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CHAPTER – III

PRESENT RESEARCH FOCUS, OBJECTIVES,

RESEARCH DESIGN AND METHODOLGY

This chapter states the utility and purpose of the research, its aims, objectives

and assumptions that have been tested, verified and validated. This chapter also

highlights the development and administration of standarised questionnaire for

employees of BSNL and Bharti Tele-Ventures Limited in Jammu and Chandigarh to

measure Emotional Intelligence and Motivation. Also, a separate

questionnaire/instrument used to measure communication styles, organisational

effectiveness and productivity and quality of work life is also discussed in this

chapter. This chapter deals with the Research Design and the Methodology followed

in this research.

PRESENT STUDY: NEED AND RELEVANCE

Organisations, these days, are placing great emphasis on emotional quotient.

Besides, other parameters like educational background, expertise, competence etc.,

organisations are attaching much weightage to measure of emotional quotient so as

to ensure personality-job fit for obtaining higher levels of satisfaction and

performance. The focus is primarily on personal qualities such as initiative and

empathy, motivation and awareness all of which constitute emotional quotient.

Increasingly, more companies are realising that encouraging Emotional Intelligence

skills is a vital component of their management philosophy. An organisation does

Present Research Focus, Objectives……

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not compete with products: how well it uses its people is more important for its

survival. Emotional quotient can be a valuable tool for HR practitioners and

managers because of its wide applicability to a host of work place issues including

job satisfaction, absenteeism, organisational commitment, organisational citizenship

(Cooper and Sawaf, 1997; Megerian and Susik, 1996; Wright and Staw, 1999). The

principles of emotional quotient can help employees become better team players,

show greater creativity in their work and increase overall productivity through the

powerful techniques of integrating and applying Emotional Intelligence at the work

place. Further it is understood that communication and motivational and behavioural

patterns to a large extent are dependent on the emotional state of an individual. An

emotional state increases the efficiency of an employee if he interprets it positively

rather than negatively. Researches have shown that Emotional Intelligence skills are

synergistic with both motivational and behavioural patterns and communication.

Once an individual has learned to accept his emotional self, every facet of his work

life will benefit. His quality of life gets improved. Being unaware of emotions and

not able to recognise and value feelings and act honestly with them, it is not possible

to get along with others and motivate others. If a person is emotionally intelligent he

has the ability to understand himself and other people: what motivates them, how

they work and how they communicate. The act of influencing people entails

handling their emotions. People with high Emotional Intelligence are skilled at

sending emotional signals, which make them powerful communicators and lead to

increased productivity, managerial effectiveness and organisational development.

How one feels at a time when communication is received influences the way one

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interpret it. A communication breakdown often occurs due to failure in recognising

and dealing with intrapersonal factor of emotion.

DEMOGRAPHIC OBJECTIVE HYPOTHESIS

VARIABLES

Motivational
and
Behavioural Patterns

Gender Organisational
Effectiveness

Age Emotional Intelligence H1

Components H2
Total Length
of Service
Quality of Work Life
Tenure of and
Service in Organisational
Present Job Productivity

Communication Style
Qualification

Hierarchial Level

THE ACTOR EMOTIONAL PERFORMANCE

INTELLIGENCE OUTPUTS

Fig. 3.1 : Research Model for Present Study

Thus, the foregoing discussion supports that dealing objectively with

emotions is extremely important for the productive management of organisations.

The need of fostering Emotional Intelligence among employees is all the more great

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in view of its relationship with behavioural response as understood in terms of

motivation, communication and other such related dimensions. The foregoing

argument also justifies the relevance of study in the wake of today’s changing and

volatile context where human resource with emotional stability and intelligence

would be able to cope effectively with the transformations to the utmost benefit of

corporations.

OBJECTIVES OF THE STUDY

The broad objectives that were the focus for the present research work are as

under:-

1. To study the domain of Emotional Intelligence among employees in

organisations under study.

2. To evaluate the motivational and behavioural patterns among select

employees.

3. To examine communication styles and its relationship with Emotional

Intelligence.

4. To critically evaluate the effect of Emotional Intelligence on motivational

behaviour so as to suggest a framework for improving organisational

effectiveness.

HYPOTHESES

The following hypothesis were laid down in the light of above mentioned

objectives :-

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1. Organisational effectiveness to a large extent is a function of emotional state

of employees.

2. Emotional Intelligence and emotional state of an individual impacts the

quality of life and organisational productivity.

SCOPE OF THE STUDY

The study was confined to the employees of the service industry, namely

Bharat Sanchar Nigam Limited (BSNL) and Bharti Airtel Limited formally known

as Bharti Tele-Ventures Limited in Jammu and Chandigarh. The total sample for the

present study comprised 30 percent of the total population. The sample strength held

true in case of both the organisations. The employees were randomly selected from

all the three levels i.e. top-level, middle-level and lower-level of organisations under

the study.

RESEARCH METHODOLOGY

Sampling :

The data was collected from the employees of BSNL and Bharti Airtel

Limited. The field of our study concentrated in two cities of northern region of

India, namely Jammu and Chandigarh.

For the purpose of this study, the total manpower strength of employees in

BSNL was 827 and 1335 in Jammu and Chandigarh respectively, while in Bharti

Airtel Limited the total manpower strength was 159 and 528 in Jammu and

Chandigarh respectively, as on March 1, 2007. Since the total number of employees

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in study organisations is too large to be covered by an individual research, for such

purpose stratified random sampling technique was used to draw the sample of

respondents. The essential requirements of any empirical study are that sample

should be chosen in such a manner that the results of the investigation should be

generalized and the sample selected from the population should be representative of

it. The best assurance that a sample will be representative is to select in such a way

that every member of population is likely to be included in the sample equally.

Therefore, the selection of respondents was obtained from the HRD Departments of

the respective organisations. The list of executives was serialized alphabetically, out

of which a sample was drawn using random number tables.

In BSNL, the total universe was N = 1642 (excluding Group D employees)

with 780 from Jammu and 862 from Chandigarh. Out of which, 30 percent of the

total population were chosen on the basis of stratified random sampling, making a

total sample of n = 493 and questionnaires were administered to them. The total

number of questionnaires from BSNL received was 341, making a response rate of

69 percent. Similarly in Bharti Airtel Limited, the total universe was N = 687, with

159 from Jammu and 528 from Chandigarh. Out of which 30 percent of universe

was drawn as sample, where n = 206. The total number of questionnaires received

from Bharti Airtel Limited was 155, making a response rate of 75.2 percent. In

nutshell, the total number of respondents in both public sector and private sector are

N = 2329, where 30 percent of the universe make a sample of n = 699, and a

response rate of approximately 70 percent. The sample profile of executives is given

in the table.

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Table 3.1 : Strength of Human Resource Sample Questionnaires

Staff BSNL Bharti Airtel Grand Total

Top Management 42 16 58
Middle Management 361 324 685
Lower Management 1239 347 1586
Non-Manager 220 – 220
*
Group D excluded from the sample in BSNL

Table 3.2 : Sample Features for Present Study

Staff BSNL Bharti Airtel Grand Total

Top 13 5 18
Middle 108 97 205
Lower 372 104 476

In BSNL, Group A represent the top management while Group B represent

the middle management and Group C and Group D represent the lower

management. Accordingly, the designations included in the top management are

Chief General Manager, General Manager and Divisional General Manager. Middle

management comprises of Junior Telecom Officer, Chief Account Officer, Account

Officer, Junior Account Officer, Divisional Engineer, Assistant Director, Assistant

General Manager. The lower management i.e. Group C included technical and non-

technical staff. The technical staff comprise of Telecom Transmission Assistant,

Telephone Mechanic, while non-technical staff include Senior Telecom Officer,

Assistant Chief Senior Section Supervisor, Section Supervisor Officer, Telecom

Officer Assistant. The Group D includes the peons, sweepers, cleaners etc. since the

individuals in Group D were uneducated so they were dropped from the sample as

the questionnaire was not at all understandable to them.

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In Bharti Airtel, organisational hierarchy has been divided into four bands,

namely B3, B2, B1 and F band, where B1 represent top management, B2 and B1

represent middle management and F band repesents the lower management. The B3

band comprise of General Manager, Vice President and Senior Vice President. The

B2 band includes the Senior Manager and Deputy General Manager. B1 consist of

Assistant Manager, Manager and Young Leader, while F band include Senior

Executives and Executives.

In order to have a clear picture, total employee strength and sample feature

taken for study purpose in sample study organisation are presented in the table.

Table 3.3 : Data Analysis Frame

Staff Hierarchies Organisation Strength

BSNL 13
Top
Bharti Airtel 5
Manager
BSNL 108
Middle
Bharti Airtel 97
BSNL 372
Non-Manager Lower
Bharti Airtel 104

INSTRUMENT USED AND ADMINISTRATION

In order to elicit the required information from the employees of sample

study organisations regarding their Emotional Intelligence level, motivational level,

communication style, organisational effectiveness and productivity, the data was

collected by using questionnaire and standardized test/scales.

The questionnaire had six sections. The first section “Section A” is about

Emotional Intelligence. The second section “Section B” is about Motivation. The

third section “Section C” is about the Communication Style, the fourth section

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“Section D” is about Organisational Effectiveness while “Section E” and F” is about

Quality of Work Life and Organisation Productivity, respectively. The questionnaire

contains various questions in each section relevant to important dimensions of

Emotional Intelligence, motivation, communication, organisational effectiveness,

quality of work life and organisational productivity.

Further, the questionnaire contains demographic variables such as gender,

age, education background, hierarchial level, total length of service and also years

spent in the current organisation. These demographic variables were evaluated to

determine their effect on the Emotional Intelligence, motivational score as well as

the communication style of the respondents under study.

DESCRIPTION OF TESTS

The following questionnaire and standardized tests/scales have been used to

measure Emotional Intelligence, motivation, communication styles, organisational

effectiveness and productivity and quality of work life.

1. Emotional Intelligence Questionnaire : A standardized scale of Emotional

Intelligence has been used for the present study. The Emotional Intelligence scale

has been developed by Singh (2004), designed to measure one’s ability to monitor

one’s own and others emotions to understand and manage intrapersonal and

interpersonal actions. The aim was to make available a tool to measure Emotional

Intelligence in Indian setting. He has followed Goleman’s (1998a) model of

Emotional Intelligence and attempted to measure core dimensions of Emotional

Intelligence namely, self-awareness, self-regulation, motivation, empathy and social

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skill. The questionnaire consist of 60 statements in which each core dimension

consists of 12 statements in all. Response categories were on 5-point scale from

‘Always’ to ‘Never’. These 60 statements were sub-classified into 25 emotional

competencies namely,

(a) Self-Awareness: Knowing one’s internal state, preference, resource and

intuition.

 Emotional self-awareness: Recognizing one’s emotions and their

effects.

 Accurate self-assessment: Knowing one’s strengths and limits.

 Self-confidence: A strong sense of one’s self-worth and capabilities.

(b) Self-Regulation: Managing one’s internal state, impulses and resources.

 Self-control: Keeping disruptive emotions and impulses in check.

 Trusthworthiness: Maintaining standards of honesty and integrity.

 Conscientiousness: Taking responsibility for personal performance.

 Adaptability: Flexibility in handling change.

 Innovation: Being comfortable with novel ideas, approach and new

information.

(c) Self-Motivation: Emotional tendencies that guide or facilitate reaching

goals.

 Achievement drive: Striving to improve or meet or facilitate reaching

goals.

 Commitment: Aligning with the goals of the group or organisation.

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 Initiative: Readiness to act on opportunities.

 Optimism: Persistence in pursuing goal despite obstacles and

setbacks.

B. Social Competence:

(d) Empathy: These competencies determine how we handle relationships. It

encompasses the following interpersonal skills.

 Understanding others: Sensing others feelings and perspectives and

taking an active interest in their concern. It is awareness of others

feelings, needs and concerns.

 Developing others: Sensing others’ development needs and bolstering

their abilities.

 Service orientation: Anticipating, recognizing and meeting customer

needs.

 Leveraging diversity: Cultivating opportunities through different

kinds of people.

 Political awareness: Reading a group’s emotional currents and power

relationships.

(e) Social Skills: It encompasses competencies of:

 Influence: Wielding effective tactics for persuasion.

 Communication: Listening openly and sending convincing messages.

 Conflict management: Negotiating and resolving disagreements.

 Leadership: Inspiring and guiding individuals and groups.

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 Change catalyst: Initiating or maintaining change.

 Building bonds: Nurturing instrumental relationships.

 Collaboration and cooperation: Working with others toward shared

goals.

 Team capabilities: Creating group synergy in pursuing collective

goal.

The alpha-reliability for each of the core dimension came to be .71, .83, .80, .83

and .87, respectively.

Table 3.4 : Reliability Coefficient of Emotional Intelligence Scale

Dimension Items (n) Alpha ()*

A. Self Awareness 12 .71
B. Self Regulation 12 .83
C. Motivation 12 .80
D. Empathy 12 .83
E. Social Skills 12 .87
* values of 0.70 and above testifies strong reliability of scale

2. Motivation Questionnaire : A standardized work motivation questionnaire

has been used for the research purpose. The questionnaire has been developed by Dr

K.G. Agrawal (New Delhi) published by National Psychological Corporation, Agra.

The questionnaire has application in the area of management and industrial

psychology. The scale has practical utility for measuring the work motivation both

intrinsic and extrinsic and satisfaction of the employees of different strata in any

industry or organisation. The questionnaire consist of 26 items namely,

(i) Overall job satisfaction (ii) Pay

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(iii) Rest (iv) Promotion

(v) Benefits (vi) Work

(vii) Pattern of working (viii) Work environment

(ix) Chance to learn (x) Chance to use abilities

(xi) Choice for change (xii) Decision

(xiii) Assignment planning (xiv) Help from peers

(xv) Encouragement (xvi) Directions

(xvii) Criticism (xviii) Harassment

(xix) Trust (xx) Informal relations

(xxi) Help from immediate superior (xxii) Group cooperation

(xxiii) Recognition (xxiv) Responsibility

(xxv) Freedom for planning (xxvi) Work worth

All the items were rated on 5-point scale. Since the items were likert type, summated

scoring is done by assigning 5 to the most positive response and 1 to extreme

negative response. So in this way scores 5, 4, 3, 2, 1 were given to each item. The

scoring scheme is, thus, from Measures Work Motivation Fully to Does Not

Measure Work Motivation. Internal consistency of the instrument was found out by

Split Half Method. The reliability co-efficient by Spearman Brown formula was

very high i.e. .994.

Table 3.5 : Reliability Coefficient of Motivational Scale

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No. of items (n) [117]
26
Cronbach Alpha ()* 0.994
* values of 0.70 and above testifies strong reliability of scale

In order to find out the factorial validity all the items were factor analysed

using principal component method. Rotations were carried out by Varimax Criterion.

Six factors were identified i.e. dependence, organisational orientation, work group

relations, psychological incentives, material incentives and job situation. All the

factors measured work motivation for which questionnaire was purported to

measure.

Dependence : Item No. : 15, 16, 17, 18, 20, 21, 22, 23

Organisational Orientation : Item No. : 1, 5, 8, 11, 12, 13

Work Group Relations : Item No. : 6, 14, 19, 20

Psychological Incentives : Item No. : 2, 23, 24, 25, 26

Material Incentives : Item No. : 2, 3, 4, 5

Job Situation : Item No. : 7, 9, 10

3. Communication Style Questionnaire : Individuals differ in their personal

communication style – that is the consistent ways that people go about

communicating. Keeping this in view, the communication styles has been studied

under six common styles (Greenberg and Baron, 2003) :-

(i) The Noble : Such individuals tend not to filter what they are thinking; they

come right out and say what’s on their minds.

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(ii) The Socratic : These people believe in carefully discussing things before

making any discussions.

(iii) The Reflective : These individuals are concerned with the interpersonal

aspects of communication. They do not wish to offend others and they are

great listeners.

(iv) The Magistrate : This style is a mix of Noble and Socratic. They tell exactly

what one thinks and tend to have air of superiority about them.

(v) The Candidate : This style is a mix between Socratic and Reflective. The

candidates tend to be warm and supportive and while also being analytical

and chatty.

(vi) The Senator : A Senator has developed both the Noble and Reflective style.

They do not mix the styles, rather they move back and forth between the two

as needed.

Thus, the questionnaire has been designed to assess one’s communication style. It

consist of 18 statements of which first six statements measure the noble

communication style. The second six statements measure the socratic

communication style while the last six statements measure the reflective

communication style. The last three communication style mentioned above represent

the mixed styles. Response categories were on 5-point scale where 5 stood for

strongly agree and 1 stood for strongly disagree. Since the scale was not

standardized, hence a pilot study was undertaken. The alpha-reliability came to be

0.836.

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Table 3.6 : Reliability Coefficient of Communication Style Scale

No. of items (n) 18

Cronbach Alpha ()* 0.836
* values of 0.70 and above testifies strong reliability of scale

4. Organisational Effectiveness and Productivity Questionnaire :

Organisation effectiveness was measured through a 21 item questionnaire taken

from Sinha (1992) and based on the work of Sutton and Ford (1982). However, few

of the items were not applicable in the service industry, therefore, they were dropped

resulting into 14-item questionnaire. Response categories were on 5-point scale from

‘Fully’ to ‘Not At All’. The scale has four factors that were called :-

(i) Profit and growth related organisational effectiveness

(ii) Resource acquisition related organisational effectiveness

(iii) Perceived overall organisational effectiveness

(iv) Human resource related organisational effectiveness

The factor structure of first factor indicate profit and growth of the organisation

perceived by the employees of the organisation. The factor structure of second and

fourth factor indicate to a theme of acquisition of resources for the purpose of

greater production. The factor structure of third factor indicate the effectiveness of

the organisation as a whole in dealing with daily problems and getting things done

effectively.

Organisation productivity has been measured through a four-item scale based

on the work of Spreitzer and Mishra (1999). The factor structure indicate the

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innovation and morale of the employees for better organisation performance.

Productivity is considered as a part of effectiveness which is a broader concept.

Since the scale was not standardized, hence a pilot study was undertaken. The alpha-

reliability came to be 0.874 and 0.796 for organisational effectiveness and

organisational productivity, respectively.

Table 3.7 : Reliability Coefficient of Organisational Effectiveness Scale

No. of items (n) 14

Cronbach Alpha ()* 0.874
* values of 0.70 and above testifies strong reliability of scale

Table 3.8 : Reliability Coefficient of Organisational Productivity Scale

No. of items (n) 4

Cronbach Alpha ()* 0.796
* values of 0.70 and above testifies strong reliability of scale

5. Quality of Work Life Questionnaire : The questionnaire is based on the

work of Singh (2004). The questionnaire consist of 6-items namely, organisational

commitment, perceived success, work satisfaction, relationship satisfation, work

culture and peace, happiness and well-being. All the items well rated on 5-point

scale. The scoring scheme is from ‘Highly Satisfied’ to ‘Highly Dissatisfied’. The

alpha-reliability came to be 0.893.

Table 3.9 : Reliability Coefficient of Quality of Work Life Scale

No. of items (n) 6

Cronbach Alpha ()* 0.893
* values of 0.70 and above testifies strong reliability of scale

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SOURCES AND COLLECTION OF DATA

The study is based on both primary and secondary data, tapped from various

sources. Primary data was collected through a structured questionnaire and was

administered on sample respondents (for details refer to the appendices). For

verifying the issues stated in the hypotheses, a detailed survey of the three levels of

BSNL and Bharti Airtel in Jammu and Chandigarh was undertaken to generate the

required data on level of Emotional Intelligence, motivation level and the personal

communication style possessed by the employees in the organisation selected for the

study. Collection of primary data was a challenging and cumbersome task, as

questionnaires were administered and collected personally. The employees of the

organisations under study were cooperative, sparring time for discussions and giving

suggestions, with few executives very busy and not giving a positive response at

times.

Every questionnaire was attached with a request highlighting the nature and

purpose of the research work. The participation and willingness to cooperate was

sought for before administering them the questionnaires. Finally, the questionnaires

were administered to respondents. They were given the questionnaires in a booklet

form and requested to respond to them truthfully. They were assured that the results

and information obtained would be kept strictly confidential and used for research

purpose only. The technique of answering was verbally explained to the subjects.

They were requested to respond to each item on all the scales and there was no

correct responses and every response was individually significant. Because of the

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length of the test, each respondent took about 45 minutes to complete. Inspite of this

no attempt was made to reduce the length of the questionnaire as it was felt this

might affect the validity of the test.

In addition to this, informal discussions were also held with some prominent

professionals, subject matter specialists and practitioners, which have proved to be

of great help to the scholar in clarifying the preconceived notions and ambiguities.

The secondary data was also collected from various sources such as in-house

reports and periodicals of select organisations, journals, books, magazines,

publications pertaining to management and researches done in the field, and many

other sources for suitability, reliability, adequacy and accuracy of the data for the

study. In addition, the secondary data has also been culled from the annual financial

accounts, the corporate plan and other reports maintained at the unit level. The other

secondary data used in the study have been collected from published and

unpublished documents, reports, statistical handbooks, annual reports and

manuscripts of select organisations. The researcher also visited libraries of Faculty

of Management Studies, Delhi University; Indian Institute of Public Administration

(IIPA), New Delhi; Management Development Institute, Gurgaon; Department of

Management Studies, Punjab University, Chandigarh; Department of Psychology,

Jawahar Lal Nehru University, New Delhi; Indian Council for Social Sciences

Research (ICSSR), New Delhi; National Council Educational Research Training

(NCERT), New Delhi; Department of Management Studies, IIT, New Delhi; NIILM

Centre for Management Studies, New Delhi; Amity University, New Delhi; Jamia

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Millia University (JMU), New Delhi; and International Management Institute, New

Delhi for collection of data. Moreover, online internet surfing was undertaken for

the purpose of collecting latest research work.

In all, both the primary as well as secondary data was adequately collected to

fulfill all the requirements of the present study.

PROCESSING, DATA PRESENTATION AND APPLICATION OF

STATISTICAL TECHNIQUES

The data of all the respondents from both the organisations was pooled and

tabulated in Microsoft Excel with the help of computers, which was categorised into

three levels of management i.e. top, middle and lower level. The data were

subsequently subjected to various statistical tools, with the help of 'SPSS' statistical

package. Statistical data has been presented in the form of tables and graphs. In the

tabular form, the classification of data has been made with reference to other

variables. The graphs are used as a visual form of presentation of data. The

tabulation is kept simple aiding in analysis of relationships, trends and other

summarization of obtained data. The appropriate statistical tools like Percentages,

Means, Standard Deviations, ‘t’-ratio, Correlation, Regression Analysis, Analysis of

Variance (ANOVA) were applied to check and support the objectives and hypothesis

which helped in drawing inferences and conclusions for the study.

DESCRIPTION OF THE STATISTICAL TECHNIQUES USED

To arrive at certain conclusions in the present investigation, following

statistical tools were applied for the analysis of the data. These are :-

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(a) Descriptive Analysis : Measures of central tendency such as Means,

Standard Deviations were worked out to study the nature and distribution of scores

on the various variables. Mean score has two related meanings, the arithmetic mean

and the expected value of a random variable, which is also called the population

mean. For a data set, the mean is the sum of the observations divided by the number

of observations. The higher mean score and percentage across the statements

indicates that Emotional Intelligence is perceived/experienced higher in the

organisation and the lower mean scores and percentage across the statements means

that employees have a poor level of Emotional Intelligence.

The mean is often quoted along with the standard deviation: the mean

describes the central location of the data, and the standard deviation describes the

spread.

(b) ‘t’-test : In order to study the level of Emotional Intelligence of two groups

viz. public and private sector, ‘t’-test was carried out. The statistic ‘t’ has been

developed by William S. Gosset and its distribution has been referred to as student’s

distribution or student’s distribution of ‘t’ as he published his discovery in 1905

under the pen name ‘student’. ‘t’-test is used to attach a statistical significance of

difference or no difference. Sometimes it is desired to test whether the two different

samples with different mean values are drawn from same population or from two

different populations with same means. Here a choice is made between two

alternatives, whether (i) to accept the null hypothesis (it means no difference

between the sample means) i.e. the observed differences have occurred by chance or

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(ii) to reject the null hypothesis i.e. the difference between the means of the two

samples is statistically significant, thus making necessary amendments to find out

which of the two means is significantly greater than the other and to what extent it is

greater.

(c) Correlation Analysis : The relationship between the dimensions of

independent variables viz. motivation, communication style and the dependent

variable of Emotional Intelligence was analysed by the Pearson Correlation.

Correlation analysis is both square and symmetric. It is a square analysis because it

has as many rows as columns. It is symmetric because the principal diagonal of R is

composed of 1’s and the values below this diagonal are equal to those above the

diagonal except that the numbers are transposed. A correlation analysis summarizes

the inter-relationship among a set of variables. Coefficient of correlation invented by

Pearson in 1896 is helpful in ascertaining the strength of relationship between the

two variables.

In behavioural science, a measure of association is helpful in theoretical

areas, such as the study of individual differences, and in practical problems, such as

determining predictors of success for on-the-job performance. The two basic tasks

are (i) determining the degree of association between two variables and (ii)

predicting a person’s standing in one variable when we know the standing in an

associated variable.

The Pearson product-moment correlation coefficient, ‘r’, is the most

commonly used measure of association when two quantitative variables are

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characterized by a linear (straight-line) relationship. It reflects agreement between

relative standing in one variable and relative standing in the other and so is an index

of how well bivariate data points hug the straight line of best fit. The sign of the

coefficient specifies whether the two variables are positively or negatively

(inversely) related. The magnitude of the coefficient varies from zero when no

association is present to ± 1.00 when the correlation is perfect.

Spearman’s correlation, ‘rs’, can be used in place of Pearson’s ‘r’ if the paired

observations are converted to ranks.

A degree of correlation between two variables means that they vary together

to some extent, but it does not necessarily mean hat a causal relationship exists

between them. There is no such thing as the correlation between two variables.

Many factors may influence the correlation coefficient’s value. It is sensitive to the

range of talent (variability) characterizing the measurements of the two variables.

Like other statistics, it is also subject to sampling variation. Variation from sample to

sample will, as usual, be greater when samples are small than when they are large.

The value of ‘r’ also depends on how the variables were measured and on the

conditions under which the measurements were obtained.

Although the Pearson correlation coefficient is the index most frequently

encountered with bivariate data, other indices does exist.

(d) Multiple Regression Analysis : The stepwise multiple regression analysis

was done to determine the relative contribution of independent variables of

motivation, communication style, organisational effectiveness, organisational

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productivity on the dependent variable of Emotional Intelligence. Regression

analysis examines the relation of a dependent variable (response variable) to

specified independent variables (explanatory variables). The mathematical model of

their relationship is the regression equation. The dependent variable is modeled as a

random variable because of uncertainty as to its value, given only the value of each

independent variable. A regression equation contains estimates of one or more

hypothesized regression parameters (“constants”). These estimates are constructed

using data for the variables, from a sample. The estimates measure the relationship

between the dependent variable and each of the independent variables. They also

allow estimating the value of the dependent variable for a given value of each

respective independent variable.

Commonly used checks of goodness of fit include R-squared, analysis of the

pattern of residuals and construction of an ANOVA table. Statistical significance is

checked by an F-test of the overall fit, followed by t-tests of individual parameters.

The general purpose of multiple regressions (the term was first used by Pearson,

1908) is to learn more about the relationship between several independent or

predictor variables and a dependent or criterion variable. The regression coefficients

(or  coefficients) represent the independent contributions of each independent

variable to the prediction of the dependent variable. The deviation of a particular

point from the regression line (its predicted value) is called the residual value. The

smaller the variability of the residual values around the regression line relative to the

overall variability, the better is our prediction. Customarily, the degree to which two

or more predictors (independent or X variables) are related to the dependent (Y)

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variable is expressed in the correlation coefficient R, which is the square root of R-

square.

(e) Analysis of Variance (ANOVA) : This statistical procedure has been

developed by Sir Bonald Fisher in 1920s, designed to aid in hypothesis testing.

Despite its name, analysis of variance is really a test about means (at least in its

simplest forms). One way ANOVA may be considered an extension of the ‘t’ test to

problems involving more than two groups, or conversely, the ‘t’ test may be thought

of as a special use of one-way ANOVA.

ANOVA employs the sum of squares (SS) as the basic unit of measurement.

In one-way ANOVA for independently drawn groups, the total sum of squares

(SStotal) for all scores (across all groups) is partitioned into two parts: SS within, a

measure of the within-group variation of individual scores, and SS between, a measure

of the variation of sample means among groups. To derive variance estimates, we

divide SS’s by their degree of freedom. When null hypothesis (H 0) is true (A = B =

C …), both types of variance estimate inherent variation, which reflects the

variation in behaviour of individuals tested under identical condition. Thus, when H 0

is true, S2w and S2bet should be equal within the limits of sampling error. When H0 is

false, the within-groups variance is unaffected (because all subjects within a group

are still tested identically), but the between-groups variance now reflects the

inherent variance plus differential treatment effect. The greater the treatment effect,

the greater the value of S2bet.

ANOVA examines the ratio (called the F ratio in honour of Fisher) of these

two independent variance estimates. If H0 is true, F = S2bet / S2w will approximate

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unity; if H0 is false, F will be greater than unity (a result of the differential treatment

effect reflected in S2bet). There is a family of theoretical F distribution that depend on

the degrees of freedom for both S2bet and S2w. As was the case with the ‘t’-test.

ANOVA is based on the assumptions of random sampling, normally distributed

populations of scores, and homogeneity of variance. The alternative hypothesis (H A)

states only that the group means are unequal in some (any) way.

Present Research Focus, Objectives……