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Comparative Study

| Published: December 22, 2013

A Comparative Study of Emotional Intelligence on Well-Being & Employee Behaviour

Rohit Sharma

Research Scholar, Department of Psychology, University of Rajasthan, Jaipur, India Google Scholar More about the auther

, Kalpna Prabhakar

Research Scholar, Department of Psychology, University of Rajasthan, Jaipur, India Google Scholar More about the auther

, Prof. A. V. S. Madnavat

Professor, Department of Psychology, University of Rajasthan, Jaipur, India Google Scholar More about the auther

DIP: 18.01.505/20130101

DOI: 10.25215/0101.505

ABSTRACT

Well-being, is a general term for the condition of an individual or group, for example their social, economic, psychological, spiritual or medical state; a high level of well-being means in some sense the individual or group’s condition is positive, while low well-being is associated with negative happenings., an individual puts in a large part of his life and time to cope up with turbulent changes, emphasizing the role of emotional intelligence in well being and employee behavior critical to effective job performance. The present study proposes to investigate how emotional intelligence contributes to well being of individuals which in turn affects their behavior. It’s sample size of 90 employees were administered a standardized emotional intelligence scale and general well being questionnaire. Data on employee behavior was collected from direct line managers to assess the job performance of the young professionals and the results were analyzed and interpreted with the help of appropriate statistical tools. The results showed a significant correlation between Emotional Intelligence and general wellbeing and both in turn contributed to employee behavior which is critical to job performance. The paper concludes with a discussion of the implications of these findings together with limitations of the study and avenues for future research.

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Rohit Sharma @ rohit.crc@gmail.com

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Article Overview

ISSN 2348-5396

ISSN 2349-3429

18.01.505/20130101

10.25215/0101.505

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Published in   Towards to Innovation