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Management Research and Practice
Volume 12, Issue 3 / September 2020
1.1.1.1.1.1.5 March
ISSN
2067- 2462
mrp.ase.ro
THE RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE
AND HUMAN RESOURCES EMPLOYEE PERFORMANCE: A
CASE STUDY FOR ROMANIAN COMPANIES
Oana Matilda SABIE
Bucharest University of Economic Studies, Piața Romana 6, Bucharest, Romania
oana.sabie@amp.ase.ro
Roxana Maria BRIȘCARIU
Bucharest University of Economic Studies, Piața Romana 6, Bucharest, Romania
roxana.briscariu@gmail.com
Cătălin PÎRVU
Bucharest University of Economic Studies, Piața Romana 6, Bucharest, Romania
catalin.pirvu85@yahoo.com
Ștefan Gabriel BURCEA
Bucharest University of Economic Studies, Piața Romana 6, Bucharest, Romania
stefan.burcea@amp.ase.ro
Maria Luiza GÂTAN
Bucharest University of Economic Studies, Piața Romana 6, Bucharest, Romania
gatanluiza@yahoo.com
Abstract
Emotional intelligence is an abstract concept, difficult to distinguish and measure, so there are many doubts about its
construct. Emotional intelligence is the sum of individual behaviors and attitudes related to awareness, management and
use of their own emotions and the emotions of others. The aim of this study is to analyse the influence of Emotional
Intelligence on HR employee’s performance in Romanian private organizations. Additionally to the main purpose of the
research, the authors wanted to enrich the concept of emotional intelligence and provide evidence of a specific category
of employee who cooperates and works with other employees within organizations, in this case the human resources (HR)
field. Why is it important for HR employees to have a high level of emotional intelligence? One reason is that studies
validate EI as a good predictor of performance in the workplace, positive work attitude, resistance to stress, career
achievements, and the other reasons can be that people in HR field are constantly interacting with people, working with
and for them, and Emotional Intelligence enables HR professionals not only to understand themselves and others better,
but also to interact smoother with others, find new ways to motivate, develop potential, solve conflicts creatively and
constructively. The authors of this research used a deductive-exploratory approach in order to test the hypotheses. For
the data analysis, we used the statistical analysis package SPSS Statistics 22.0, through which we generated several
parametric tests and descriptive analyses in order to accomplish the main propose of our research. The results in this
study were obtained through the Pearson correlation coefficient (r = .547) and the regression coefficient R squared (R
squared= .299), which validates the hypothesis from which we started, and suggest that there indeed is a strong correlation
between performance and EI. Moreover, other types of association come out among the primary concepts and several
nominal variables, for which the results are presented and discussed in this research.
Keywords: emotional intelligence; employees’ performance; social awareness; self-management; attention focusing.
INTRODUCTION
Organizations are struggling with increasing employees’ commitment to work and work performance in a time
when technological transformation of the work environment and globalization increases day by day. At present
many organizations endure because of poor employment morality and productivity. One of the aspects worth
exploring is how poor emotional intelligence can diminish the performance of the employees. This can be seen
both in the managers’ way of handling and delivering tasks to their subordinates and also in the following
employee who luck in work commitment and performance. Both employee and manager are able to enhance
their emotional intelligence skills throughout their life and therefore affect in a good way the work environment
Sabie O. M., Brișcariu R.M., Pîrvu C., Burcea S. G. & Gâtan M. L.
THE RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND HUMAN RESOURCES EMPLOYEE PERFORMANCE: A
CASE STUDY FOR ROMANIAN’S COMPANIES
46
ISSN
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Management Research and Practice
Volume 12, Issue 3 / September 2020
1.1.1.1.1.1.4 March
they work in. The ability to recognize, understand, express, manage and use emotions is called emotional
intelligence (Mayer & Salovey, 1997). The systematization of literature studies will allow us to better understand
the results of research on the relationships between emotional intelligence and employee performance, but
also the relationships of some of their subcomponents (social awareness and performance legitimization; self-
management and attention focusing), as we intend in the first part of the article to explore the main findings in
the literature, while in the second part we will discuss the findings of the research, highlight its’ limitations, and
conclude by making some recommendations regarding the development of future interventions.
2. LITERATURE REVIEW
Recent studies have concentrated on emotional intelligence (EI) as a concept important for the employee to
manage their own emotions when undertaking their job tasks. The influence emotional intelligence has on job
performance is a widely studied aspect in the organizational strategies’ development. Many studies discovered
that EI is linked to the number of positive outcomes in the workplace with variables like leadership (Scott-Halsell
et al., 2008; Popescu, 2013), resistance to stress (Bar-On et al., 2000; Mikolajczak et al., 2007), work attitude
(Carmeli, 2003), job satisfaction and performance (Kafetsios & Zampetakis, 2008; Law et al., 2008; Wong &
Law, 2002), employees’ creativity (Zhou & George, 2003) and career achievements (Dulewitz & Higgs, 1999).
Mayer and Salovey (1997) and Goleman (1998) presented the concept of EI as being responsible for job
performance and this cannot be explained by other constructs such as cognitive intelligence. Research
conducted on a major products consumer company has showed a close relation between EI and leadership
success (Gowinget al., 2006). Other researchers have connected stress, work performance and EI as strong
connected aspects of the same problem. Therefore, work performance was found high in employees with good
ability to handle other people’s emotions.
According to Bar-On et al. (2006), there are two major studies that illustrate the significant relationship between
Emotional Intelligence and job performance. Emotional Intelligence is a predictor of job performance and
leadership potential (Sunindijo et al., 2007; Nel, 2001; Sala, 2006). Emotional intelligence is considered more
crucial as one advances in the seniority ladder and guidance towards other is required. The study showed a
360° overview with insights on the differences on the way one rates himself and how is rated by others and
how such is influencing the performance overall.
Researchers (Androniceanu, Ciobanu, 2015), practitioners, psychologists and managers have shown special
attention towards the importance of EI in the human resource development (Burbach, Barbuto & Wheller, 2003;
Nica et al., 2020).
The theory of emotional intelligence has evolved from the basics developed by Thorndike (1920) to the
comprehensive theories as developed by authors such as Salovey and Mayer (1990), Goleman (1995), Bar-
On (1997) and Wolmarans and Martins (2001). Emotional intelligence can be linked to thinking on managerial
competencies and as such Salovey and Mayer (1990) and Goleman (1995) argue that emotional intelligence
provides the basis for the competencies that become the predictors of job performance. Also, in line with
research by Salovey and Mayer (1990), Goleman (1995) and Wolmarans and Martins (2001) suggests that
emotional intelligence can be seen to be an important indicator of a person’s ability to succeed. Also, according
to Mayer et al. (2000), outcomes which relate to the work such as job performance may be affected by emotional
intelligence.
Goleman (1995, 1998) believes that the prediction of emotional intelligence for individuals is successful life and
work, and he stated that because EI affects almost every aspect of work life, employees who are high in EI are
“star performers”. Publishers of EI tests advocate the use of EI tests for personnel selection, claiming that
research has demonstrated a strong correlation between EI and job performance. Furthermore, his research
also shows that managers with poor emotional intelligence have problems with creating good relations with the
people they work, either it’s the subordinates, superiors or clients. As a result, there is a positive correlation
between emotional intelligence and job performance. Kotsou et al (2019) made a systematic assessment of 46
emotional intelligence studies in order to systemized their outcomes. They found only three representatives’
studies that assessed EI and work performance (Gignac et al., 2012; Slaski & Cartwright, 2003; Turner & Lloyd-
Sabie O. M., Brișcariu R.M., Pîrvu C., Burcea S. G. & Gâtan M. L.
THE RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND HUMAN RESOURCES EMPLOYEE PERFORMANCE: A
CASE STUDY FOR ROMANIAN’S COMPANIES
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Walker, 2008), but only Gignac et al. (2012) reported significant results. Hence, Kotsou et al. (2019) concluded
that the link between EI and performance remains unclear and there is a clear need for further investigation.
Abraham (2000) found that despite the fact that EI was related to job satisfaction, this was moderated by the
environmental characteristics like job control. In light of these outcomes, it is not sufficient to hire emotionally
intelligent employees and organizations must offer them autonomy in decision making. Abraham (2000) argued
that the social attribute component of Emotional Intelligence is related to constructive interpersonal relationship
and it increases the feeling of job satisfaction and diminishes the work-related pressure stress, and further
stated that these social skills foster networks of social relationships which in turn increase an employee
commitment to the organization. Lee and Kusumah (2020) tested in their research study hypothesis like “EI
influences positively and significantly the employee’s performance” and “work motivation moderates the
influence of EI on employee’s performance”, and both were accepted. Hence, EI is a major contributor in the
achievement of organizations’ success, employees’ performance and is fundamental to employees’ capacity
to adapt in an effective manner during organizational change (Gondal and Husain, 2013).
According to Goleman (2001), EI at the broadest level, refers to the capacities to perceive and control emotions
in ourselves and in others. The results of his study demonstrated that the salespeople of a national insurance
company who have strong emotional skills sold more than the weak ones.
Wong and Law (2002) found the critical connection among EI and occupation fulfilment and employment
execution. Patra (2004), indicates EI as an important determinant that can make work environment pleasant
and impact representatives' activity fulfilment and effective administration and organizational progress. The
motivation behind Rozell, Pettijohn and Parker's (2004) study was to decide the connections existing between
client-oriented selling, emotional intelligence and organizational commitment. The outcomes of the study
demonstrate that a salesman's client direction level is altogether influenced by emotional intelligence and
commitment. Others researchers (Ahmed et al., 2016) claim that a significant component of human resource
development, beside cognitive and emotional intelligence, is spiritual intelligence.
Lam and Kirby (2002) indicated that overall, EI explains individual intellectual based execution well beyond the
level attributable to general knowledge. Seligman (1991) states that optimism is another emotional competence
that helps accomplish increased productivity. New salesmen at Met Life who scored high on a test of “learned
optimism” sold 37 percent more life insurance in their first two years than pessimists.
Carmeli (2003), showed that the high level of EI in managers creates positive work attitudes and altruistic
behaviour, and that employees enjoy higher job satisfaction and performance (Wong & Law, 2002). Managers
with high EI can enable the performance of their employees by managing employees’ emotions that foster more
creativity, resilience, and enables employees to act successfully (Zhou & George, 2003). Furthermore,
managers with high EI should be more adept at nurturing more positive interactions between employees that
could foster more cooperation (Barsade, 2002), coordination (Sy et al., 2005). An individual with high EI is less
inclined to engage in troublesome behaviours, and is able to distance oneself from self-destructive, negative
behaviours.
Sy et al. (2005) examined the relationships among employees’ emotional intelligence, their manager’s
emotional intelligence, employees’ job satisfaction, and performance. They found that employees’ emotional
intelligence was positively associated with job satisfaction and performance. In addition, manager’s emotional
intelligence had a more positive correlation with job satisfaction for employees with low emotional intelligence
than for those with high emotional intelligence. Also, Ahangar (2012) states that emotional intelligence is related
to predicting employee performance, because organizations require human interaction in order to achieve
goals, and most jobs require the ability to manage emotions. Emotional intelligence has the potential to be a
strong predictor of performance. Linking EI with performance can provide organizations with a valid alternative
for selecting and assessing employees. Enhancing EI skills enables managers to regulate their emotions and
motivate themselves more effectively.
Kafetsios and Zampetakis (2008) tested the extent to which positive and negative affects at work mediate
personality effect on job satisfaction by using the Wong Law emotional intelligence scale. The results confirm
expectations deriving from Affective Events Theory regarding the role of work affectivity as an interface between
personality and work attitudes and extend the literature on EI effects in organizational settings.
Sabie O. M., Brișcariu R.M., Pîrvu C., Burcea S. G. & Gâtan M. L.
THE RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND HUMAN RESOURCES EMPLOYEE PERFORMANCE: A
CASE STUDY FOR ROMANIAN’S COMPANIES
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3. CONCEPTUAL FRAMEWORK
3.1. Emotional intelligence
The concept of emotional intelligence was introduced by Salovey and Mayer (1990) 30 years ago and
popularized by Goleman (1995) 25 years ago. In the literature, there are numerous studies that address the
concept of emotional intelligence. Over time, different authors have tried to explain and define this concept,
most of which are associated with the non-cognitive dimension. Bar-On (1997) named emotional intelligence
as a series of non-cognitive abilities, skills and competences that influence one's ability to cope with the
demands, pressures and challenges of the internal and external environment. The Bar-On model (Spielberger,
2004) is composed of five factorial clusters, and each meta-factorial cluster compromise a certain number of
related skills, behaviors and competences, more precise 15 factors in all, as it fallows: self-regard, emotional
self-awareness, emotional self-expression, independence, empathy, social responsibility, interpersonal
relationship, stress tolerance, impulse control, reality-testing, flexibility, problem-solving, self-actualization,
optimism, well-being. Mayer and Salovey (1997) describe the term emotional intelligence as the ability to
perceive emotions, to access and generate emotions, so as to help thinking, to understand emotions and their
meanings, and to reflect emotions in ways that promote emotional and intellectual development. Goleman
(1998) states that emotional intelligence is the capacity to recognize our own feelings and also the others’
feelings, in order to motivate ourselves, and to manage much better emotions within us and in our relationships.
Goleman (2001) demonstrated that EI has two competencies, the personal competence and the social
competence. The social competence consists of social awareness and relationship management, and the
personal competence consists of self-awareness and self-management. Staff (2011) said about emotional
intelligence that it is a set of emotional and social skills that influence the way we perceive and express
ourselves, develop and maintain social relationships, meet challenges and use emotional information
effectively.
3.1.1. Measurement of emotional intelligence
Throughout the literature there are several studies that debate the feasibility of measuring the instruments’
construct (Steiner, 1997; Stuller, 1998; Dulewicz & Higgs, 1999). In our days emotional intelligence is measured
by various complex tests (Burcea & Sabie, 2020). Although EI is difficult to quantify, some psychologists have
discovered and designed several methods, such as the Mayer-Salovey-Caruso Emotional Intelligence Test
(MSCEIT), which aims to test the emotional intelligence of people, to whom tests are applied through various
creative means. We identified in the literature three main theoretical models designed to measure emotional
intelligence. These models are: the skill model (Mayer and Salovey); the factorial model (Israeli psychologist
Bar-On, 2000), and the mixt model (Goleman). In our research, in order to measure the employees’ emotional
intelligence, we combined items from Bar-On and Goleman models.
3.2. Employees’ performance
In present society, the economy develops rapidly and competition tends to increase. Organizational
performance is one of the most important indicators of how to continuously grow in a fierce competition. Current
companies want to recruit / train potential employees who are willing to go beyond their established
responsibilities in order to improve their performance (Adams et al., 2002). This can be done only by increasing
the workload and work pressure on employees (Gong et al., 2019). Campbell et al. (1993) define performance
as the behaviors that an employee adopts and matches to the goals of the organization, in order to achieve the
organization’s desired results.
Performance measurement systems use various classifications of management and accounting information
systems to define and operationalize its’ applicability. From different classifications Henri (2006) investigated
and decided to use four components of performance measurement systems, like: monitoring, attention
focusing, legitimization and strategic decision making. Based on his research (Henri, 2006), we adopted and
used in our study two of the components of the system for measuring the performance of employees in an
organization.
Sabie O. M., Brișcariu R.M., Pîrvu C., Burcea S. G. & Gâtan M. L.
THE RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND HUMAN RESOURCES EMPLOYEE PERFORMANCE: A
CASE STUDY FOR ROMANIAN’S COMPANIES
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3.3. Social awareness
Goleman (2001) explained that with social awareness, one can recognize the feelings of others. People with
this ability can read non-verbal cues from the emotional stream of others. This is critical to job performance
(Muhammad & Khadeejah, 2015) when focusing on interaction with people. Social awareness capabilities are
empathy (understand the feelings and opinions of others, have a positive interest in their attention, and cultivate
opportunities through them); service orientation (anticipate, identify and meet customer needs); includes
organizational strategies and policies; employees are optimistic in every situation; and organizational
awareness (reading group emotional trends and power relations). Also, social awareness can understand
people's nature, perception, vision, thought and helps employees reaching high standards (Nica, 2015).
3.4. Performance legitimization
Weber (1978) introduced legitimacy into sociological theory, and presented it as the capacity of an organization
to conform with formal and social laws, norms and values. Meyer and Scott (1983) describe organizational
legitimacy as “the degree of cultural support for an organization – the extent to which the array of established
cultural accounts provide explanations for its existence, functioning, and jurisdiction, and lack or deny
alternatives ... In such a[n] instance, legitimacy mainly refers to the adequacy of an organization as theory. A
completely legitimate organization would be one about which no question could be raised. [Every goal, mean,
resource, and control system is necessary, specified, complete, and without alternative.] Perfect legitimation is
perfect theory, complete (i.e., without uncertainty) and confronted by no alternatives” (p. 201). Basically, the
concept of legitimation as a key component of the performance measurement systems refers to the justification
and validation of decisions, actions (past, present and future), strategies, policies adopted (actions taken) by
the top management of organizations (Henri, 2006; Feldman & March, 1981; Ansari & Euske, 1987).
Legitimization, at the same time, refers to the HR policies adopted at company level, through which managers
justify their performance indicators established for employees, etc. In fields like political science, business
administration and sociology, research on legitimacy presents that it is possible for managers to increase
organization’s legitimacy through adequate strategies (Bitektine, 2011; Rogowski, 2015; Suddaby et al., 2017).
3.5. Self-management
According to Goleman (2001) self-management is that skill that allows a person to regulate distressing factors
such as anxiety and anger and suppress emotional impulses. A person with this ability will be able to keep in
mind the positive emotions that appear when he/she achieves goals or suppresses negative emotions, which
will help boost motivation. The ability of self-management are emotional self-control (a person’s ability to control
destructive emotions when is under stress or in hostile conditions, and to maintain its effectiveness), positive
outlook (the ability to persevere in pursuing goals when we encounter obstacles and setbacks, and to see only
the good side of people); honesty and trustworthiness (maintain standards of integrity), conscientiousness
(responsibility for personal performance), adaptability (flexibility to respond to changes, take into account
multiple needs, and adapt to different ideas or methods), achievement orientation/ drivers (striving to improve
or reaching standards of excellence; find better ways, set challenging goals and take planned risks) and
initiative (innovation and be prepared for action when opportunities arise).
3.6. Attention focusing
The signal answering questions like "What problems should we investigate?" (Simon et al., 1954), is a reminder
from top management throughout the entire organization regarding performance measurement. These signals
convey their views on the organization, key success factors and key uncertainties. The signals sent indicate
the primary and secondary goals that employees should focus on their attention (Atkinson et al., 1997;
Vandenbosch, 1999). According to Simons (1990) attention-focusing refers to different signalling systems used
by organizations to concentrate their attention in a certain direction and to encourage (force when necessary)
dialogue throughout the organization. The focus of attention construction covers those phenomena of what
employees are thinking about when they are at work. Specifically, Gardner and his colleagues defined the focus
of employees’ attention as “an employee’s cognitive orientation towards each of many targets while he or she
is at work” (Gardner et al., 1989, p. 62). It refers to the amount of mental effort (or cognitive ability) assigned to
a goal (phenomenon). Attention focusing does not refer to a belief, value, or an attitude related to those aspects
that occupies employees’ minds while they are at work. It also differs from concepts like work engagement,
Sabie O. M., Brișcariu R.M., Pîrvu C., Burcea S. G. & Gâtan M. L.
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which according to Bakker et al. (2008) have strong emotional and motivational properties. In conclusion, we
would say that attention focusing refers to employees’ capacity to control and direct their attention in order to
reduce distracters that could compromise performance.
4. RESEARCH METHODOLOGY
4.1. Aim and research objectives/hypotheses
The purpose of the study is to analyse the influence of Emotional Intelligence on HR employee’s performance
in Romanian private organizations.
Taking into consideration previous research and theory, we developed three hypotheses in order to analyse
the relation between Emotional Intelligence and performance of HR employees.
The hypotheses are the following:
H1: There is a strong correlation between Emotional Intelligence and HR employees’ performance
H2: There is a correlation between social awareness and performance legitimization
H3: There is a positive correlation between self-management and attention focusing
4.2. Research design and data collection
This research proposes a comprehensive analysis of the dimensions of emotional intelligence in relation to
performance in organizations, starting from empirical data and previous research, in order to achieve the main
objectives. The approach of the study is deductive – exploratory (GradesFixer, 2019), in order to test the
hypotheses. In addition to the main purpose of the research, through this study we want to enrich the concept
of emotional intelligence with evidence about a specific public that works with and for people, in this case the
HR field.
Furthermore, the study was designed using quantitative methodology, the purpose of the research being to
investigate a large population. The sample was compiled through the convenience sampling method (Acharya
et al., 2013; Alvi, 2016) according to the following criteria: to be employed in a private organization at the time
of applying the questionnaire, to have at least one year of work experience, to work in the field of human
resources, regardless of the position.
The questionnaire was designed so that it can be administered both online and face to face. Given that data
collection overlapped with the lockdown pandemic Covid19, and physical contact was restricted, the
questionnaires were applied entirely online. We distributed the digital questionnaire on professional platforms
such as LinkedIn, groups dedicated to employees in the field of Human Resources, as well as directly to
collaborators in this field. The questionnaire was administered during April-May 2020.
4.3. The main characteristics of the sample
As we mentioned before, the sample was compiled through the convenience sampling method, and that's why
it’s relevant to see the main characteristics of the employees who participated in the study, and the type and
size of the organizations they belong to. The sample size was 268 respondents, which from a demographic
perspective are distributed into 59% females and 31.7% male, ages ranging from 20 to 65 years, with age
average of 31 years (S.D. = 10,29). Seventy-two percent had a college degree or higher and 28% had a high-
school diploma only. They are employees in Romanian private organizations, 42.1% in small companies, 22,4%
in average companies and 35,5% in companies with more than 250 employees. All the respondents are working
in HR field or HR departments, in organizations with different fields of activity, the most relevant have emerged:
retail, construction, banking, medical, logistic and sales. As we can see in TABLE 1, the average years of
experience is 6 years, and at the employees with management position is even higher, a 7 years average, and
for non-management position is 4 years. The sample included 63,3% non-management and 36,7% at
management level employees (distributed in: Top management - 11%, Middle management - 12% and Team
management - 13%). This distribution of respondents according to their position indicates a distribution close
to a normal distribution in this sector of activity.
Sabie O. M., Brișcariu R.M., Pîrvu C., Burcea S. G. & Gâtan M. L.
THE RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND HUMAN RESOURCES EMPLOYEE PERFORMANCE: A
CASE STUDY FOR ROMANIAN’S COMPANIES
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TABLE 1. MAIN CHARACTERISTICS OF THE SAMPLE
Item
Categories
Percent
Mean
SD
Gender
Feminine
59.0%
Masculine
31.7%
Not reported
9.3%
Age
Minimum 20 years – Maximum 65 years
31.33
10.29
Education (range 1-10)
High school and professional
28.5%
7.04
1.56
Bachelor degree
40.1%
Master degree
28.1%
PhD and post-university
3.3%
Organization size
Between 1-49 employees
42.1%
Between 50-250 employees
22.4%
More than 250 employees
35.5%
Tenure in organization (years)
Minimum 1 year – Maximum 28 years
5.83
6.35
Position in organization
Management level
36.7%
Non-management level
63.3%
Experience years in position of
Management level
7.19
6.01
Non-management level
4.23
5.10
5. DATA ANALYSIS
For the data analysis, we used the statistical analysis package SPSS Statistics 22.0, through which we
generated several parametric tests and descriptive analyses in order to accomplish the main propose of our
research. For all three hypotheses we computed variables with the item that measures each concept assumed
in this research: emotional intelligence (54 item), performance (18 item), social awareness (11 item),
performance legitimization (9 item), self-management (8 item), attention focusing (7 item).
In order to test the first hypothesis that tested the relationship between emotional intelligence at the individual
level and performance of human resources employees in the organization, we made an aggregation of items
into two new variables, using variable computation. The other two hypotheses, are designed to analyze at a
micro level specific correlation between components of the macro concepts. Self-management and social
awareness are components of emotional intelligence and performance legitimization as well as attention
focusing, derive from performance.
In terms of internal reliability coefficients, Cronbach's Alpha is above .70 for both scales EI with Cronbach's
Alpha of .839, and for items to measure Performance in organization the Cronbach's Alpha is .901, as
presented in Table 2. This shows a consistency of the compound measure and consistency in respondent’s
answers, validating the measuring instrument, and reassuring us of the scale used in correlations for the
validation of hypotheses. The reliability coefficients score for the composite scale, according with Bar-On
(1997), is a validation of EI measure and allows us to continue analysing the data in the form we have
composed.
TABLE 2. INTERNAL RELIABILITY STATISTICS COEFFICIENTS
Emotional Intelligence scale
Performance scale
Cronbach's
Alpha
Cronbach's
Alpha Based on
Standardized
Items
N of Items
Cronbach's
Alpha
Cronbach's
Alpha Based on
Standardized
Items
N of Items
.839
.867
54
0.901
0.903
18
Sabie O. M., Brișcariu R.M., Pîrvu C., Burcea S. G. & Gâtan M. L.
THE RELATIONSHIP BETWEEN EMOTIONAL INTELLIGENCE AND HUMAN RESOURCES EMPLOYEE PERFORMANCE: A
CASE STUDY FOR ROMANIAN’S COMPANIES
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In addition to the concepts analysed, we used a set of independent variables, such as gender, age, occupation,
tenure, and organization size, to observe if this can predict and make a difference in capital of emotional
intelligence and employee’s performance.
In order to validate / invalidate the hypotheses, we used correlation analysis method to evaluate the strength
of relationship among composite scales were used, and also for the validation of the first hypothesis we
generated linear regression, with EI score as independent variable and performance score as dependent
variable.
6. RESULTS AND DISCUSSION
Hypothesis 1
This study started from the premise of exploring the relationship between emotional intelligence and
performance among employees. The Pearson correlation coefficient (r = .547) between EI and Performance
indicates a strong relationship on those two, with an error probability less than 0.001 (sig. = .000). This
coefficient, but also the regression coefficient R squared = .299, (see TABLE 3) validates the hypothesis from
which we started. The high correlation from the two scores confirms that there is definitely a relationship
between the level of emotional intelligence of HR employees and the performance of the organizations in which
they work. Summarizing, data analysis shows that the level of emotional intelligence held by the employee is
a good predictor of performance in the organization, the linear regression indicating this. Looking at FIGURE
1, point cloud suggests that EI score can be categorized in three or four types of employees based of the
individual EI score. This can be a future challenge in order to investigate on a deeper level the relationship
strength between levels of emotional intelligence and performance.
TABLE 3. LINEAR REGRESSION WITH EI - INDEPENDENT AND PERFORMANCE AS DEPENDENT
Model Summary
Model
R
R Square
Adjusted R Square
Std. Error of the
Estimate
1
.547a
.299
.296
7.46149
a. Predictors: (Constant), Total EI
FIGURE 1. SCATTER PLOT FOR EMOTIONAL INTELLIGENCE SCORE AND PERFORMANCE
Sabie O. M., Brișcariu R.M., Pîrvu C., Burcea S. G. & Gâtan M. L.
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Next, we will interpret the results obtained for the other correlations to identify which other characteristics of
the employees are correlating with the two main dimensions: EI and Performance. Several nominal variables
which characterize the employee and the organization were selected as follows: gender, age, education,
organization size, organization position, tenure, hours worked per week, marital status and parental status. As
a result of the correlation analysis the last three were removed from the model because no significant scores
were recorded. For the others, we will further analyse the significance and meaning of the correlation scores
obtained, according to the TABLE 4. Gender is a discussed variable in relation to the score of emotional
intelligence, but also to performance, we can see that for both association it`s a negative correlation, but only
for IE correlation is moderate (r = -.118) and the relationship is significant (p < .01). Negative correlation
indicates that female employees had higher scores on IE than male employees. It`s not a very strong
correlation, but analysing the linear relationship, without controlling other variables, we can conclude that the
female employees in HR have a better predictor for a high score of emotional intelligence. The size of the
organization to which the employee belongs is a variable that correlates with EI (r = .232, p < .001) and
performance (r = .194, p < .01), thus creating a new connection, namely large organizations attract employees
with a higher level of EI than medium and small organizations. Additionally, size of organization is a better
predictor for performance.
However, there are no direct link between age, level of education and years of experience to EI score or
performance, the Person coefficients being small and statistically insignificant. This establishes that EI is not
predicted of none of the variables mentioned, at least not in the population analysed in this study.
TABLE 4. DESCRIPTIVE STATISTICS AND CORRELATION MATRIX H1
Variable
N
Mean
S.D.
1
2
1. Emotional intelligence
268
97.51
14.53
1
2. Performance
268
53.04
9.15
.547***
1
3. Gender (1 female, 2 male)
268
-.181**
-.089
4. Age
268
31.33
10.29
.154*
.063
5. Level of education
268
7.04
1.56
.020
.051
6. Organization size (small to large)
268
3.15
1.49
.232***
.194**
7. Position in organization (from executive to
management level)
268
1.72
1.07
.136*
.125
8. Years of experience
268
5.83
6.35
.071
.095
***. Correlation is significant at the 0.01 level (2-tailed). p .001
**. Correlation is significant at the 0.01 level (2-tailed). p .01
*. Correlation is significant at the 0.05 level (2-tailed). p .05
Hypothesis 2 and 3
For the second and third assumption, the statistical analysis was performed together, and this highlighted
strength of the association between fundamental variables from H2 and H3, but also evidence that we did not
take it in consideration from the theoretical and empirical framework. Shortly, the data collected validates the
two hypotheses, the correlations being positive and statistically significant, demonstrating precise link between
social awareness and performance legitimization (r = .286, p < .001), as well as self-management and attention
focusing (r = .357, p < .001). These results suggest that moreover it is predictable that employees in HR with
a high level of social awareness will identify that the organization legitimizes and supports their views,
performance and overall development, and similarly, employees in HR who have high proficiency in self-
management will have a higher awareness of the company’s efforts toward focusing attention on common
goals and finding common ground and a common vision among its employees and among all levels of the
hierarchy.
Looking at the achieved results (TABLE 5), is clear that is a strong association between social awareness and
attention focusing (r = .306, p < .001), and also between self-management and performance legitimization (r
= .415, p < .001). The correlation coefficients are slightly higher than the initially proposed associations, but not
radically different. The coefficients indicate that social awareness correlates well with attention focusing, and
self-management is a good predictor for performance legitimization. We interpret all this in terms of the high
correlation among EI and performance, considering that social awareness and self-management concepts are
components of the dimensions of EI, in the same way that performance legitimization and the attention focusing
Sabie O. M., Brișcariu R.M., Pîrvu C., Burcea S. G. & Gâtan M. L.
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concept are sub dimensions of ‘performance’ construct. This is indicated by the high correlation between social
awareness and self-management (r = .589, p < .001), respectively among performance legitimization and
attention focusing (r = .699, p < .001).
TABLE 5 DESCRIPTIVE STATISTICS AND CORRELATION MATRIX FOR H2 AND H3
Variable
N
Mean
S.D.
1
2
3
4
1. Social awareness
268
8.08
2.39
1
2. Performance legitimization
264
35.05
6.84
.286***
1
3. Self-Management
263
7.67
2.08
.589***
.415***
1
4. Attention focusing
260
28.09
5.62
.306***
.699***
.357***
1
5. Gender (1 female, 2 male)
268
-.212**
-.053
-.127
-.018
6. Age
268
31.33
10.29
.114
.035
.098
-.002
7. Level of education
268
7.04
1.56
.038
.047
.012
.064
8. Organization size (small to large)
268
3.15
1.49
.241***
.067
.143
.113
9. Position in organization (from executive to
management level)
268
1.72
1.07
.068
.196**
.112
.166*
10. Years of experience
268
5.83
6.35
.098
.077
.064
.058
***. Correlation is significant at the 0.01 level (2-tailed). p .001
**. Correlation is significant at the 0.01 level (2-tailed). p .01
*. Correlation is significant at the 0.05 level (2-tailed). p .05
Finally, we will discuss what other types of association come out among the primary concepts and the
characteristics of employees. Like the model from H1, we associated the same characteristics for H2 and H3.
As can be seen in the TABLE 1, the type and size of the organization, correlates with social awareness, and
the employee's position in the company correlates with performance legitimization. The negative correlation
between gender and social awareness (r = 212, p < .01), notes a higher level of social awareness among
female employees compared to male employees. From an organizational perspective, this evidence shows
that women are more empathetic, they are better at understanding the non-verbal hints in the emotional flow,
this being an essential aspect in interacting with people. Social awareness also correlates with the size of the
organization (r = 241, p < .001), suggesting a higher social awareness score in large organizations than in
small and medium ones. Indeed, the correlation can also be explained by the indirect effect of other variables.
The last significant correlation is between performance legitimization and employee's position in the company
(r = 196, p < .01). The result suggests that employees on the higher levels of the company feel stronger that
the company puts effort into both legitimizing its own views norms, values, decisions, measures, strategies,
adopted at the company level, as well as supporting their own individual views, convictions and actions.
However, this result is to be taken with caution because the employees in the management positions are also
the ones who have the responsibility to apply and manage this decisions, norms and organizational values, so
they would rather tend to agree with the fact that the company (which they are in charge of) is doing a good job
of legitimizing its actions, values and decisions. This could be a confirmation bias effect, stemming from the
organizational position and responsibilities of the employees questioned.
7. MAIN FINDINGS
Our results suggest that there indeed is a strong correlation between performance and EI, as well as a
moderate relation between EI and size of company, and also between EI and gender. Of note are also positive
correlations between social awareness and performance legitimization, and between self-management and
receptivity to attention focusing practices.
When it comes to the impact of the size of the company on various aspects relating to both emotional
intelligence and performance, this study has found that in Romania, larger companies attract HR employees
with a higher average level of EI than medium or small organizations. This comes as no surprise, as the
demands of caring for the human resources of a large organization are higher than they are for smaller
companies. This requires HR professionals to be on the top of their game in order to keep and further the
competitive edge of the companies they work for. Emotional intelligence is what allows HR professionals the
skills, abilities and psychological disposition required to do their work on a high level and bring their A game.
Sabie O. M., Brișcariu R.M., Pîrvu C., Burcea S. G. & Gâtan M. L.
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This is not the only correlation we found for large organizations. Data analysis shows that the size of the
organization also leads to more complex, better working performance and performance evaluation systems.
Again, this is no surprise, as when trying to stay competitive in the market of big companies, the margin for
error and inefficiency gets much smaller, and so big companies need to keep a constant vigil on their
performance and make sure their instruments and methods for measuring performance, but also their results
are up to par. Their competition is unrelenting and tireless, so they must constantly push the envelope as well.
Size of the organization also correlates positively with social awareness. Bigger companies attract more socially
aware HR employees. This too is a natural consequence, because there are just more people to manage, a
higher diversity of personalities, temperaments, all of which need to be thoroughly understood if the HR
department is to fulfill what is expected of it by a big company. High social awareness is not merely a should,
it is a must in the HR department of big companies. Without a high enough level in this component of emotional
intelligence, navigating the complex emotional nuances of a big multinational company could prove quite tricky.
The 2nd and 3rd hypotheses of our study were also confirmed. Statistical coefficients indicate that indeed,
higher social awareness makes individuals more aware of the company’s effort to focus employee attention
around the same vision, values, and norms, and persons with a higher degree of self-management consider
the companies they work in put in the work to justify their corporate decisions and actions, but also to affirm,
encourage and support the convictions, views and perspectives of them as individuals.
This study confirms the fact we also know from the specialty literature: women are more empathetic than men
and are better at understanding the non-verbal hints in the emotional flow, which is an essential aspect when
interacting with people.
Lastly, there is a correlation that should be taken with a grain of salt, as it may be caused by a confirmation
bias: Employees in management positions score higher on the legitimization scale than those without
management position, which indicates that managers feel more than others that the company is doing a good
job both of justifying their decisions, strategies and actions, but also support their individual convictions and
points of view.
8. CONCLUSIONS
Emotional intelligence is an abstract concept, difficult to differentiate and measure, so there is a lot of skepticism
about this construct. As we mentioned in the conceptual framework of IE, it is the sum of the behaviors and
attitudes of individuals in relation to awareness, managing and using of their own emotions and of the emotions
of others. Why is it important for HR employees to have a high level of emotional intelligence? Studies show
that EI is a good predictor of positive work attitude (Carmeli, 2003), career achievements (Dulewitz & Higgs,
1999), performance in the workplace (Law et al., 2008; Wong & Law, 2002), resistance to stress (Bar-On et al.,
2000; Mikolajczak et al., 2007), this is one of the reasons. Other reasons can be that people in HR field are
constantly interacting with people, working with and for them, and Emotional Intelligence enables HR
professionals not only to understand themselves and others better, which is already reason enough, but also
to interact smoother with others, find non-invasive and nonabrasive ways to motivate, develop potential, solve
conflicts creatively and constructively. But maybe even more importantly, there is a dimension of Emotional
Intelligence that goes beyond individual interaction, a transpersonal dimension. Emotionally intelligent people
don’t just interact well one on one, come across clearer and make it easier for others to buy into their vision
and get on the same page. These people understand not just individuals, but also groups and organizations.
They are the ones who foster and transmit with as little interference and encountering the least resistance
possible the values, vision and mission of the organization. They articulate it for all and act like a network of
relays that generates and supports a positive organizational environment and the organizational culture which
has an unseen, subtle yet undeniable effect on the wellbeing, motivation and performance of all who work in
that environment.
Emotion is a key element for HR employees in any type of organization, and that is why this study highlights
once more the importance of activities that can lead to the development and understanding of emotional
intelligence among employees of organizations. Developing emotional competence requires special attention
in human resource management. Dulewicz and Higgs (1998a; 1998b) mentioned that the concept plays an
Sabie O. M., Brișcariu R.M., Pîrvu C., Burcea S. G. & Gâtan M. L.
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important role in reinforcing individual ‘‘success’’ in an organization. Moreover, the statistical coefficients we
arrived at indicate a high correlation between EI and performance.
FUNDING
This work was supported by a grant of Bucharest University of Economic Studies for institutional projects,
project number PI – 2019 – IEIPA – 1838/30.07.2019, project title “Assesing the Impact of Emotional
Intelligence on the Performance of Employees in the Public and Private Sectors/ Evaluarea Impactului
Inteligentei Emotionale asupra Performantei Angajatilor din Sectoarele Public si Privat” (IEIPA)
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