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CHAPTER - V

EMOTIONAL INTELLIGENCE –
INTERPRETATION AND ANALYSIS

This chapter is based on the responses from the employees of BSNL and

Bharti Airtel in Jammu and Chandigarh, as elicited through questionnaires. The data

so collected was sifted and tabulated to obtain results. The data has been analysed by

applying statistical tools like mean with standard deviation, correlation, regression,

Anova and t-test as per the requirements of the study.

Results obtained out of the data analyzed have been represented graphically

to draw conclusion and correlation among various factors and interpreted to get

some concrete conclusion about the study. A quick look into the findings reveal that

the overall Emotional Intelligence level among employees of select organisations is

more than average. We have already discussed in the previous chapters the aim and

objectives of the study, hypothesis to be tested, methods and procedures (along with

brief description of the tools and tests) as well as collection and handling of data. In

this chapter, the data so collected with the previously mentioned research

instruments has been duly analysed, interpreted and correlated to reach at the

objectives of the study. Further, the chapter includes the hypothesis testing that have

been laid out in the light of literature reviewed for the study. Since our study also

entails the study of relationship between Emotional Intelligence, motivation and

communication style, therefore, it has been analysed separately in the next chapter.

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In the contemporary work scenario, several organisations are facing

challenges and struggling for survival in the era marked by uncertainities. The

country is undergoing the process of enormous economic and social change

requiring drastic measures and harsh decisions. It has, by and large, affected

employees satisfaction, effectiveness, commitment and health significantly at

individual level and organisational effectiveness and productivity at organisational

level. Considering this fact, the construct of Emotional Intelligence has been brought

to prominence in the contemporary literature.

In this backdrop, the present study hs been undertaken to visualize the

possible relationship of Emotional Intelligence with other variables of organisational

relevance and further attempt has been made to look for some empirical support for

the relevance of the concept.

To summarize, the study aimed at estimating the level of Emotional

Intelligence and motivation among the employees of BSNL and Bharti Airtel in

Jammu and Chandigarh and further examining the relative strength of association

among the variables undertaken for the present study i.e. Emotional Intelligence,

motivation and communication style. The study further hypothesizes the relationship

of Emotional Intelligence with organisationally relevant outcome variables i.e.

organisational effectiveness, quality of work life and organisational productivity.

The following paragraphs shall be devoted to the presentation of the findings

of the research in view across the select organisations.

This chapter has been presented along the following broad heads:-

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1. Demographic profile of respondents

2. Emotional Intelligence level in the select organisations

3. Comparison of Emotional Intelligence along age

4. Comparison of Emotional Intelligence along gender

5. Comparison of Emotional Intelligence along academic background

6. Comparison of Emotional Intelligence along hierarchial level

7. Comparison of Emotional Intelligence along length of service

8. Comparison of Emotional Intelligence along tenure of service

Section 1: Demographic Profile of Respondents

The data collected with the help of Emotional Intelligence questionnaire has

been analysed and interpreted in this section on the basis of different demographic

factors like age, gender, qualification, hierarchial level, length of service and tenure

of service in present organisation.

The demographic profile of the respondents is reflected in the Table 5.1. It is

clear from the table that in BSNL majority of the respondents are in the age group of

35-45 years i.e. 124 constituting 36.36% followed by 45-55 years i.e. 121 (35.48%),

while in Bharti Airtel the respondents fall in two age groups, 25-35 years i.e. 126

(81.29%) followed by 35-45 years i.e. 29 (18.71%). However, in the overall sample,

majority of the respondents are in the age group of 25-35 years i.e. 187 (37.70%).

Also, maximum of the respondents were males, i.e. 246 (72.14%) in BSNL and 140

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(90.32%) in Bharti Airtel and, 95 (27.85%) and 15 (9.67%) females in BSNL and

Bharti Airtel, respectively.

As far as the qualification is concerned, maximum respondents are graduate

i.e. 200 (58.65%) in BSNL and 81 (52.25%) in Bharti Airtel and 281 (56.65%) in the

overall sample, followed by undergraduates i.e. 106 (31.08%) found in BSNL only.

Demographic profile of the respondents also indicates that most of the

respondents belong to lower management i.e. 239 (70.08%) and 90 (58.06%) in

BSNL and Bharti Airtel, respectively followed by middle level 93 (27.27%) in

BSNL and 60 (38.70%) in Bharti Airtel.

It is also pointed out from the table that most of the respondents have the

length of service of above 20 years in BSNL with number of respondents 175

(51.31%) and in Bharti Airtel 107 respondents (69.03%) fall in the category of 0-5

years. However, in the total sample, majority of respondents have length of service

of above 20 years i.e. 175 (35.28%), followed by 0-5 years with 137 (27.62%)

respondents.

As for the tenure of service in organisations is concerned, maximum

respondents 111 (32.55%) fall in the category of above 20 years in BSNL while in

Bharti Airtel majority of the respondents belonged to 0-5 years (145; 93.54%). In the

overall sample, 207 (41.73%) belonged to 0-5 years, followed by 112 (22.58%) in

above 20 years category.

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Table 5.1 : Demographic Profile of the Respondents

Respondents
From BSNL From Bharti Airtel Overall
S. No. Variable
(n = 341) (n = 155) (n = 496)
No. % No. % No. %
Age (in years)
(a) 25-35 61 17.89 126 81.29 187 37.70
1. (b) 35-45 124 36.36 29 18.71 153 30.84
(c) 45-55 121 35.48 – – 121 24.39
(d) Above 55 35 10.26 – – 35 7.05
Gender
2. (a) Male 246 72.14 140 90.32 386 77.82
(b) Female 95 27.85 15 9.67 110 22.17
Qualification
(a) Under-graduation 106 31.08 – – 106 21.37
3.
(b) Graduation 200 58.65 81 52.25 281 56.65
(c) Post-graduation 35 10.26 74 47.74 109 21.97
Hierarchical level
(a) Top 9 2.63 5 3.22 14 2.82
4.
(b) Middle 93 27.27 60 38.70 153 30.84
(c) Lower 239 70.08 90 58.06 329 66.33
Length of service (in years)
(a) 0-5 30 8.79 107 69.03 137 27.62
(b) 5-10 40 11.73 34 21.93 74 14.91
5.
(c) 10-15 50 14.66 13 8.38 63 13.91
(d) 15-20 46 13.48 1 0.65 47 9.47
(e) Above 20 175 51.31 – – 175 35.28
Tenure of service in respective organisation (in years)
(a) 0-5 62 18.18 145 93.54 207 41.73
(b) 5-10 72 21.11 8 5.16 80 16.12
6.
(c) 10-15 61 17.88 1 0.65 62 12.5
(d) 15-20 35 10.26 – – 35 7.06
(e) Above 20 111 32.55 1 0.65 112 22.58

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Section 2 : Emotional Intelligence Level in the Select Organizations

Table 5.2 provides the information on the Emotional Intelligence level of the

employees across the select organisations of BSNL and Bharti Airtel, respectively.

Table 5.2 : Statementwise Emotional Intelligence Index in BSNL and Bharti

Airtel

BSNL Bharti Airtel Overall

S. Emotional Intelligence Mean Mean Mean
Standard Standard Standard
No. Parameters Score Score Score
Deviation Deviation Deviation
(X ) (SD) (X ) (SD) (X ) (SD)
Able to identify my
1. 4.554 0.686 4.172 1.057 4.363 0.836
feelings
Learnt a lot through
2. 4.197 0.927 4.141 0.997 4.169 0.948
feelings and emotions
Understand the reasons
3. 4.302 0.830 3.918 0.987 4.11 0.898
for 'moods'
Clearly able to see how
4. feelings impact 4.356 0.796 4.077 0.991 4.216 0.870
performance
Clarity in values and
5. 4.492 0.809 4.039 1.018 4.265 0.903
goals
Awareness of strengths
6. 4.552 0.738 4.026 1.149 4.289 0.917
and weaknesses
Frequently seek
7. feedback on behaviour/ 3.668 1.112 3.778 0.951 3.723 1.065
performance
Full confidence in
8. oneself and making 4.447 0.745 4.09 0.990 4.268 0.844
decisions
Take initiative to meet
9. people in social 4.023 0.909 3.631 1.076 3.827 0.979
situation
When contribute to
group discussions,
10. believe contributions are 4.16 0.849 4.147 0.966 4.153 0.886
as valuable as those of
others

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If convinced that one’s

position is right, prefer
11. to maintain position 4.205 1.050 3.924 1.135 4.064 1.084
even if it means
becoming unpopular
Clear what one want
12. 4.361 0.829 4.007 1.022 4.184 0.907
from life
Can achieve what one
13. want through own 4.185 0.866 3.981 0.916 4.083 0.886
determination
Don't easily give up
14. 4.285 0.784 3.873 0.966 4.079 0.864
even if receive setbacks
When have a problem
that creates undue
15. tension, try to relax and 4.077 0.888 3.739 0.995 3.908 0.934
gain a feeling tranquility
to re-evaluate things
When face a problem,
16. focus on what one can 4.393 0.766 3.892 1.029 4.142 0.885
do to solve it
Can adjust to new
17. challenges, problem and 4.205 0.783 4.077 0.924 4.141 0.830
information
Sensitive to the
development in the
18. 4.026 0.944 3.803 0.944 3.914 0.949
environment and capture
the opportunity there
Able to anticipate
changes and plan in
19. 3.773 0.930 3.765 1.007 3.769 0.954
advance to encash the
opportunities
Able to handle multiple
20. demands and rapid 4.015 1.022 3.848 0.988 3.931 1.014
changes
Quite flexible in
21. approach to life and 4.256 0.929 3.892 0.978 4.074 0.958
problems
Frequently anticipate
22. solutions to one’s 4.009 0.846 3.969 0.850 3.989 0.846
problem
When a certain
approach to a problem
23. does not work, one can 4.148 0.767 3.765 0.941 3.956 0.842
quickly reorient own
thinking

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Seek out fresh ideas

24. from a wide variety of 4.077 0.962 3.797 1.073 3.937 1.005
sources
Constantly try to
25. improve my 4.489 0.809 4.039 0.940 4.264 0.876
performance
Set challenging goals for
26. oneself and strive to 4.04 0.989 3.829 1.231 3.934 1.073
achieve them
Work hard for a 'better'
future reward rather than
27. 4.407 0.944 3.835 1.061 4.121 1.016
accept a lesser reward
now
Constantly scan the
28. environment to seize 3.941 0.998 3.835 1.024 3.888 1.007
new opportunity
29. Prefer to proact 3.924 0.904 3.708 1.088 3.816 0.969
Mobilize others through
30. unusual enterprising 3.742 1.053 3.657 1.017 3.699 1.042
effort
Take initiative to start
31. dialogue for a new 3.932 0.979 3.688 0.946 3.81 0.975
adventure
Prefer to be an ideal
32. 3.972 1.088 3.704 1.152 3.838 1.114
leader
Believe in performance
33. rather than just 4.589 0.734 3.784 1.195 4.186 0.974
following the rules
Believe, where there is a
34. 4.643 0.845 4.051 1.067 4.347 0.958
will, there is a way
Start my activity with
35. the firm determination 4.398 0.810 4.23 0.792 4.314 0.807
and complete it
Under pressure, one is
36. confident to find the 4.182 0.903 4.026 0.832 4.104 0.884
way
People don't have to tell
37. me what they feel, I can 3.992 0.895 3.911 0.887 3.951 0.892
sense it
Can sense the pulse of
38. others and state 3.935 0.969 3.778 0.852 3.856 0.936
unspoken feelings
Listen to the feelings of
39. people while they are 4.268 0.771 3.93 1.045 4.099 0.878
talking

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 Can sense the feelings [174]
40. of people when one 3.799 1.025 3.803 0.964 3.801 1.005
walk into a room
Anticipate people's need
41. 4.054 0.880 3.829 1.020 3.941 0.931
and try to satisfy them
Try to understand and
42. meet the expectations of 4.046 0.853 3.899 1.014 3.972 0.907
people
Seek information about
people's need and then
43. 4.097 0.814 3.771 0.993 3.934 0.885
provide service
accordingly
Take initiative in talking
44. to people in order to 4.094 0.961 3.822 0.957 3.958 0.967
serve them better
Comfortable in working
45. with people of different 4.293 0.953 3.981 1.059 4.137 0.996
background
Able to identify who has
46. 4.208 0.890 3.911 0.963 4.059 0.922
real power in the group
Able to relate well with
47. 4.29 0.792 3.867 0.988 4.078 0.879
others in the group
Able to influence the
48. opinion of important 3.989 0.984 3.829 1.039 3.909 1.003
people
49. Able to convince people 4.117 0.834 3.956 0.880 4.036 0.851
Present oneself in such a
50. way that people get 3.85 1.106 3.841 0.944 3.845 1.057
impressed
Keep knowledge base
51. updated and influence 4.202 0.868 3.803 0.977 4.002 0.921
people through that
Able to read the needs
of the hour and
52. 3.998 0.991 3.771 0.854 3.884 0.956
influence people
through my initiative
53. A good communicator 3.998 0.859 3.733 1.070 3.865 0.936
Able to put across my
54. 4.035 0.840 3.771 0.993 3.903 0.897
messages effectively
Use a variety of medium
55. of communication to get 3.722 1.044 3.708 0.995 3.715 1.028
the desilted response
Able to arouse
56. 3.853 1.092 3.72 1.024 3.786 1.072
enthusiasm in people
Emerge as a natural
57. 3.693 0.951 3.593 1.025 3.643 0.975
leader during group

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Recognize the need for

58. change and work for 4.219 0.810 3.892 0.958 4.055 0.870
removing the barriers
Create such an
atmosphere where
59. people enthusiastically 4.265 0.828 3.854 0.953 4.059 0.888
interact and participate
in the teamwork
Build team identity and
60. promote commitment 4.185 0.862 3.879 0.956 4.032 0.903
among team members

It has been seen that the Emotional Intelligence level in the overall sample

has been indicated to be highest with “Able to identify my feelings” with mean score

X  4.363 with SD = 0.836. It can be seen from the table, the Emotional

Intelligence index has been found highest with “Belief in where there is a will, there

is a way” ( X  4.643 ) in BSNL with SD = 0.845, while in Bharti Airtel it was

reported to be highest with “Start activity with the firm determination and complete

it” ( X  4.23 , with SD = 0.792), and least mean score has been recorded against

the statement “Emerge as a natural leader during group” with X  3.693 and SD =

0.951 in BSNL and with mean score X  3.593 and SD = 1.025 in Bharti Airtel.

Further, the performance of employees of the select organisations on the five

dimensions of Emotional Intelligence has been presented in Table 5.3 and Table 5.4.

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Table 5.3 : Emotional Intelligence Index across Dimensions in BSNL

Standard Deviation
Dimension Mean Score ( X )
(SD)
Self-Awareness 4.276 0.897
Self-Regulation 4.121 0.890
Motivation 4.188 0.971
Empathy 4.088 0.913
Social Skill 4.011 0.947

Table 5.4 : Emotional Intelligence Index across Dimensions in Bharti Airtel

Standard Deviation
Dimension Mean Score ( X )
(SD)
Self-Awareness 3.995 1.039
Self-Regulation 3.866 0.962
Motivation 3.865 1.048
Empathy 3.861 0.983
Social Skill 3.793 0.973

From Table 5.3 and Table 5.4, it is clear that BSNL as well as Bharti Airtel

employees have scored high on Self-Awareness dimension of Emotional Intelligence

with mean score ( X ) 4.276 and 3.995 with SD = 0.897 and 1.039, respectively

and least on Social Skill dimension with mean score ( X ) 4.011 and 3.793 with SD

= 0.947 and 0.973, respectively.

Section 3 : Comparison of Emotional Intelligence along Age

Agewise respondents were categorized in four age-group i.e. 25-35 years,

35-45 years, 45-55 years and above 55 years of age. It can be seen from the Table

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5.5 below that the highest Emotional Intelligence mean score ( X ) of 4.202 is found

among the employees in the age group of 35-45 years in BSNL, while in Bharti

Airtel Emotional Intelligence mean score ( X ) of 3.892 has been found highest in

the age group of 25-35 years. However, in the overall sample the 121 employees

falling in the age group of 45-55 years demonstrated the highest mean score for

Emotional Intelligence of 4.172 followed by 4.031, 4.003 and 3.942 in the age

groups above 55 years, 35-45 years and 25-35 years, respectively. This connotes that

the emotional competencies are better developed with age.

Table 5.5 : Emotional Intelligence among Different Age Groups in BSNL,

Bharti Airtel and Overall Sample

BSNL Bharti Airtel Overall

Age in years
(X ) (X ) (X )
25 – 35 3.992 3.892 3.942
35 – 45 4.202 3.804 4.003
45 – 55 4.172 – 4.172
Above 55 4.031 – 4.031

The results were further supported through Analysis of Variance (ANOVA)

which revealed that there is a significant difference in the Emotional Intelligence

level among different age groups. Table 5.6 shows that the calculated value of ‘F 0.05’

(9.373) is greater than that of table value [For V 1 = 4, V2 = 3, F0.05 = 9.117], thus it

can be concluded that means of the different age groups are significantly different

from each other. The same holds true for BSNL and Bharti Airtel when analysed

individually as shown in Table 5.7 and Table 5.8, respectively.

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Table 5.6 : Emotional Intelligence among Different Age Groups in Overall

Sample using ANOVA

Source of Variation SS df MS F (calculated value) F (table value)

Rows 0.071 4 0.018 9.373 9.117
Columns 0.172 3 0.057 2.543
Error 0.030 12 0.003
Total 0.274 19

Table 5.7 : Emotional Intelligence among Different Age Groups in BSNL

using ANOVA

Source of Variation SS df MS F (calculated value) F (table value)

Rows 0.142 4 0.035 11.421 9.117
Columns 0.160 3 0.053 17.169
Error 0.037 12 0.003
Total 0.338 19

Table 5.8 : Emotional Intelligence among Different Age Groups in Bharti

Airtel using t-test

Variable t (calculated value)

Emotional Intelligence 2.926*
*indicates significant value at 1 percent level of significance

t-test was used to evaluate the differences in Emotional Intelligence scores according

to different age groups in Bharti Airtel. Table 5.8 present the results of these

analyses. t-test indicates that there is a significant difference between different age

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groups as the calculated t-value is 2.926 is greater than the table values of 1.97, 2.32

and 2.57 at 0.05, 0.01 and 0.001 level of significance, respectively.

Section 4 : Comparison of Emotional Intelligence along Gender

Table 5.9 shows that the mean Emotional Intelligence level of male

employees and female employees in BSNL and Bharti Airtel do not show any

pronounced trends at the total Emotional Intelligence level. In BSNL, the male and

female employees are found to score high on Social Skill dimension of Emotional

Intelligence having mean score X = 4.053 and 3.9, respectively. While in Bharti

Airtel, the male employees are found to be high on the mean score of Emotional

Intelligence with X = 3.99 on the dimension of Self-Awareness, while female

employees show highest mean score X = 4.035 along the dimension of Empathy.

However, in the overall sample, the male and female employees do not show any

pronounced trend across the Emotional Intelligence index.

Table 5.9 : Emotional Intelligence based on Gender in BSNL, Bharti Airtel

and Overall Sample

BSNL Bharti Airtel Overall

Gender
(X ) (X ) (X )
Male 4.148 3.865 4.006
Female 4.107 3.988 4.047

t-test was applied to see the gender-wise significant differences in males and females

among employees of select organisations on Emotional Intelligence. Table 5.10

depicts the t-value obtained by both genders on Emotional Intelligence, significant

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difference was observed between both genders as the calculated t-value of 2.975 is

greater than the table values of 1.97, 2.32 and 2.57 at 0.05, 0.01 and 0.001 level of

significance, respectively.

Table 5.10 : Emotional Intelligence based on Gender in Overall Sample using

t-test

Variable t (calculated value)

Emotional Intelligence 2.975*
*indicates significant value at 1 percent level of significance

Section 5 : Comparison of Emotional Intelligence along Academic

Background

The respondents have been classified into three groups namely, under-

graduates, graduates and post-graduates. In BSNL, under-graduates show a highest

mean score of Emotional Intelligence (4.169) followed by graduates (4.132) and

post-graduates (4.068) with no exception across the dimensions. However, in Bharti

Airtel, there is a pronounced trend in the Emotional Intelligence level across all the

dimensions of Emotional Intelligence with graduates scoring highest (4.047)

followed by post-graduates (3.689). No respondent in Bharti Airtel fall in the

category of under-graduates. Table 5.11 shows the mean scores of Emotional

Intelligence based on qualification.

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Table 5.11 : Emotional Intelligence based on Academic Background in BSNL,

Bharti Airtel and Overall Sample

BSNL Bharti Airtel Overall

Academic Background
(X ) (X ) (X )
Under-Graduation 4.169 – 4.169
Graduation 4.132 4.047 4.089
Post-Graduation 4.068 3.688 3.878

In the above table, the Emotional Intelligence level of overall sample has

been demonstrated which divulges the difference in the mean scores of Emotional

Intelligence. Under-graduates show a mean score of 4.169 followed by graduates

(4.108) and post-graduates (3.819).

Table 5.12 reveal that there is a significant difference in the Emotional

Intelligence level on the basis of academic background at BSNL. As the calculated

value in BSNL i.e. F0.05 = 20.771 is greater than the table value F0.05 = 19.247, thus

the Emotional Intelligence level among three categories of academic background

significantly differ.

Table 5.12 : Emotional Intelligence based on Academic Background in BSNL

using ANOVA

Source of Variation SS df MS F (calculated value) F (table value)

Rows 0.094 4 0.023 20.771 19.247
Columns 0.026 2 0.013 11.572
Error 0.009 8 0.001
Total 0.12883 14

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Table 5.13 : Emotional Intelligence based on Academic Background in Bharti

Airtel using t-test

Variable t (calculated value)

Emotional Intelligence 7.633*
*indicates significant value at 1 percent level of significance

The above table 5.13 indicates the mean difference in the Emotional Intelligence of

the two groups in Bharti Airtel for which t-test was applied to study the statistical

difference. Since the calculated t-value 7.633 is greater than the table values of 1.97,

2.32 and 2.57 at 0.05, 0.01 and 0.001 level of significance, respectively. Thus, a

significant difference in the mean Emotional Intelligence of the graduates and post-

graduates was observed.

Further, in overall sample as shown in Table 5.14, ANOVA has been applied

showing calculated value F0.05 = 8.349 less than t0.05 (table value) = 19.247, thus

demonstrating insignificant difference in Emotional Intelligence on the basis of

academic background.

Table 5.14 : Emotional Intelligence based on Academic Background in

Overall Sample using ANOVA

Source of Variation SS Df MS F (calculated value) F (table value)

Rows 0.090 4 0.022 8.349 19.247
Columns 0.351 2 0.175 6.433
Error 0.002 8 0.0002
Total 0.443 14

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Section 6 : Comparison of Emotional Intelligence along Hierarchial Level

The Emotional Intelligence mean score in BSNL has been found to be

highest among the employees of top management with the mean score X = 4.494,

followed by middle management with mean score X = 4.133 and lower

management with mean score X = 4.125. However, in Bharti Airtel the lower

management is found to score high on Emotional Intelligence with mean score X =

4.313, followed by middle management having mean score X = 3.271 and top

management has mean score X = 3.097 as shown in Tables 5.15 and 5.16.

Table 5.15 : Emotional Intelligence based on Hierarchial Level in BSNL

BSNL
Emotional Quotient Mean
(X )
Top Management 4.494
Middle Management 4.133
Lower Management 4.125

Table 5.16 : Emotional Intelligence based on Hierarchial Level in Bharti

Airtel

Bharti Airtel
Emotional Quotient Mean
(X )
Top Management 3.097
Middle Management 3.271
Lower Management 4.313

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 [184]

Analysis of variance was also calculated to find the difference in Emotional

Intelligence level along hierarchial level across the overall sample. As can be seen

from the Table 5.17 given below, it can be inferred that as the calculated value F 0.05 =

20.199 is greater than the table value F0.05 = 18.513, there is a significant difference

in the mean Emotional Intelligence of the top, middle and lower management level

employees across the sample.

Table 5.17 : Emotional Intelligence based on Hierarchial Level in Overall

Sample using ANOVA

F(calculated
Source of Variation SS df MS F(table value)
value)
Rows 0.715 1 0.715 20.199 18.513
Columns 0.304 2 0.152 0.466
Error 0.650 2 0.325
Total 1.669 5

Section 7 : Comparison of Emotional Intelligence along Length of Service

Table 5.18 illustrates the Emotional Intelligence level in the overall sample

based on the length of service. The table shows the Emotional Intelligence level is

highest among the employees whose length of service is between 15-20 years of

experience with mean score X = 4.316, followed by mean scores of 4.183, 3.972,

3.953 and 3.678 in above 20 years, 0-5 years, 10-15 years and 5-10 years of

experience, respectively.

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In BSNL, the employees falling in the category of 10-15 years of experience

has scored the highest Emotional Intelligence mean score ( X ) of 4.272, while with

5-10 years of experience the employees has been found to have least Emotional

Intelligence with mean score ( X ) of 3.805. However, in Bharti Airtel, the highest

Emotional Intelligence mean score has been found among employees having length

of service of 15-20 years of experience with mean score X = 4.333, followed by 0-

5 years of experience and finally 5-10 years of experience has least Emotional

Intelligence mean score ( X ) of 3.552.

Table 5.18 : Emotional Intelligence based on Length of Service in BSNL,

Bharti Airtel and Overall Sample

Length of Service BSNL Bharti Airtel Overall

(years) (X ) (X ) (X )
0–5 3.941 4.003 3.972
5 – 10 3.805 3.552 3.678
10 – 15 4.272 3.634 3.953
15 – 20 4.030 4.333 4.316
Above 20 4.183 – 4.183

Analysis of variance reveals that there is insignificant difference in the mean

Emotional Intelligence of employees of BSNL and Bharti Airtel as the results in

Tables 5.19 and 5.20 revealed that the calculated value F 0.05 = 1.764 and 2.632 for

BSNL and Bharti Airtel, respectively which is found to be less than the table value F

= 6.388, thus showing an insignificant difference among employees across length of

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service. The same holds true in the overall sample as evident from Table 5.21 which

demonstrates that calculated value F0.05 = 5.239 is less than the table value F = 6.388.

Table 5.19 : Emotional Intelligence based on Length of Service in BSNL using

ANOVA

Source of Variation SS df MS F (calculated value) F (table value)

Rows 0.137 4 0.034 1.764 6.388
Columns 62.186 4 15.547 7.987
Error 0.311 16 0.019
Total 62.635 24

Table 5.20 : Emotional Intelligence based on Length of Service in Bharti

Airtel using ANOVA

Source of Variation SS df MS F (calculated value) F (table value)

Rows 0.208 4 0.052 2.632 6.388
Columns 0.697 4 0.174 2.886
Error 0.097 16 0.006
Total 1.002 24

Table 5.21 : Emotional Intelligence based on Length of Service in Overall

Sample using ANOVA

Source of Variation SS df MS F (calculated value) F (table-value)

Rows 0.280 4 0.070 5.239 6.388
Columns 0.381 4 0.095 7.125
Error 0.214 16 0.013
Total 0.875 24

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Section 8 : Comparison of Emotional Intelligence along Tenure of Service

It can be observed in the Table 5.22, the employees having tenure of service

in the present organisation between 15-20 years has the highest mean score ( X ) of

4.365 in BSNL, while in Bharti Airtel, the highest mean score ( X ) of 4.566 has

been shown by employees having tenure of service between 10-15 years in the said

organisation. The tenure of service of 5-10 years have shown the least mean score (

X ) of 3.960 and 3.402 in BSNL and Bharti Airtel organisations, respectively.

Table 5.22 : Emotional Intelligence based on Tenure of Service in BSNL,

Bharti Airtel and Overall Sample

Tenure of Service BSNL Bharti Airtel Overall

(years) (X ) (X ) (X )
0–5 4.064 3.890 3.977
5 – 10 3.960 3.402 3.681
10 – 15 4.182 4.566 4.374
15 – 20 4.365 – 4.365
Above 20 4.192 4.283 4.237

However, as presented in the above table, the maximum Emotional Intelligence

score in the overall sample has been shown by employees with tenure of service of

10-15 years in the present organisations with mean score X = 4.374, followed by

15-20 years with mean score X = 4.365.

Analysis of variance as presented in Table 5.23 shows that there is an

insignificant difference in Emotional Intelligence level of employees based on

tenure of service in the organisations under study. The calculated value F 0.05 = 5.275

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is less than the table value F = 6.388, from which it can be concluded that the

Emotional Intelligence mean score do not significantly differ.

Table 5.23 : Emotional Intelligence based on Tenure of Service in Overall

Sample using ANOVA

F(calculated
Source of Variation SS df MS f(table value)
value)
Rows 0.133 4 0.033 5.275 6.388
Columns 0.709 4 0.177 2.808
Error 0.101 16 0.006
Total 0.943 24

Emotional Intelligence and its Predictors

To explore the relationship between Emotional Intelligence and

organisational effectiveness, quality of work life and organisational productivity,

simple and multiple correlation analysis, regression analysis was done to cull out the

significant predictors of the independent variable, Emotional Intelligence (EI). With

Emotional Intelligence as the criterion, regression equations were seen for the total

sample as well as for the individual organisations under study. Emotional

Intelligence served as the independent variable while the variable that served as

dependent variables were entered as predictors, namely, Organizational

Effectiveness (OE), Quality of Work Life (QWL) and Organizational Productivity

(OP).

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1. Relationship of Emotional Intelligence with Organizational

Effectiveness: For the purpose of studying the relationship between the

Organizational Effectiveness (OE) and Emotional Intelligence (EI), simple

correlation has been applied as reflected in the Table 5.24 which is found to be

positive.

Table 5.24 : Correlation Matrix between Organizational Effectiveness and

Emotional Intelligence

Variables OE EI
OE 1
EI 0.582 1

Further, regression analysis was followed in which the organisational

effectiveness was considered as dependent variable and Emotional Intelligence was

made independent variable as shown in Table 5.25.

Table 5.25 : Regression Equation of Organizational Effectiveness on

Emotional Intelligence (V1)

Regression equation of OE on Emotional Intelligence (V1)

OE =  + 1V1, where V1 = Emotional Intelligence

Coefficients Standard Error t-stat

Intercept 3.886** 0.189 20.56
EI 0.777** 0.146 5.321
**indicates significant value at 1 percent level of significance

Multiple R = 0.582, R2 = 0.669, Adjusted R2 = 0.668, Standard Error = 0.415

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Thus, OE = 3.886 + 0.777 EI

From the table it can be inferred that when Emotional Intelligence is increased by

one unit, Organisational Effectiveness increases by 0.77. The value of R 2 as 0.669

explains 66% of the variance in the criterion variable. The findings suggest that

there is a significant difference between means across Organisational Effectiveness

and Emotional Intelligence. Accordingly, the hypothesis stands accepted.

2. Relationship of Emotional Intelligence with Quality of Work Life: Table

5.26 presents the regression analysis for the total sample. In the study, Quality of

Work Life has been taken as dependent variable while Emotional Intelligence as

independent variable. From the table it is evident from the value of R 2 = 0.116 of

variation in Quality of Work Life as accounted by the influence of Emotional

Intelligence. It explained 11% of the variance in the criterion variable. The table

depicts that when Emotional Intelligence is increased by one unit, Quality of Work

Life increases by .13.

The regression equation that can be summarized from the table is given below:-

QWL = 4.003 + 0.132 EI

Table 5.26 : Regression Equation of Quality of Work Life on Emotional

Intelligence

Coefficients Standard Error t-stat

Intercept 4.003 0.353 11.33
EI 0.132NS 0.086 1.541
NS
indicates insignificant value at 1 percent level of significance

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Multiple R = 0.082, R2 = 0.116, Adjusted R2 = 0.114, Standard Error = 0.772

3. Relationship of Emotional Intelligence with Organizational

Productivity: To study the relationship between Emotional Intelligence and

Organizational Productivity, regression equation was done, where Emotional

Intelligence was taken as the criterion and Organizational Productivity as the

predictor. The regression equation can be described as:-

OP =  + 1 (V1), where V1 = Emotional Intelligence

Thus, OP = 4.269 + 0.449 EI

Table 5.27 demonstrates that when Emotional Intelligence is increased by one unit,

Organizational Productivity increases by .44. 56% of variance (R 2 = 0.566) is

explained in the criterion variable as shown below:-

Table 5.27 : Regression Equation of Organizational Productivity on

Emotional Intelligence

Coefficients Standard Error t-stat

Intercept 4.269** 0.370 11.54
EI 0.449** 0.090 4.982
**indicates significant value at 1 percent level of significance

Multiple R = 0.257, R2 = 0.566, Adjusted R2 = 0.564, Standard Error = 0.810

4. Relationship of Emotional Intelligence with Organizational

Effectiveness, Quality of Work Life and Organizational Productivity: In the

study, multiple regression technique has been applied to study the joint influence of

Emotional Intelligence, Quality of Work Life and Organizational Productivity on

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Organizational Effectiveness as constructed in the Table 5.28. For the purpose of

studying the relationship among four dimensions, the overall Emotional Intelligence,

overall Quality of Work Life and overall Organizational Productivity have been

taken as explanatory variable whereas overall Organizational Effectiveness has been

taken as a dependent variable.

The average score for each of the dimension were regressed on the overall

Organizational Effectiveness score obtained for each respondent surveyed. The beta

() coefficients provided the relative importance. The dimension with the largest

coefficient represents the most important dimension in terms of its influence on

overall Organizational Effectiveness. The next largest coefficient represents the

second most influential dimension and so forth.

Table 5.28 : Regression Equation of Organizational Effectiveness on

Emotional Intelligence (V1), Quality of Work Life (V2) and

Organizational Productivity (V3)

Independent Variables R2/sig  Sig T Order of Importance

EI 0.610 1.995** 1
QWL 0.793 0.344 12.15** 3
OP 0.453 3.333** 2
**indicates significant value at 5 percent level of significance

Regression equation of OE on EI (V1), QWL (V2) and OP (V3)

OE =  + 1V1 + 2V2 + 3V3,

Where V1 = EI, V2 = QWL and V3 = OP

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The results of Table 5.28 can be summarized as regression equation given

below:-

OE = 2.885 + 0.610 (EI) + 0.344 (QWL) + 0.453 (OP)

All the factors were found to be significant and remained in the equation explained

Organizational Effectiveness. The higher the beta coefficient, more the contribution

of factors in explaining the Organizational Effectiveness.

As shown in the table above, the results indicate that Organizational

Effectiveness is influenced by all the three dimensions with Emotional Intelligence

as the most important dimension, -coefficient = 0.610 and Quality of Work Life

appearing to be the least important (with -coefficient = 0.344).

It is also evident from the value of R 2 that variation in Organizational

Effectiveness is accounted by the joint influence of variables of Emotional

Intelligence, Quality of Work Life and Organizational Productivity explaining 79%

of the variance in the criterion variable.

Emotional Intelligence – Interpretation and Analysis