consistent and
constant good quality in every packet we produce.
 Routine quality control monitoring is assured to keep a check on the standards of
hygiene in our factories and our products.
12
 Homely taste and wholesomeness in all the ANIL products by maintaining essential
nutrient levels in food ingredients are our unique selling propositions and our top
most priority is to sustain these standards.
 Our products are unique in shape, size, color, gloss and consistency and our hygienic
and attractive packing is our key strength.
 Maintaining and expanding our network of dealers and distributors ensures a
sustainable growth trajectory for our company.
 We treated our customers like our own partners and customer satisfaction is our
highest priority.
 We listen to customers’ feedback and are always open to suggestions from our
displeased customers.
 To achieve "Good Health to all" is what ANIL as a brand strives to accomplish.
STRENGTH
 More than three decades of excellence in understanding people’s growing needs and
tastes and maintaining a strong customer base.
 Customer satisfaction and their positive word of mouth in recommending ANIL
products to others has been our greatest strength.
 Distributors are our key partners and we ease their work by delivering products within
a day.
 Conceived way back in 1984 ANIL group today is an undisputed market leader in the
organized healthy food industry with our units producing six lakhs packets every day.
 Three decades of presence and lakhs of happy new customers every day speaks
volumes about ANIL’s dedication towards quality.
Address
Top Anil Marketing Company
A-11/1, L.G.B Compound, 3rd Street, Mengles Road, Dindigul – 624 001
13
14
ANIL PRODUCT PROFILE
1. VERMICELLI
2. FLORE
15
3. NOODLES
4. RAVA
16
5. APPALAM
6. SALT
7. ATTA
17
8. OTHER PRODUCTS
2.2 INDUSTRY PROFILE
Significant Ready to Cook Market in India Trend
The rising number of promotional and marketing activities is a new trend in the India
ready to cook market. Vendors are stepping up their marketing efforts with novel strategies
and innovative advertising to increase awareness of their products. Accordingly, companies'
marketing and advertising budgets, as well as promotional and marketing activities, are
increasing in order to increase awareness of their products. For instance, in 2022, Nestle`s
consumer-facing marketing expenses increased by 3.4% when compared with 2020. The
company has been actively involved in promoting its products, such as MAGGI Soup, in
India.
18
Major Ready to Cook Market in India Challenge
The growing health concerns are a major challenge that may hinder India ready to
cook market growth during the forecast period. Ready to cook foods are often criticized by
many health experts for being unhealthy and a root cause of many ailments, such as diabetes,
obesity, and heart disease. Moreover, as most of these foods are highly processed, they are
high in fat content and result in high BMI and weight gain.
Hence, adverse health effects and the growing popularity of healthcare are the major
obstacles to the growth of the Indian ready to eat food market. The introduction of other food
products containing nutritious and healthy ingredients is likely to hinder the growth of the
Indian ready-to-eat food market during the forecast period. Owing to these actions, the
customer becomes aware of one`s health and refrains from consuming extruded snacks,
thereby negatively affecting the growth of the market during the forecast period.
Major Ready to Cook Market in India Vendors
 Capital Foods Pvt. Ltd.
 CG Corp.
 DARSHAN FOODS PVT. LTD.
 Desai Foods Pvt Ltd.
 Gits Food Products Pvt. Ltd.
 Godrej Agrovet Ltd.
 Hindustan Unilever Ltd.
 ID Fresh Food India Pvt. Ltd.
 Indian Farm Foods Pvt. Ltd.
 Innovative Foods Ltd.
 ITC Ltd.
 Kohinoor Foods Ltd.
 Maiyas Beverages and Foods Pvt. Ltd.
 McCain Foods Ltd.
 Nestle SA
19
Fastest-Growing Segments in the Ready to Cook Market in India
The market share growth of the instant noodles and pasta segment will be significant
during the forecast period. Instant noodles and pasta are pre-packaged noodles and pasta that
do not need to be refrigerated. They are typically sold as pre-cooked and dried noodle blocks
with a separate packet of flavoring powder and seasoning oils. The flavoring in cup noodles
is frequently placed in the cup itself. A rising number of new product launches is a current
trend in India's instant noodles and pasta market. Rising marketing activities by instant
noodles manufacturers, as well as expanding partnerships and strategic acquisitions, are
expected to drive market growth during the forecast period.
Instant noodles and pasta showed a gradual increase in the market share of USD
329.99 million in 2017 and continued to grow until 2021. The rising demand for convenient
and instant food products, the introduction of new instant noodles and pasta products, and the
expansion of the retail landscape will be driving the market growth during the forecast
period. Several challenges such as fluctuating raw material prices, product recalls, and
stringent regulations and guidelines issued by various government bodies on food products,
including instant noodles and pasta, may restrain the segment growth during the forecast
period.
In India and other countries of the Indian Subcontinent, wheat vermicelli is known by
various local names such as sev in Gujarati, shavige in Kannada, sevalu or semiya in Telugu,
and semiya in Tamil and Malayalam. Vermicelli is made out of maida that is ground from
very hard wheat. It is simply maida, water, and a little salt. Vermicelli is a popular instant
food product. It falls under the category of extruded product and is made from wheat flour. At
times tapioca or soya bean or groundnut flour is also added. Thus, it is rich in proteins and
liked by people from all walks of life, irrespective of age.
India celebrates more festival than other countries. These festivals are chiefly
religious, secular and social. The festivals are therefore an intimate part of our religious as
well as secular life. They are at the same time related to some ancient religious length, to the
cycle of reasons, and to the community’s need of change, release and economic well-seeing.
Growth in the Market
20
India vermicelli, macaroni, and pasta market size was at over $180 million in 2019
and is propelled to accumulate at an annual growth of (CAGR) around 16.8% to reach $449
million by 2024 on the report of improving awareness about the health advantages of pasta as
it is prepared of semolina durum wheat and not from refined flour. The global food and
noodles market is being driven by many favorable factors because of the feverish lifestyles,
shoppers are shifting toward RTD meals. Since food is a convenient and healthy product, the
demand for pasta, particularly for products, such as vermicelli, fusilli, and macaroni, has been
on the rise.
According to an associate article printed by the planet instant noodles association,

about 103.6 billion servings of instant noodles were eaten in 2018. The high consumption of
instant noodles was raised by fifteen major countries, out of that, 10 were Asian countries.
Thus, the market studied has experienced phenomenal success since its inception, with the
launch of custom-built flavor variants that suit regional style preferences, by several world
makers. In terms of packaging, packet instant noodles and food is the most dominant class.
Also, the cup/bowl instant noodles category and frozen pasta are expected to grow
substantially thanks to increased convenience.
Opportunities in the Market
Nowadays, the demand for pasta, macaroni, and vermicelli is increasing day by day.
All these products are the essential food of several countries and are consumed on daily basis.
Pasta is the basic food of Italian cooking. Also, the labeling and marketable manufacturing of
pasta and macaroni are highly operated in Italy. For example, fresh pasta and vermicelli that
is prepackaged must have a water quantity of more than 24%, must be cataloged refrigerated
at a climate less than 4°C and 2°C tolerance, heat procedure must be identical to
pasteurization, and to be swapped within 5 days of the manufacturing date.
In the U.S. and other European regions, pasta is commonly consumed as a daily basic
carbohydrate. Noodle is an essential food in several societies such as Japan, Korea, and
China. It is also eaten in various European nations on daily basis. Different variations of the
commodities are found in these countries and consumed by them on a day-to-day basis and
21
are readied differently in several nations. There are high future opportunities for products like
pasta, macaroni, and vermicelli.
22
CHAPTER III - REVIEW OF LITERATURE
3.1 LITERATURE OF REVIEW
Delcourt, C., Gremler, D. D., Van Riel, A. C., & Van Birgelen, M. (2013). Effects of
perceived employee emotional competence on customer satisfaction and loyalty. Journal
of Service Management.
Emotional intelligence (EI) has an impact on a wide variety of work activities,

including teamwork, talent growth, creativity, quality of service, and client loyalty. (Delcourt
et. al., 2013). EI could affect employees’ interpersonal relationships with their supervisors,
co-workers, and their workload. Similarly, it could foresee important results relating to jobs,
including job satisfaction. (Abraham,2000), creativity, innovation in work (Gardner, 2003).
EI was defined by Hogeveen et al. (2016) as the ability to accurately and effectively handle
emotional knowledge. Based on these definitions, EI can be operated in four aspects: self-
emotional appraisal, others’ emotional appraisal, regulation of emotion, and use of emotion
(Khalid et al., 2018; Choi et al., 2019).
Soleimani, A. G., & Einolahzadeh, H. (2017). The mediating effect of leader–member

exchange in relationship with emotional intelligence, job satisfaction, and turnover
intention. Cogent Business & Management, 4(1), 1419795.
During the last few decades, emotional intelligence (EI) has attracted the attention of
experts because it is of the utmost importance in several realms of life (Soleimani & Einollah
Zadeh, 2017). EI is defined by Goldeman (2001) as “the capability of noticing the inner
feelings of oneself and others, encouraging oneself, regulating feelings, and managing human
relationships”. Previously, Mayer and Salovey (1997) define EI as a set of interrelated skills
concerning “the ability to perceive accurately, appraise, and express emotion; the ability to
access and/or generate feelings when they facilitate thought; the ability to understand emotion
and emotional knowledge; and the ability to regulate emotions to promote emotional and
intellectual growth”. In other words, employees with high EI tend to look assertive,
optimistic, tolerant, and flexible because they can handle well and always think positively.
Dr. V. M. Anitha Rajathi, M. Vedharaman, "A Study on Emotional Intelligence among

Employees at Dalmia Cement", International Journal of Science and Research
23
(IJSR), https://www.ijsr.net/get_abstract.php?paper_id=ART20198021, Volume 8 Issue
5, May 2017, 1249 - 1254,
Emotional Intelligence is the study of recognizing self and others emotions in an

organization in this paper what are all the main issue has been discussed about this problem
how it can be solved by creating a relationship among employees in dalmia cement. This
study addressing descriptive research design with the sample size of 100 and non-probability
convenience sampling were used to collect data. Data were collected through standard
questionnaire. Emotional Intelligence (EI) has become a topic of vast and growing interest
worldwide and is concern with the ways in which we perceive, identify, Understand and
Manage emotions. It is an aspect of individual differences in their inter-personal and intra-
personal level of EI state in an employee that can impact a number of important outcomes
throughout a personal lifespan and also in an organizational environment. One of the existing
problems in an emotional Intelligence (EI) is a lack of interpersonal (Social) and
intrapersonal (personal) relationship among employees in an organization. This study has
mainly done to overcome the issues only by studying the emotional intelligence factors in an
organization like Dalmia cement. This study will find the social relationship impact in an
organization and how it can be overcome with help of social skill and self-awareness factor in
an emotional intelligence, the findings will used to analyse how emotional intelligence
possible outcomes will be this study is concluded with outcomes that needed for further
study.
Rexhepi, G., & Berisha, B. (2017). The effects of emotional intelligence in

employees performance. International Journal of Business and Globalization, 18(4),
467-479.
Emotional intelligence has direct association with employee performance (Rexhepi &
Berisha, 2017) in almost all types of jobs (Cherniss, 2001). Dulewicz and Higgs (2000),
found emotional intelligence as a key success factor that directly contributed more than
managerial intelligence and intelligence quotient (IQ) in employee performance. Moreover,
emotional intelligence also contributed positively in overall organizational performance and
business success (Bagshaw, 2000). Therefore, employers have started to hire employees with
a higher level of emotional intelligence (Cadman & Brewer, 2001). Besides types of jobs, a
wide range of recent studies have also found such direct association in various service and
industries such as hotel industry (Karimi, 2014), marketing (Bande, Fernández-Ferrín,
24
Varela, & Jaramillo, 2015), retailing (Sony & Mekoth, 2016), hospital/health services
(Samiuddin, Ahmad, & Kazmi, 2017), and education (Zeidner & Matthews, 2017). Hence,
we believe that enhanced level of emotional intelligence results in positive outcomes,
especially employee performance.
Goleman, D. (2017). An EI-based theory of performance. In D. Goleman & C.

Cherniss (Eds.), The Emotionally Intelligent Workplace: How to Select for, Measure,
and Improve Emotional Intelligence in Individuals, Groups, and Organizations ,1, 27-
44: Jossey-Bass
Goleman defined Emotional intelligence as the ability through which a person could
screen his emotions, other persons’ emotions, differentiate between various emotions and
label them and consequently he might use this emotional information to guide his thinking
and behaviour. In the similar context, Mayer, Roberts, and Barsade (2008) defined emotional
intelligence as a skill which could help a person to accurately perceive, understand, manage
and use emotions in facilitating appropriate thoughts and behaviours.
Boyatzis, R. (2017). Emotional intelligence has 12 elements. Which do you need to work
on. Harvard Business Review, 84(2), 1-5.
Emotional intelligence can not only be learnt but also enhanced at any stage in one’s
life. But a strong motivation, structured learning situation and continuous practice is
necessary to do so. Besides Danial Goleman and his colleagues, there is general agreement of
almost all the leading researchers and psychologists who published in high quality research
journals of the world, upon the notion that emotional intelligence can be taught, learnt, and
enhanced in all age groups and professions (Côté, 2017; Enríquez, Ramos, & Esparza,
2017; Matthews et al., 2017; Serrat, 2017). Besides empirical studies, self-efficacy theory
supports the notion that emotional intelligence can be learnt and enhanced. The underpinning
theory provides the notion that a person having belief in his/her abilities, successfully
achieves set behavioural goals (Lipschitz et al., 2018). The current study found that
employees had a strong belief in their abilities that is why they had enhanced their emotional
intelligence skills. The mechanism developed by the theory supported this study during
implementation of emotional intelligence training and coaching interventions to enhance
emotional intelligence level.
25
Delpechitre, D., Beeler, L. (2018), Faking it: Salesperson emotional intelligence’s
influence on emotional labor strategies and customer outcomes, Journal of Business and
Industrial Marketing, Vol. 33, No. 1, pp. 53–71
A salesperson’s EI is the ability to perceive, understand, and regulate emotions to

facilitate interaction with customers [Delpechitre and Beeler, 2018]. A job as a sales associate
is synonymous with a salesperson who works explicitly in malls and serves customers.
Sometimes there is a stereotype that salespeople are trying to solicit customers dishonestly by
providing inaccurate information about products or services and excessive information about
advantages that are not in conformity with reality [Delpechitre and Beeler, 2018]. This
stereotype needs to be changed, wherein EI is the basis for sales success [Delpechitre and
Beeler, 2018]. The authors argue that EI is needed for salespeople in general and specifically
for sales associates. This argument supports the notion that every job that places employees
who must relate to others requires managing emotions [Guy and Lee, 2015]. Of course, jobs
held by sales associates require them to relate to people, especially customers; every day
needs emotional management.
Setiawan, L. (2020). The effect of emotional intelligence, organizational commitment on

the team performance of hospital officers in South Sulawesi and Central Sulawesi
province, Indonesia. International Journal of Pharmaceutical and Healthcare
Marketing, 15(1), 64-82. https://doi.org/10.1108/ IJPHM-04-2019-0028
Different from previous studies, this paper provides a new research framework with
two high-order constructs of emotional intelligence and work stress. We consider work stress
to be a higher order construct that includes both challenge and hindrance stressors. Similarly,
emotional intelligence is conceptualized as a higher-order construct consisting of self-
emotional appraisal (SEA), others’ emotional appraisal (OEA), use of emotion (UOE), and
regulation of emotion (ROE). In the context of PLS-SEM, higher-order models cut down
structural paths rather than developing ties among many independent and dependent
structures (Becker et al., 2012; Polites et al., 2012; Johnson et al., 2012). In addition, higher-
order models offer the means to minimize homogeneity between formative indicators.
Moreover, most of the previous studies on emotional intelligence, employee creativity, job
pressure, and job satisfaction were mainly conducted at companies, but the number of studies
for educational institutions/universities is still limited, especially in developing countries.
26
Sembiring, N., Nimran, U., Astuti, E. S., & Utami, H. N. (2020). The effects of emotional
intelligence and organizational justice on job satisfaction, caring climate, and criminal
investigation officers’ performance. International Journal of Organizational Analysis,
28(5), 1113-1130. https://doi. org/10.1108/IJOA-10-2019-1908
The findings show employee creativity is positively affected by emotional intelligence

and job satisfaction. Therefore, to motivate employees to be more creative, a working
environment that fosters better satisfaction and emotion must be provided by the dean or
rector. Besides, employees in Vietnamese universities also place their high hope in
administrators that their contributions will be properly recognized. Another result is that work
stress negatively influences job satisfaction. To reduce pressures at work, it is necessary to
recruit the right people and put them in the right positions. Also, procedures need to be
improved to reduce “bottlenecks” during the operation. Despite that, the deans or rectors
should also pose reasonable challenges for them. If they are happy with their job, challenges
are their motivations rather than obstacles. It will force them to reach their full potential and
boost their creativity. Even though the results of this study broaden the existing knowledge,
several limitations call for future research. Firstly, only three factors consisting of emotional
intelligence, work stress, and job satisfaction are used to investigate their impacts on
creativity. Others should be included in further research. Secondly, the study failed to explore
the moderating influence on the previously mentioned relationship demographic components.
Finally, the framework was examined and checked only in Ho Chi Minh – a big city in
Vietnam. Thus, comparing and contrasting the results in various places, types, and forms of
universities may be interesting.
Ayeasha Akhter, Md. Mobarak Karim and K. M. Anwarul Islam (2021). The impact of
emotional intelligence, employee empowerment and cultural intelligence on commercial
bank employees’ job satisfaction. Banks and Bank Systems, 16(4), 11-21.
doi:10.21511/bbs.16(4).2021.02
This paper aims to examine the impact of emotional intelligence (EQ), employee
empowerment (EE), and cultural intelligence (CQ) on commercial bank employees’ job
satisfaction in Bangladesh. For this purpose, a survey questionnaire was developed based on
pre-tested constructs. The study used a convenience sampling technique, supplemented by a
non-probability sampling method. 200 bank employees were invited to participate in the
survey; finally, 130 responses were received as fully complete, with a 65% response rate.
27
Hence, the sample size is n = 130. Cronbach’s alpha value was used to determine the internal
consistency of the study constructs. SPSS version 26.0 was used to analyse the correlation
test and hypotheses test. The findings show that emotional intelligence (EQ) with a beta (β)
value of 0.510 has a statistical and positive effect on bank employees’ job satisfaction. Also,
employee empowerment (EE) with a beta value of (β) 0.418 and cultural intelligence (CQ)
with a beta (β) of 0.372 were found to be significant predictors of job satisfaction. This
indicates that bank managers should utilize EQ and CQ to increase bank employee
satisfaction and focus on employee engagement at the workplace. According to the study, if
bank employees become more emotionally stable and culturally intelligent at their workplace,
they will be more satisfied with their current jobs.
Huynh Thi Thu Suong, To Anh Tho (2021), Emotional Intelligence, Work Stress, Job
Satisfaction, and Employee Creativity: A Critical Study on Vietnamese Universities,
Indian Journal of Economics and Business Vol. 20 No. 3 (December, 2021)
Although a lot of research on job creativity has already been conducted from a
psychological viewpoint, there is a limited number of studies considering work stress and
emotional intelligence as higher order constructs when investigating their impacts on
employee creativity. This research aims to examine how emotional intelligence and work
stress affect job satisfaction, and whether satisfaction and emotional intelligence enhance
employee creativity. By analysing PLS-SEM with higher-order constructs for a sample of
207 lecturers at Vietnamese universities of economics, the results revealed a negative impact
of work stress and a positive impact of emotional intelligence on job satisfaction. Besides, the
positive influences of job satisfaction and emotional intelligence on employee creativity are
also supported. This investigation highlights the importance of developing emotional
intelligence and controlling work stress to enhance job satisfaction and creativity in the
context of Vietnamese universities.
Jessica Fransiska (2021) The importance of emotional intelligence for the sales associate
profession as a mediation between job stress and job satisfaction, International Journal
of Management and Economics 2021; 57(4): 331–342
Sales associates need emotional intelligence (EI) in dealing with job stress and
perceived job satisfaction. So far, there has been no research that explains the effect of job
stress on job satisfaction with EI as a mediating variable in the sales associate profession.
28
This study examines EI’s role in managing job stress allows sales associates to achieve job
satisfaction. The population in this study is comprised of sales associates in Jakarta-
Indonesia, who work in malls that target middle to upper-class level customers, with a sample
size of 100 respondents. The sampling technique used was accidental sampling; the analysis
uses the simple mediation model with the macro process through SPSS process 22.0 for
Windows using ordinary least squares and logistic regression path analysis model. The
finding reveals that the higher the level of EI, the stronger the extent to which the relationship
between job stress and job satisfaction is mediated.
Kim, D. K., & Kim, B. Y. (2021). The Effect of Emotional Intelligence on Job
Satisfaction: A Case Study of SME. Management Consultants in Korea. The Journal of
Asian Finance, Economics and Business, 8(5), 1129-1138. https://
doi.org/10.13106/jafeb.2021.vol8. no5.1129
Emotional intelligence is an essential concept for organizational behaviour; EQ can be

defined as the self-perceived ability or skills to ascertain, assess and control the emotions of
oneself, groups, and others (Setiawan, 2020). EQ is an ability that directly affects job
satisfaction and job activity (D. Kim & B. Kim, 2021). EQ refers to the combination of skills
and the ability to regulate and understand emotions properly. It helps to encourage a person to
recognize, produce, express, understand, and evaluate others and themselves to escort the
thoughts, emotions, and actions to incredulous environmental anxieties and compressions
(Sembiring, et al., 2020). In a broader viewpoint, culture is another essential ingredient that is
supposed to play a fundamental role in the emotional capability of employees (Alkahtani et
al., 2021). Basically, it is the essential factor that acts as an initiative to accomplish a target,
and actualize the organization’s potential objective (Gopinath & Chitra, 2020). However, EQ
is the most significant factor of employee job satisfaction that provides skills, knowledge,
abilities, and capabilities to achieve organizational goals and objectives in a specified time.
Lassk, F.G., Shepherd, C.D. (2013), Exploring the relationship between emotional
intelligence and salesperson creativity, Journal of Personal Selling and Sales
Management, Vol. 33, No. 1, pp. 25–37
Emotional intelligence is not determined at birth. The five domains of EI are self-
awareness, self-regulation, self-motivation, social skills, and empathy. It is self-awareness if
someone can recognize emotions when they occur. Self-awareness means being alert to
29
moods or thoughts about moods or not getting lost in emotions. Self-awareness is a quality
characterizing a person who can realize emotions or self-awareness of emotions and is not
blind to his/her own emotions, including labelling of each emotion felt appropriate.
Recognizing these emotions or self-awareness of emotions is the basis of EI. Self-regulation;
someone who can regulate themselves can also manage and express emotions. Self-
motivation; organizing emotions is very closely related to self-motivation and being creative.
People who can control their emotions are the foundation of success in all areas. Self-
motivated people tend to be more productive and effective at whatever they do. Empathy is
feeling what other people feel, understanding their perspectives, and being in harmony with
various people. People who have empathy can pick up on hidden social signals, realizing
what other people need or want. Such persons are suitable for nursing, teaching, sales, and
management jobs. Social skill places emphasis on the premise that people who are capable of
social relationships are emotionally intelligent. Emotionally intelligent people will build
relationships with other people; they can enjoy friendship with sincerity.
Kang, D.M. (2022), An elementary school EFL teacher’s emotional intelligence and
emotional labor, Journal of Language, Identity and Education, pp. 1–14
Emotional intelligence EI can create pleasure in the workplace, influence efficient

management and job satisfaction, and contribute to emotional development. Ealias and
George [2012]; Rezvani et al. [2016]; and Lopez and Extremera [2017] have studied and also
shown that EI has a positive effect on job satisfaction. Employees who have high EI are
aware and can control emotions well in the workplace and affect job satisfaction. EI is vital
for emotional labor and job satisfaction [Knezevic et al., 2021]. EI positively correlates with
job satisfaction, creativity, and job performance [Lassk and Shepherd, 2013]. In research
conducted by Seyal and Afzaal [2013], it is stated that the dimensions of EI affect job
satisfaction. EI is considered a strong predictor of job satisfaction. Besides, Shooshtarian et
al. [2013] found a relationship between EI and employee performance and job satisfaction.
Employees with EI and high emotional control abilities will produce high performance and
job satisfaction because they are good at assessing and regulating their emotions and aware
that emotions affect a person’s behaviour and work results. Not all dimensions of EI affect
job satisfaction, but only self-awareness, which is important in enhancing job satisfaction. In
this case, emotional self-awareness contributes to job satisfaction with public service workers
[Guy and Lee, 2015].
30
Munir, Muhammad & Azam, Rauf. (2022). Emotional Intelligence and Employee
Performance: An Intervention Based Experimental Study [Journal of Business &
Economics (2075-6909)]. 09. 1-19.
Emotional intelligence (EI) significantly and positively contributes towards

employees’ task and contextual performance. Previous studies have explored this
relationship in descriptive and/or cross-sectional research designs which did not establish a
true causal relationship. The Current study used a longitudinal intervention-based pre-test
post-test experimental design where employees were trained to enhance their emotional
intelligence which consequently enhanced employee performance. The study was carried out
in a three-stage process consisting of pre-test, emotional intelligence interventions’
implementation and post-test. As a part of the emotional intelligence interventions, four
emotional intelligence skills (Self-awareness, Self-management, Social-awareness, and
Relationship management) were imparted through training for a duration of five months
followed by one month of coaching. Thirty-six (36) participants with a low level of emotional
intelligence had joined the study voluntarily after submitting an informed consent taken for
training and coaching interventions. The results of paired sample T-Test showed a significant
increase in emotional intelligence scores from pre-test stage to post-test with a medium effect
size. Results further revealed a significant increase in employees’ performance scores of the
participants after their enhanced level of emotional intelligence. Current study has identified
a cost-effective way for the organizations to enhance employees’ performance.
31
CHAPTER IV - DATA ANALYSIS AND INTERPRETATION
4.1 RESEARCH METHODOLOGY
The process of deciding how to systematically design research and conduct it is

called Research Methodology. To conduct a market or social research, researcher has to plan
out every step from which questions to ask to what analysis method to use, to ensure that
researcher gather valid and reliable results from the research.
RESEARCH DESIGN
Research design refers to the overall strategy utilized to carry out research that
defines a succinct and logical plan to tackle established research question(s) through the
collection, interpretation, analysis, and discussion of data. Hence descriptive research study is
used. Descriptive research can only report what has happened and what is happening.
DATA SOURCES
The study basically uses primary and secondary data. The study depends mainly on
the primary data and secondary data namely the text books, journals, newspapers, magazines
and internet.
1. Primary data
Primary data sources can be described as those sources that are closest to the origin of
the information. They contain raw information and thus, must be interpreted by researchers.
Secondary sources are closely related to primary sources and often interpret them. Examples
of primary sources include manuscripts, newspapers, speeches, cartoons, photographs, video,
and artefacts. Primary sources can be described as those sources that are closest to the origin
of the information. They contain raw information and thus, must be interpreted by
researchers. Well-structured questionnaire has been used for the col1ection of primary data
from the respondents.
2. .Secondary data
Secondary sources are closely related to primary sources and often interpret them.
These sources are documents that relate to information that originated elsewhere. Secondary
32
sources often use generalizations, analysis, interpretation, and synthesis of primary sources.
Examples of secondary sources include textbooks, articles, and reference books.
SAMPLING
Population
The aggregate elementary units in the survey are referred to as the population. Here
it covers the entire employees in the company.
Sample Size
The study based only on the opinion and expectation of employees. Total number of
samples taken for the study is 120 respondents.
Sampling Unit:
Sampling unit is Top Anil Marketing Company, Dindigul
Sample design
Convenient sampling technique were used in the study. Random sampling

techniques were used for the study. Random sampling, or probability sampling, is a sampling
method that allows for the randomization of sample selection, i.e., each sample has the same
probability as other samples to be selected to serve as a representation of an entire population.
TOOLS USED
The commonly used statistical tools for analysis of collected data are:
1. Percentage analysis
2. Chi Square.
3. Correlation
Percentage analysis
This method is used to compare two or more series of data, to describe the
relationship or the distribution of two or more series of data. Percentage analysis test is done
to find out the Percentage of the response of the response of the respondent. In this tool
33
various Percentage are identified in the analysis and they are presented by the way of Bar
Diagrams in order to have better understanding of the analysis.
Number of respondents
Percentage of respondents = ______________________ X 100
Total respondents
Chi-square Analysis
A chi-squared test (symbolically represented as χ2) is basically a data analysis on the

basis of observations of a random set of variables. Usually, it is a comparison of two
statistical data sets. This test was introduced by Karl Pearson in 1900 for categorical data
analysis and distribution. So, it was mentioned as Pearson’s chi-squared test.
The chi-square test is used to estimate how likely the observations that are made
would be, by considering the assumption of the null hypothesis as true. A hypothesis is a
consideration that a given condition or statement might be true, which we can test afterwards.
Chi-squared tests are usually created from a sum of squared falsities or errors over the sample
variance.
Formula
The chi-squared test is done to check if there is any difference between the observed
value and expected value. The formula for chi-square can be written as;
χ2 = ∑(Oi – Ei)2/Ei
where Oi is the observed value and Ei is the expected value.
Correlation Analysis
Correlation Analysis is statistical method that is used to discover if there is a

relationship between two variables/datasets, and how strong that relationship may be.
Correlation Coefficients
There are usually three different ways of ranking statistical correlation according to
Spearman, Kendall, and Pearson. Each coefficient will represent the end result as ‘r’.
34
Spearman’s Rank and Pearson’s Coefficient are the two most widely used analytical formulae
depending on the types of data researchers have to hand:
Here,
n = Number of values or elements
∑x = Sum of 1st values list
∑y = Sum of 2nd values list
∑xy = Sum of the product of 1st and 2nd values
∑x2 = Sum of squares of 1st values
∑y2 = Sum of squares of 2nd values
35
36
4.2 .1DATA ANALYSIS AND INTERPRETATION
TABLE NO: 4.2.1
GENDER OF THE RESPONDENTS
Gender No. of respondents Percentage
Male 84 70.0
Female 36 30.0
Total 120 100.0
Source: Primary Data
INTERPRETATION
The above table shows that 70.0% of the respondents are male and 30.0% of the
respondents are female.
CHART NO: 4.2.1
GENDER OF THE RESPONDENTS
TABLE NO: 4.2.2
37
AGE OF THE RESPONDENTS
Age No. of respondents Percentage

Less than 30 years 40 33.3
31- 45 years 47 39.2
41- 50 years 22 18.3
Above 50 years 11 9.2
Total 120 100.0
INTERPRETATION
The above table shows that 33.3% of the respondents are in the age group of less
than 30 years, 39.2% of the respondents are in the age group of 31-45 years, 18.3% of the
respondents are in the age group of 41-50 years and 9.2% of the respondents are in the age
group of above 50 years.
CHART NO: 4.2.2
AGE OF THE RESPONDENTS
TABLE NO: 4.2.3

MARITAL STATUS OF THE RESPONDENTS
38
Gender No. of respondents Percentage
Single 54 45.0
Married 66 55.0
Total 120 100.0

INTERPRETATION
The above table shows that 45.0% of the respondents are single and 55.0% of the
respondents are married.
CHART NO: 4.2.3

MARITAL STATUS OF THE RESPONDENTS
TABLE NO: 4.2.4
39
EDUCATIONAL QUALIFICATION RESPODENTS
Educational No. of respondents Percentage
Upto HSC 15 12.5
UG 23 19.2
PG 62 51.7
Professional 20 16.7
Total 120 100.0

INTERPRETATION
The above table shows that 12.5% of the respondents have completed upto HSC,
19.2% of the respondents have completed UG, 51.7% of the respondents have completed PG
and 16.7% of the respondents have completed Professional educational qualification.
CHART NO: 4.2.4
EDUCATIONAL QUALIFICATION RESPODENTS
TABLE NO: 4.2.5

EXPERIENCE OF THE RESPONDENTS
40
Years No. of respondents Percentage
Less than 5 years 36 30.0
5 – 10 years 45 37.5
11-15 years 26 21.7
Above 15 years 13 10.8
Total 120 100.0

INTERPRETATION
The above table shows that 30.0% of the respondents have less than 5 years, 37.5% of the
respondents have 5-10years, 2.7% of the respondents have 11-15years and 10.8% of the
respondents have above 15years experience.
CHART NO: 4.2.5
EXPERIENCE OF THE RESPONDENTS
TABLE NO: 4.2.6

SALARY OF THE RESPONDENTS
41
Particulars No. of respondents Percentage
Below Rs. 10,000 15 12.5
Rs. 10,001 – 15,000 34 28.3
Rs. 15,001- 20,000 56 46.7
Above Rs. 20,000 15 12.5
Total 120 100.0

INTERPRETATION
The above table shows that 12.5% of the respondents have below Rs.10,000, 28.3% of the
respondents have Rs.10, 001-15,000, 46.7% of the respondents have Rs.15,001-20,000 and
12.5% of the respondents have above Rs.20,000 as their income level.
CHART NO: 4.2.6
SALARY OF THE RESPONDENTS
TABLE NO: 4.2.7

FEEL ANGER IN DISAPPOINTMENT IN WORK PLACE
42
Strongly agree 45 37.5
Agree 38 31.7
Neither agree nor disagree 11 9.2
Disagree 14 11.7
Strongly disagree 12 10.0
Total 120 100.0

INTERPRETATION
The above table shows that 37.5% of the respondents are strongly agree, 31.7% of the
respondents are agree, 9.2% of the respondents are neither agree nor disagree, 11.7% of the
respondents are disagree and 10.0% of the respondents are strongly disagree towards the feel
anger in disappointment in work place.
CHART NO: 4.2.7
FEEL ANGER IN DISAPPOINTMENT IN WORK PLACE
TABLE NO: 4.2.8

FEEL OF SADNESS WHEN DOES MONOTONY WORK
43
Agree 36 30.0
Disagree 10 8.3
Total 120 100.0

INTERPRETATION
The above table shows that 29.2% of the respondents are strongly agree, 30.0% of the
of sadness when does monotony work.
CHART NO: 4.2.8
FEEL OF SADNESS WHEN DOES MONOTONY WORK
TABLE NO: 4.2.9

FEAR ON JOB SECURITY
44
Agree 25 20.8
Disagree 14 11.7
Total 120 100.0

INTERPRETATION
The above table shows that 16.7% of respondents are strongly agree, 20.8% of the
respondents are agree, 47.5% of the respondents are neither agree nor disagree,11.7% of the
respondents are disagree and 3.3% of the respondents are strongly disagree towards the fear
on job security.
CHART NO: 4.2.9
FEAR ON JOB SECURITY
TABLE NO: 4.2.10

EXPRESSION OF LOVE AND AFFECTION IN THE TEAM
45
Agree 30 25.0
Disagree 15 12.5
Total 120 100.0

INTERPRETATION
respondents are agree, 16.7% of the respondents are neither agree nor disagree,12.5% of the
respondents are disagree and 5.8% of the respondents are strongly disagree towards the
expression of love and affection in the team.
CHART NO: 4.2.10
EXPRESSION OF LOVE AND AFFECTION IN THE TEAM
TABLE NO: 4.2.11

FEEL OF ENJOYMENT IN THE WORK PLACE
46
Agree 34 28.3
Disagree 19 15.8
Total 120 100.0

INTERPRETATION
of enjoyment in the work place.
CHART NO: 4.2.11
FEEL OF ENJOYMENT IN THE WORK PLACE
TABLE NO: 4.2.12

FEEL OF SYMPATHY AMONG THE WORKING PEOPLE
47
Agree 48 40.0
Disagree 15 12.5
Total 120 100.0

INTERPRETATION
of sympathy among the working people.
CHART NO: 4.2.12
FEEL OF SYMPATHY AMONG THE WORKING PEOPLE
TABLE NO: 4.2.13

EMOTIONALLY ATTACHED TO THE ORGANISATION
48
Agree 32 26.7
Disagree 16 13.3
Total 120 100.0

INTERPRETATION
of sympathy among the working people.
CHART NO: 4.2.13
EMOTIONALLY ATTACHED TO THE ORGANISATION
TABLE NO: 4.2.14

FEEL OF SENSE OF ACHIEVEMENT IN THE JOB
49
Agree 38 31.7
Disagree 16 13.3
Total 120 100.0

INTERPRETATION
of sense of achievement in the job.
CHART NO: 4.2.14
FEEL OF SENSE OF ACHIEVEMENT IN THE JOB
TABLE NO: 4.2.15

FEEL OF PERSONAL INVOLVEMENT IN THE JOB
50
Agree 20 16.7
Disagree 11 9.2
Total 120 100.0

INTERPRETATION
of personal involvement in the job.
CHART NO: 4.2.15
FEEL OF PERSONAL INVOLVEMENT IN THE JOB
TABLE NO: 4.2.16

FEEL TO ACHIEVE WORK GOALS
51
Agree 32 26.7
Disagree 18 15.0
Total 120 100.0

INTERPRETATION
to achieve work goals.
CHART NO: 4.2.16

FEEL TO ACHIEVE WORK GOALS
TABLE NO: 4.2.17

FEEL THAT DEPRESSED DUE TO MORE WORK
52
Agree 36 30.0
Disagree 14 11.7
Total 120 100.0

INTERPRETATION
that depressed due to more work.
CHART NO: 4.2.17
FEEL THAT DEPRESSED DUE TO MORE WORK
TABLE NO: 4.2.18

EMOTIONAL INTELLIGENCE LEADS TO INCREASE IN PRODUCTIVITY
53
Agree 35 29.2
Disagree 21 17.5
Total 120 100.0

INTERPRETATION
emotional intelligence leads to increase in productivity.
CHART NO: 4.2.18
EMOTIONAL INTELLIGENCE LEADS TO INCREASE IN PRODUCTIVITY
TABLE NO: 4.2.19

EMOTIONAL INTELLIGENCE REDUCES THE GRIEVANCES AND
COMPLAINTS RELATED TO WORK
54
Agree 55 45.8
Disagree 14 11.7
Total 120 100.0

INTERPRETATION
emotional intelligence reduces the grievances and complaints related to work.
CHART NO: 4.2.19
EMOTIONAL INTELLIGENCE REDUCES THE GRIEVANCES AND
COMPLAINTS RELATED TO WORK
TABLE NO: 4.2.20

QUALITY OF SERVICE TO THE CUSTOMERS
55
particulars No. of respondents Percentage
Agree 34 28.3
Disagree 14 11.7
Total 120 100.0

INTERPRETATION
quality of service to the customers.
CHART NO: 4.2.20
QUALITY OF SERVICE TO THE CUSTOMERS
TABLE NO: 4.2.21

EMPLOYEE MORALE
56
Agree 32 26.7
Disagree 16 13.3
Total 120 100.0

INTERPRETATION
employee morale.
CHART NO: 4.2.21
EMPLOYEE MORALE
TABLE NO: 4.2.22

EMOTIONAL INTELLIGENCE IMPROVES THE TEAM PERFORMANCE
57
Agree 46 38.3
Disagree 15 12.5
Total 120 100.0

INTERPRETATION
emotional intelligence improves the team performance.
CHART NO: 4.2.22
EMOTIONAL INTELLIGENCE IMPROVES THE TEAM PERFORMANCE
TABLE NO: 4.2.23

NEED OF SELF AWARENESS
58
Agree 15 12.5
Disagree 12 10.0
Total 120 100.0

INTERPRETATION
respondents are disagree and 15.0% of the respondents are strongly disagree towards the need
of self-awareness.
CHART NO: 4.2.23
NEED OF SELF AWARENESS
TABLE NO: 4.2.24

A NEED OF ADAPTABILITY ON THE WORKING ENVIRONMENT
59
Agree 34 28.3
Disagree 16 13.3
Total 120 100.0

INTERPRETATION
need of adaptability on the working environment.
CHART NO: 4.2.24
A NEED OF ADAPTABILITY ON THE WORKING ENVIRONMENT
TABLE NO: 4.2.25

BUILDING STRONG RELATIONSHIP MANAGEMENT AMONG THE PEERS
60
Agree 18 15.0
Disagree 46 38.3
Total 120 100.0

INTERPRETATION
building strong relationship management among the peers.
CHART NO: 4.2.25
BUILDING STRONG RELATIONSHIP MANAGEMENT AMONG THE PEERS
TABLE NO: 4.2.26

TRUST AND CONFIDENCE
61
Agree 32 26.7
Disagree 12 10.0
Total 120 100.0

INTERPRETATION
respondents are disagree and 6.7% of the respondents are strongly disagree towards the trust
and confidence.
CHART NO: 4.2.26
TRUST AND CONFIDENCE
TABLE NO: 4.2.27

NEED OF WORK LIFE BALANCE
62
Agree 67 55.8
Disagree 16 13.3
Total 120 100.0

INTERPRETATION
respondents are disagree and 5.0% of the respondents are strongly disagree towards the need
of work life balance.
CHART NO: 4.2.27
NEED OF WORK LIFE BALANCE
CHI-SQUARE ANALYSIS
RELATIONSHIP BETWEEN THE GENDER OF THE RESPONDENTS AND TYPE

OF EMOTION EXPERIENCED AT WORK PLACE
63
HYPOTHESIS TESTING
Null hypothesis (Ho):
There is no significant relationship between the gender of the respondents and type of
emotion experienced at work place.
Alternative hypothesis (H1):
There is some significant relationship between the gender of the respondents and type
of emotion experienced at work place.
Level of significance:
95% confidence interval
Calculation value:
Gender S,A A U D S.D
Male - - - 25 40
Female - - - 20 35
Test statistics:
64
Chi-Square Tests
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 115.767a 22 .001
Likelihood Ratio 140.328 22 .003
Linear-by-Linear Association 84.467 1 .002
N of Valid Cases 120
a. 40 cells (87.0%) have expected count less than 5. The minimum expected count is .30.
Table value = (r-1) (c-1)
= (2-1) (5-1)
0.05(4) =1*(4)
Table value = 9.488
INTERPRETATION:
As per the above table, it is inferred that the P value is 0.002; it is significant to 5%
(0.05) significant level. The minimum expected count is 0.30. Thus, alternative hypothesis is
accepted and it is finding that there is some significant relationship between the gender of the
respondents and type of emotion experienced at work place.
CORRELATION ANALYSIS
65
To find the relationship between the age of the respondents and work effects of emotions on
job practices.
Calculation value:
Age S.A A U D S.D

Less than 5 20 - - -
30 years
31 - 45 20 20 - - -
years
41 - 50 15 10 - - -
years
Above 50 5 25 - - -
years
Correlations
AGE OF THE
EFFECT
RESPONDENTS
Pearson Correlation 1 1.00**

AGE OF THE
Sig. (2-tailed) .004
RESPONDENTS
N 120 120
Pearson Correlation 1.00** 1

EFFECT Sig. (2-tailed) .004
N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).
INTERPRETATION:
The Above table indicates that out of 120 respondents, co-efficient of correlation
between the age of the respondents and work effects of emotion on job practices is 1. So,
there is positive relationship between the age of the respondents and work effects of emotion
on job practices.
CHAPTER V - CONCLUSION
5.1 FINDINGS
66
 70.0% of the respondents are male.
 42.5% of the respondents are in the age group of 31 - 45 years.
 55.0% of the respondents are married.
 51.7% of the respondents are PG degree.
 37.5% of the respondents have below 5-10 years of experience.
 46.7% of the respondents have Rs.15, 001-20,000 as their income level.
 37.5% of the respondents are strongly agree towards the feel anger in
disappointment in work place.
 30.0% of the respondents are agree towards the feel of sadness when does
monotony work and 47.5% of the respondents are neither agree nor disagree
towards the fear on job security.
 40.0% of the respondents are strongly agree towards expression of love and
affection in the team.
 33.3% of the respondents are strongly agree towards the feel of enjoyment in
the work place and 40.0% of the respondents are agree towards the feel of
sympathy among the working people.
 30.0% of the respondents are strongly agree towards the feel of sympathy among
the working people.
 31.7% of the respondents are agree towards the feel of sense of achievement in
the job.
 39.2% of the respondents are strongly disagree towards the feel of personal
involvement in the job.
 30.0% of the respondents are strongly agree towards the feel to achieve work
goals.
67
 30.0% of the respondents are agree towards the feel that depressed due to more
work.
 33.3% of the respondents are strongly agree towards the emotional intelligence
leads to increase in productivity.
 45.8% of the respondents are agree towards the emotional intelligence reduces the
grievances and complaints related to work.
 38.3% of the respondents are strongly agree towards the quality of service to the
customers.
 41.7% of the respondents are neither agree nor disagree towards employee morale.
 38.3% of the respondents are agree towards the emotional intelligence improves
the team performance.
 34.2% of the respondents are neither agree nor disagree towards need of self-
awareness.
 28.3% of the respondents are agree towards the need of adaptability on the
working environment.
 38.3% of the respondents are disagree towards the building strong relationship
management among the peers.
 41.7% of the respondents are strongly agree towards the trust and confidence.
 55.8% of the respondents are agree towards the need of work life balance.
 There is some significant relationship between the gender of the respondents and
type of emotion experienced at work place.
 There is positive relationship between the age of the respondents and work
environment in the organization.
5.2 SUGGESTIONS
 The employees must control their anger through the disappointment in the work place.
68
 There should not be any monotony work in the organization to prevent the feel of
sadness among the employees.
 The organization must facilitate job security for the employees in order to reduce fear
about the job.
 The organization must ensure to make enjoy the employees in the work place without
affecting the normal course of business.
 There must be sympathy among the employees to bond as a team to achieve

organizational goals.
 The organization must monitor the employees to have personal involvement among
them.
 There should be appropriate work load. There will depression among employees when
there is too must work load in the organization.
 The organization must ensure to have the characteristics of emotional intelligence

among the employees since it impacts on productivity.
 There must be quality of services in all aspects by the employees to the customers.
 The employees must have the self-awareness in connection with emotional

intelligence in the work environment.
 The organization must ensure the work life balance among the employees to increase
productivity of the concern.
5.3 CONCLUSION
69
Emotional intelligence plays an important role for employees in the organization.
Handling emotions is an important requirement for a HR for himself and among the
employees as well. This will help to increase organizational commitment, improve
productivity, efficiency, retain best talent and motivate the employees to give their best. This
study on Top Anil Maarketing Company, Dindigul confirms that both emotional intelligence
and work life balance together create organizational success and develop competitive
advantage for organizations. Understanding the potential and the talent that the employees
and ensure the difference that employees bring to the work place and value them to make it a
part of the organizational success. The researcher from the study concludes that emotional
intelligence is linked at every point of workplace performance and it is of utmost importance
nowadays. Hence, to be successful in life Emotional intelligence plays a vital role.
70
APPENDIX
QUESTIONNAIRE
A STUDY ON EMOTIONAL INTELLIGENCE AMONG EMPLOYEES IN TOP
ANIL MAARKETING COMPANY, DINDIGUL
1. Name:
2. Gender
a) Male b) Female
3. Age
a) Less than 30 years b) 31- 45 years c) 41- 50 years
d) Above 50 years
4. Marital status
a) Single b) Married
5. Educational qualification
a) Up to HSC b) UG c) PG d) Professional e) Diploma
6. Experience
a) Less than 5 years b) 5 – 10 years c) 11-15 years
d) Above 15 years
7. Salary (Per month)
a) Below Rs. 10,000 b) Rs. 10,001 – 15,000 c) Rs. 15,001- 20,000
d) Above Rs. 20,000

Type of emotion experienced at work place
Neither agree
nor disagree
Disagree
Strongly
Strongly
disagree
Agree
agree
8.There is a feel of anger in disappointment in work place
9.There is feel of sadness when does monotony work
10.There is a fear on job security
11.There is an expression of love and affection in the

team
12.There is a feel of enjoyment in the work place
13.There is feel of sympathy among the working people
Effects of emotion on job practices Neither agree

nor disagree
Disagree
Strongly
Strongly
disagree
Agree
agree
14.There is a feel of emotionally attached to the

organisation
15.There is a feel of sense of achievement in the job
16.There is a feel of personal involvement in the job
17.There is a feel to achieve work goals
18.There is a feel that depressed due to more work

Impact of emotional intelligence on job performance
Neither agree
nor disagree
Disagree
Strongly
Strongly
disagree
Agree
agree
19.Emotional intelligence leads to increase in
productivity
20.Emotional intelligence reduces the grievances and

complaints related to work
21. It enhances the quality of service to the customers.
22. It boosts the employee morale.
23. Emotional intelligence improves the team

performance.
Strategies for management of emotional intelligence

Strongly agree
Neither agree
nor disagree
Disagree
Strongly
disagree
Agree
24.There is a need of self-awareness
25.There is a need of adaptability on the working

environment
26.There must be building strong Relationship

management among the peers
27.There must be trust and confidence
28.There is a need of work life balance
29. Suggestions
----------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------------------
REFERENCES
REFERENCE BOOKS
 K. Aswathappa, (2008) “Human Resource Management”, Tata Mcgraw Hill publishing

ltd, New Delhi. Fifth Edition, Page Number 24-26.
 K.Aswathappa, “Organization behavior”, 9th edition, Himalaya house publishing, Page

Number 320-340.
 Fred luthas, “Organization behavior”, 5th edition, Chand & co Ltd, Page number 67- 72.
 Dr. C.B.Gupta, (2001)” Human Resource Management”, Sultan Chand & Sons, New
Delhi, Page number 62-78.
 S.N. Murthy,Dr.V. Bhojanna (2008) “Business Research Methods” published by Excel

Books, New Delhi, Second Edition, Page number 64-72.
 Stephen.P.Robbins (2012), “Emotional Intelligence”, 13th edition, Prentice, Hall of India,

Page number 118-127.
REFERENCE JOURNALS
 Law, K.S., Wong, C.S., & Song, L.J. (2016). The construct and criterion validity of
emotional intelligence and its potential utility for management studies. Journal of
Applied Psychology, 89(3), 483-496.
 Nel, H., & Villiers, W.S.D. (2017). The relationship between emotional intelligence and
job performance in a call center environment.SA Journal of Industrial Psychology, 30(3),
75-81. Retrieved May 5, 2017.
 Zeidner, M., Mathews, G., & Roberts. R.D. (2017). Emotional Intelligence in the work
place: a critical review. Applied Psychology: An International Review, 53(3), 371- 399.
 Lopes, P.N., Grewal, D., Kadis, J., Gall, M., & Salovey, P. (2017). Evidence that
emotional intelligence is related to job performance and effect and attitude at work.
Psicothema, 18, 132-138. Retrieved May 5, 2009.
 Mishra, P.S., & Mohapatra, A.K.D. (2018). Relevance of Emotional Intelligence for
Effective Job Performance: An Empirical Study. Vikalpa, 35(1), 53-61. Retrieved
January 15, 2013.
 Plastidou, M. (2018). Trait emotional intelligence of Greek special education teachers in

relation to burnout & Job satisfaction. School Psychology International, 31, 60-76.
 Sivanathan, N., & Fekken, G.C. (2018). Emotional intelligence, moral reasoning and
transformational leadership. Leadership and Organization Development Journal, 23(4),
198-204.
REFERENCE WEBSITES
 www.anilmarketing.com
 www.mbanotes.com
 www.industrytrends.com
 www.ukessays.com
 www.zeucorp.com

Priyanka-Emotional-Fullproject-3-1

Uploaded by

Copyright:

Available Formats

You might also like

Priyanka-Emotional-Fullproject-3-1

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Priyanka-Emotional-Fullproject-3-1

Uploaded by

Copyright:

Available Formats

CHAPTER I - INTRODUCTION

Emotional intelligence is a very important skill in leadership. It is said to have five

According to Dr Goleman, ’emotional intelligence is defined as a set of skills or

Emotional quotient consists of five important dimensions:

1. Knowing one’s emotions.

2. Controlling one’s emotions.

3. Recognizing emotions in others (empathy).

4. Controlling emotions in others.

5. Improvement in emotional control.

Components of Emotional Intelligence:

Daniel Goleman has identified a set of emotional competencies that differentiate

Judicious applications of emotional intelligence can lead to the following results:

1. Understanding and enhancing emotional intelligence enhances management skills.

2. It can provide team effectiveness.

3. It assists managers to have flexible planning.

4. Emotional intelligence assists managers in motivating others.

5. Better decision-making comes from a balance between head and heart.

Emotional intelligence consists of five key skills:

 Emotional intelligence (EQ) skill 1: The ability to quickly reduce stress.

Psychological Dimensions of Emotional intelligence

An emotionally balanced worker is more required for modern industrial organisations

Important of emotional intelligence at work place

1. Develop better self-awareness

2. Be honest with yourself

3. Maintain standards of integrity

4. Always subject to self-criticisms

5. Be always sure about self-worth and capacities

6. Be aware of competencies and skill

7. Focus on positive feelings

8. Probe every source of your reaction

9. Distinguish relevant and irrelevant reactions

10. Listen to the other person's words

 To study on emotional intelligence among employees in Top Anil Maarketing

 To understand the type of emotion experienced at work place

 To ascertain the effects of emotion on job practices

 To evaluate the impact of emotional intelligence on job performance

 To obtain suggestions from the respondents to improve the emotional intelligence in

 The sample taken for this study is small.

2.1 COMPANY PROFILE

Top Anil Marketing Company

1984 - ANIL PAYASA SEMIA SPL was launched.

1988 - ANIL SEMIA was launched.

1995 - ANIL ATTA was launched.

1998 - ANIL RAVAI was launched.

2000 - ANIL SAMBA RAVAI was launched.

2006 - ANIL KOZHUKATTAI FLOUR was launched.

2008 - ANIL FRIED GRAM, 1TO3 NOODLES MASALA were launched.

2011 - ANIL CHAKKI FRESH ATTA was launched.

2014 - ANIL MURUKKU FLOUR was launched.

2017 - CORN VERMICELLI, KAMBU VERMICELLI, VARAGU VERMICELLI,

2021 - INSTANT IDIYAPPAM, WHEAT DOSA, POORI FLOUR, HAKKA NOOD

 ANIL’s philosophy is to provide superior quality food items that shopkeepers

Top Anil Marketing Company

2.2 INDUSTRY PROFILE

Significant Ready to Cook Market in India Trend

Major Ready to Cook Market in India Vendors

 Capital Foods Pvt. Ltd.

 DARSHAN FOODS PVT. LTD.

 Desai Foods Pvt Ltd.