Exploring Emotional Intelligence at Work

2017 ◽  
pp. 188-205 ◽  
Author(s):  
Irem Metin Orta ◽  
Selin Metin Camgoz
Keyword(s):  
Emotional Intelligence ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Performance ◽  
Well Being ◽  
Citizenship Behavior ◽  
Future Research ◽  
Organizational Settings ◽  
Work Related

Emotional intelligence is defined as the ability to perceive, understand, regulate, and use emotions. Organizational settings are now considered important arenas for the manifestation of human emotions. In order to establish long-term success, today's organizations continually emphasize the search for emotionally intelligent employees. This chapter provides a detailed overview of the current literature on emotional intelligence with respect to work-related attitudes, behaviors, and outcomes. In particular, it provides empirical evidence for the associations of emotional intelligence with job satisfaction, work performance, organizational commitment, organizational citizenship behavior, effective leadership, and well-being. This chapter also provides practical implications and suggestions for future research by addressing plausible moderators and mediators, which are related to emotional intelligence.

Exploring Emotional Intelligence at Work

2017 ◽  
pp. 346-363
Author(s):  
Irem Metin Orta ◽  
Selin Metin Camgoz
Keyword(s):  
Emotional Intelligence ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Performance ◽  
Well Being ◽  
Citizenship Behavior ◽  
Future Research ◽  
Organizational Settings ◽  
Work Related

Emotional intelligence is defined as the ability to perceive, understand, regulate, and use emotions. Organizational settings are now considered important arenas for the manifestation of human emotions. In order to establish long-term success, today's organizations continually emphasize the search for emotionally intelligent employees. This chapter provides a detailed overview of the current literature on emotional intelligence with respect to work-related attitudes, behaviors, and outcomes. In particular, it provides empirical evidence for the associations of emotional intelligence with job satisfaction, work performance, organizational commitment, organizational citizenship behavior, effective leadership, and well-being. This chapter also provides practical implications and suggestions for future research by addressing plausible moderators and mediators, which are related to emotional intelligence.

Test of the Construct and Criteria Validity of a German Measure of Organizational Justice

2008 ◽  
Vol 24 (2) ◽  
pp. 131-139 ◽  
Author(s):  
Bernhard Streicher ◽  
Eva Jonas ◽  
Günter W. Maier ◽  
Dieter Frey ◽  
Ralph Woschée ◽  
...  
Keyword(s):  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Research ◽  
Citizenship Behavior ◽  
Future Research ◽  
Work Related ◽  
Dimensional Measure ◽  
Employee Behaviors ◽  
Supervisor Behavior

Organizational justice is a well-known and increasingly often measured construct in work-related psychological research, for which, however, different kinds of measures are used. Colquitt (2001 ) developed a four-dimensional measure of organizational justice to allow for the comparison of different studies. Two studies provide evidence for the construct (Study 1) and criteria validity (Study 2) of the German version of the Colquitt measure with regard to perceived supervisor behavior as well as employees’ attitudes and intentions. In Study 1, the measure demonstrated construct validity using a German sample of employees (N = 227) from different companies: Each dimension correlated differently with work-related dimension of supervisor behavior. To demonstrate criteria validity in Study 2 (N = 315 employees), the justice measure predicted different, theoretically linked work-related employee behaviors or attitudes (i.e., intentions to leave, job satisfaction, job stress, individual organizational citizenship behavior). Results are discussed with regard to theoretical and practical implications, intercultural differences, and future research.

Does workplace spirituality lead to raising employee performance? The role of citizenship behavior and emotional intelligence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lalatendu Kesari Jena
Keyword(s):  
Emotional Intelligence ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Employee Performance ◽  
Workplace Spirituality ◽  
Citizenship Behavior ◽  
Future Research ◽  
Content Type ◽  
Moderation Analysis

Purpose For businesses today, employee performance is most important. Therefore, this paper aims to the greater purpose of ‘ideal workplace’; focusing on determining the effect of workplace spirituality on employee performance because organizations tend to neglect employees’ spiritual and/or mental wellness but well-maintain the output. This paper also shines light on the mediating role of organizational citizenship behavior and the moderating nature of employee’s emotional intelligence. Design/methodology/approach The study was conducted with a cross-sectional descriptive and analytical approach. Data were collected in two rounds. In total, 761 responses (416 offline and 345 online) were analyzed for all four hypotheses using statistical data package for social sciences and analysis of moments structure; imploring correlation, regression and mediation and moderation analysis. Findings The study found that workplace spirituality is indeed positively linked with employees’ performance. Organizational citizenship behavior is positively associated with workplace spirituality and employee performance. Mediation analysis indicated that organizational citizenship behavior significantly enhances the relationship of workplace spirituality and employee performance. Moderation analysis suggested that employee’s emotional intelligence significantly boosts employee performance. Originality/value This research offers deep and critical insights for curating future research and managerial practices, strengthening the concept of workplace spirituality as a promising area in the fields of human resource management and organizational psychology. The study uses a unique approach and provides exclusive findings regarding Indian service and manufacturing professionals.

Relating within-person personality variability to organizational citizenship behavior and counterproductive work behavior: A resource-based perspective

2021 ◽  
pp. 089020702110056
Author(s):  
Juul Vossen ◽  
Joeri Hofmans
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Performance ◽  
Counterproductive Work Behavior ◽  
Well Being ◽  
Performance Outcomes ◽  
Work Behavior ◽  
Citizenship Behavior ◽  
Subjective Well Being ◽  
Sampling Studies

Research on the effects of within-person personality variability has mainly focused on the consequences for subjective well-being. Drawing on a resource-based approach, we extend this field to the work domain, expecting that since deviating from one’s average trait level is resource intensive, it should relate negatively to behaviors that require the investment of additional resources, such as organizational citizenship behavior (OCB), while it should relate positively to behaviors that replenish one’s resources, such as counterproductive work behavior. Using two personality dimensions that are predictive for work-performance (conscientiousness and core self-evaluations), and a new variability index that is not confounded by the mean, we find an effect of personality variability on negative performance outcomes (counterproductive work behavior), while no relation is found with positive forms of extra-role performance (organizational citizenship behavior). These results were replicated across three separate experience sampling studies, confirming that, while within-person personality variability is related to performance, those relationships are relatively weak and they do not hold for every performance facet.

scholarly journals The Role of Organizational Citizenship Behavior and Gender between Job Satisfaction and Task Performance

2021 ◽  
Vol 18 (18) ◽  
pp. 9499
Author(s):  
Giulia Casu ◽  
Marco Giovanni Mariani ◽  
Rita Chiesa ◽  
Dina Guglielmi ◽  
Paola Gremigni
Keyword(s):  
Job Satisfaction ◽  
Task Performance ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Health ◽  
Practical Implication ◽  
Well Being ◽  
Psychosocial Health ◽  
Citizenship Behavior ◽  
Work Related

Job satisfaction (JS) is an indicator of individual psychosocial health. Consistent evidence showed that voluntary extra-role behavior in organizations, namely organizational citizenship behavior (OCB), can also contribute to individual psychological health. JS has been found to positively influence employees’ OCB, and both JS and OCB have been found to predict employees’ task performance (TP). The purpose of this study was to investigate whether employees’ OCB mediates the relationship of JS with TP, taking into consideration gender as a potential moderator, and other sociodemographic and work-related characteristics as confounding variables. A total of 518 employees, 54.6% women, aged 19–66 years with a mean age of about 36 years, completed measures of JS, OCB, and TP. Results showed a partial mediation of OCB in the JS-TP relationship, which was invariant across gender. A potential practical implication of findings is that human resource managers and practitioners might ultimately benefit male and female employees’ well-being as well as the organizations’ productivity by developing targeted individual- and group-level trainings and interventions to enhance JS and OCB.

Person–Environment Fit From an Organizational Psychology Perspective

2021 ◽  
Author(s):  
Tomoki Sekiguchi ◽  
Yunyue Yang
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Well Being ◽  
Interactive Effects ◽  
Citizenship Behavior ◽  
Environment Change ◽  
Work Related ◽  
Person Environment Fit ◽  
Psychology Perspective ◽  
Changes Over Time

Person–environment (PE) fit is broadly defined as the degree of congruence or match between a person and environment. It is relevant to various theoretical foundations, including the interactionist theory of behavior, the attraction–selection–attrition (ASA) theory, and the theory of work adjustment (TWA). PE fit is a complex and multidimensional construct that has different forms and dimensions, including person–vocation (PV) fit, person–organization (PO) fit, person–group (PG) fit, person–person (PP) fit, and person–job (PJ) fit. Accumulated research evidence shows that PE fit has separate and interactive effects on employee outcomes in terms of attitudes (e.g., satisfaction and commitment), well-being (e.g., stress and burnout), and work-related performance (e.g., task performance and organizational citizenship behavior). PE fit is inherently dynamic, and the level of PE fit changes over time when characteristics of the person and environment change. The change in PE fit also influences changes in work-related affect and behaviors. When employees perceive PE misfit, they tend to engage in change-oriented activities in order to reduce the pain of misfit or achieve a better fit. Finally, various organizational practices such as recruitment, selection, socialization, and training and development play important roles in determining the degree of PE fit.

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