D. Rangreji, Deepak (2010) A STUDY ON EMOTIONAL INTELLIGENCE AND WORK LIFE BALANCE OF EMPLOYEES IN THE INFORMATION TECHNOLOGY INDUSTRY IN BANGALORE, INDIA. Other thesis, Christ University.
Restricted to Registered users only
Emotional Intelligence is a set of qualities and competencies that captures a broad collection of individual skills and dispositions, usually referred to as soft skills or inter and intra-personal skills, that are outside the traditional areas of specific knowledge, general intelligence, and technical or professional skills. Emotions are an intrinsic part of our biological makeup, and every morning they march into the office with us and influence our behavior. Emotional intelligence consists of five factors: Knowing one's emotions, managing emotions, motivating oneself, recognizing emotions in others, and handling relationships Goleman (1995). Researchers today are interested in finding the effects of emotional intelligence on employees and thereby, organizations, and analyzing the various other facets of EQ. Emotional intelligence improves individual and organizational performance. It plays a significant role in the kind of work an employee produces, and the relationship he or she enjoys in the organization. Work Life Balance is a challenging issue for IT leaders, managers and has also attracted the attention of researchers. Work/life balance, in its broadest sense, is defined as a satisfactory level of involvement or fit between the multiple roles in a persons life. In this climate managing the boundary between home and work is becoming more challenging. Organizations need to ensure they not just encourage but mandate a practical and workable work/life balance policy, benefiting and meeting the needs of both the organization and its employees. Organizations not providing real opportunity for employees work/life balance are opening themselves up to increasing numbers of dissatisfied and unproductive employees and hence increased attrition rates. Merely creating a work/life policy framework is not enough; fostering an organizational culture that supports the use of available policies is also of great importance. Further there is a need for employers and employees alike to find flexible and innovative solutions that maximize productivity without damaging employees well being, their family relationships and other aspects of life. This study is an attempt to contribute afresh with a new perspective to the field of human resources and behavioural sciences with special reference to emotional intelligence in relation of employees work life balance in IT organizations. It is also an earnest attempt to bridge the gap especially in this area by highlighting the relevance and importance of work life balance and emotional intelligence to leadership, senior management, individual and organizations and hoping this study will initiate a series of serious and productive discussion on the subject. The findings and outcome of this research will be beneficial to the IT organizations in India, which is a flourishing industry and contributes significantly to the GDP of the country and the talent pool of the world. The study will bring in sharp focus the major challenges encountered in these areas and the solutions that will aid IT organizations to deal more significantly in increasingly their effectiveness. The review on the related literature in the area of emotional intelligence and work life balance studied in this research has provided the researcher an insight into many factors. It also provides direction in designing the present study. Having reviewed several studies and having identified the gap, the investigator felt an imperative need to undertake the present investigation. The sample consisted of 355 IT employees from Bangalore city. The sample consisted both male and female IT employees. Judgmental sampling technique was adopted to select the number of respondents across the three types of management level. Five tools were used to collect the data Work interferes with personal life Work interferes with personal life scale was developed by Fisher-McAuley, Stanton, Jolton and Gavin (2003), Factors impacting work life balance scale was developed by the investigator, Work related factors that interferes with personal life scale was developed by Bolino and Turnley (2005), Level of risk inherent in each program, on an employees career, scale and Likelihood of usage of work life balance programs scale developed Catherine C Parker (2007). Emotional Intelligence questionnaire has four dimensions and is developed by Wong Chi Sum (2007) The major findings of the study were: 1. The three major behaviours of work that interferes with personal life were unhappiness with the amount of time for non work activities followed by missing personal activities due to work and putting personal life on hold because of work. 2. The two major factors impacting work life balance of IT employees are felling exhausted at the end of days work and quitting their jobs or taking a career break because of work life balance issues. 3. The major work related factor interfering with personal life were, carrying cell phone or a pager so that the employees can be reached after normal business hours and checking e- mail or voice mail at home after returning from work. 4. The highest difference was noticed in Work from home all the time, followed by part time work. The least difference was found in paid leave of absence for education and paid paternity leave. In case of paid maternity leave the prevalence of it was found to be higher than the awareness of the work life balance programs. 5. Usage of work life balance programs like part time, work from home all the time, career breaks and brief paid sabbatical of 1 2 months had higher level of risk involved to an IT employees position. Where as flexible work schedules, paid paternity leave, work from home occasionally and paid maternity leave had less risk involved to an IT employees position. 6. IT employees were more likely to use work life balance programs like flexible work schedules followed by work from home occasionally, paid leave for sick family member i.e. (parent, child, spouse) and paid paternity leave. Where they were less likely to use programs like, work from home all the time, career breaks, part-time work and paid maternity leave. 7. It was found that IT employees were high on regulation of emotion in the self, followed by appraisal and recognition of emotion in others, use of emotion to facilitate performance and appraisal and expression of emotion in the self. 8. It was found that Level of risk to an employees position with the usage of work-life balance programs has a strong correlation with Appraisal and expression of emotion in self, Use of emotions to facilitate performance and Appraisal and recognition of emotion in others. The relationship between emotional intelligences influence on work life balance dimensions was significant however the influence was weak. Appraisal and expression of emotions in self, and Use of emotions to facilitate performance influenced maximum on work - life dimensions. Among the work - life dimensions risk in position with usage of work-life balance programs was maximally influenced by emotional intelligence. 9. Use of emotions to facilitate performance negatively influenced factors impacting work life balance. 10. Appraisal and recognition of emotion in others had a significant influence on work related factors interfering with personal life. 11. Appraisal and expression of emotion in the self negatively influenced level of risk to an employees position with the usage of work-life balance programs. Regulation of emotion in the self positively influenced level of risk to an employees position with the usage of work-life balance programs. 12. Significant differences were found between gender and work interference with personal life, work related factors interfering with personal life and level of risk to an employees position with the usage of work-life balance programs. All the three variables were higher for men as compared to women. 13. Significant differences were found between age and work related factors interfering with personal life. Work related factors interfering with personal life were highest for the 35 45 years age group, followed by the 45 55 years age group and was lowest for employees above 55 years. 14. Significant differences were found between martial status and work related factors interfering with personal life and likelihood of usage of work-life balance programs. Work related factors interfering with personal life were higher for married IT professionals as compared to single or unmarried IT professionals. Further married IT professionals were more likely to use work - life balance programs as compared to single or unmarried IT professionals. 15. Significant differences were found between management level and work interference with personal life, factors impacting work life balance and work related factors interfering with personal life. Work interference with personal life was highest for IT professionals at the middle management level and lowest for junior level management. Factors impacting work life balance was highest for both junior and middle management IT professionals and lowest for senior management IT professionals. Finally work related factors interfering with personal life were highest for senior management IT professionals and lowest for junior level management IT professionals. 16. Significant differences were found between years in present position and work interference with personal life, work related factors interfering with personal life and likelihood of usage of work-life balance programs. Work interference with personal life and Work related factors interfering with personal life were highest for IT professionals who were in the same position for six and more years. IT professionals who were in the same position for about four years were more likely to use work-life balance programs. 17. Significant differences were found between overall experience and work interference with personal life and work related factors interfering with personal life. Both the variables were highest for IT professionals with 10 20 years of overall experience and lowest for IT professional 2 5 of overall experience. IMPLICATIONS 1. Ensure that formal policies in place are consistent with what employees actually experience. Policy provision alone is not sufficient to ensure employees work/life balance. Human resource department should look at the uptake rates of policies across different areas in the organisation because this may provide clues to the existence of unsupportive cultures. 2. Adopt a give and take philosophy. Both employer and employee need to be willing to bend a little. 3. There should be a clear boundary drawn between work and non work activities. Human Resources and the Senior Management should take the initiative and communicate the importance of having a good balance between personal and professional life. The widespread perception that visibility = productivity should be changed. Focus on effectiveness rather than on length of work hours. Use communication technologies and skilful time-management strategies to boost output. CONCLUSION IT organizations should come up with effective and efficient work life balance policies and programs and foster an organizational culture that supports the use of available policies is also of great importance. This will help reduce the work life conflict for IT employees. Further IT leaders should take initiative to improve the emotional intelligence competencies of their employees as it plays a significant role in the kind of work an employee produces, and the relationship he or she enjoys in the organization and improve individual and organizational performance.
|Item Type:||Thesis (Other)|
|Subjects:||Thesis > MPhil > Management|
|Deposited By:||Knowledge Center Christ University|
|Deposited On:||29 Jan 2014 17:07|
|Last Modified:||29 Jan 2014 17:07|
Repository Staff Only: item control page