7.5 Assessing of Emotional Intelligence competence by competence
7.5.2. Self-Regulation/management of emotions
7.5.2.5 Extent to which respondents manage their effort to be productive in their work. 150
In work situations there are inevitably instances when work is difficult or conditions under which one working are discouraging. In such a case, how do respondents maintain their usual productive effort?
Table 7.22 ZESCO ZAMTEL BOTH COMPANIES
ASSESSMENT DECISION
Frequency Percent Frequency Percent Frequency Percent
Nothing 1 2 7 1 3 3 5 Very little 2 3 11 7 24 10 17 Fair 3 12 43 14 47 26 45 Much 4 6 21 6 20 12 21 Very Much 5 5 18 1 3 6 10 Did not Respond 0 0 1 3 1 2 TOTAL 28 100 30 100 58 100
151 The statistics of respondents at both the companies indicate that ‘very much’ effort is put in. The total percentage of those who put in a lot of effort is 55 percent and about 33 percent put in ‘much’ effort. The percentage of those who put a little effort is only 2 percent. The rest are those who put in a fair effort. Comparatively there is very little difference in the answers of respondents of both companies.
7.5.3 Social Awareness of others’ emotions.
In social awareness, respondents were being requested to give their views on how emotional intelligence makes them realize that there are other people besides themselves.
Their emotions have an affect on other people who also had their own emotions and feelings. Correspondingly any two persons at a work place are each one of them unique and different. In spite of these differences common ground must be found to attain both organization and personal goals.
7.5.3.1 Extent of realization by respondents of their feelings effect on other people around them.
The table shows a very fortunate attitude of the respondents. 83 percent of respondents agree that our emotions and feelings have a great effect on other people around us. Our
Table 7.23 ZESCO ZAMTEL BOTH COMPANIES
ASSESSMENT.
DECISION
Frequency Percent Frequency Percent Frequency Percent
Nothing 1 0 0 0 0 0 0 Very little 2 1 3 1 3 2 4 Fair 3 3 11 2 7 5 9 Much 4 8 29 11 37 19 32 Very Much 5 16 57 16 53 32 55 TOTAL 28 100 30 100 58 100
152 behaviour or way of conduct in the work place can either increase or reduce performance of those who work with us.
At ZESCO the response was 86 percent in acknowledging that our actions can motivate or de-motivate others while at ZAMTEL the response in affirmation is 80 percent. It is only at ZESCO were one respondent indicated that there was ‘little effort’ made.
7.5.3.2 Frequency of challenge by other people on respondent’s attitude to their issues at work?
As earlier discussed, people are different in their looks and emotional make up. Even their outlook on issues at work will be different. The more frequent these challenges from other people are, the more differences there will be between them. It is also a question of how respondents rise to the occasions as they present themselves.
Table 7.24 ZESCO ZAMTEL BOTH COMPANIES
ASSESSMENT DECISION
Frequency Percent Frequency Percent Frequency Percent
Nothing 1 3 10 0 0 3 5 Very little 2 1 4 0 0 1 2 Fair 3 0 0 6 20 6 10 Much 4 12 43 13 43 25 43 Very Much 5 12 43 11 37 23 40 TOTAL 28 100 30 100 58 100
Table 7.25 ZESCO ZAMTEL BOTH COMPANIES
ASSESSMENT DECISION
Frequency Percent Frequency Percent Frequency Percent
Nothing 1 7 25 4 13 11 19 Very little 2 10 36 16 53 26 45 Fair 3 7 25 6 20 13 23 Much 4 4 14 2 7 6 10 Very Much 5 0 0 2 7 2 3 TOTAL 28 100 30 100 58 100
153 The distribution of responses has shifted to the right. On average 23 percent of respondents at both firms, said that the frequency of challenges were fair. Only 13 percent of respondents indicated that it was a great challenge on their part to work with other people. The intensity of challenges was greater at ZAMTEL where the score was at 7 percent. At ZESCO, there was no respondent that recorded very serious challenge. 64 percent of respondents at both companies recorded that there was either ‘very little’ or
‘no’ challenges by other people on them. At ZAMTEL 66 percent of respondents indicated that there was little or no such challenge while at ZESCO it was 61 percent.
This was indicative enough to suggest that there was a high degree of emotional intelligence working in the organization.
7.5.3.3 Amount of praises that has been offered by workmates on your response to a physical or verbal attack against you.
It seems that there will always be attacks on managers. It is a question of how one responds to such attacks. In this case the respondents were being asked about praises received from workmates on how they responded to such attacks. 67 percent of respondents from both firms indicated that they received ‘much’ response with a slightly greater percent coming from ZESCO with 68 percent of respondents from the company
Table 7.26 ZESCO ZAMTEL BOTH COMPANIES
ASSESSMENT DECISION
Frequency Percent Frequency Percent Frequency Percent
Nothing 1 0 0 1 3 1 2 Very little 2 1 4 1 3 2 3 Fair 3 8 28 8 27 16 28 Much 4 13 47 15 50 28 48 Very Much 5 6 21 5 17 11 19 TOTAL 28 100 30 100 58 100
154 while ZAMTEL was 67 percent. The awareness for both companies was similar and so it was also for those below average who indicated that there was little praise.
7.5.3.4 Freedom of workmates to respond to respondents outbursts of annoyance at work.
Sound relationships at work are proven when the heat is on and this question indicates the degree of emotional tolerance. If emotional tolerance is on the high side in an organization, this indicates a higher level of emotional intelligence. If the workmates have the freedom to respond they may go on to show that the relationships between the respondents and workmates are sound on an emotional level. It is most likely that their work relationships are not widely different.
The response rate is encouraging in that the respondents indicated that there was freedom for workmates to respond to their negative behaviour. It is remarkably high at ZAMTEL where only 3 percent of respondents feel there is no freedom. The highest percentage comes from ZAMTEL where problems and social pressure is very high. The tolerance level is higher in this company as opposed to ZESCO where managers’ response is only 4 percent on the extremely positive end.
Table 7.27 ZESCO ZAMTEL BOTH COMPANIES
ASSESSMENT DECISION
Frequency Percent Frequency Percent Frequency Percent
Nothing 1 2 7 1 3 3 5 Very little 2 2 7 0 0 2 3 Fair 3 8 28 12 40 20 35 Much 4 15 54 9 30 24 41 Very Much 5 1 4 8 27 9 16 TOTAL 28 100 30 100 58 100
156 Decisions that concern you are better received when your views are taken into account. In this way the superior can command respect and loyalty from subordinates. It is important for superiors to ensure that they take into account subordinates’ views when making decisions that concern them and more especially if they will be involved in the implementation. If this is ignored, there may be discord and undermining of the respondents by their subordinates.
In the assessment above, the respondents do agree with the above view in their submissions other than the middle-range result of 9 percent for the two firms, which is a peculiar response considering that both the fair and very much scores are high.
Collectively the respondents give a 100 percent agreement that there is a high degree of consideration of subordinates’ views when making decisions that concern them by management. At ZESCO, 39 percent of respondents agree with the score of ‘very much’
that this should be the case while 50 percent of those at ZAMTEL also agree with the view.
7.5.4 Social Skills
Social skills are capacities that people develop in order to relate to others with a purpose.
These are skills that help one person with certain behaviour to relate to another person.
Certain behaviour tendencies tend to scare or put people off while others make people comfortable to be in their presence or to conduct business with another person. An individual will like a person because he or she can see something admirable in him or her.
7.5.4.1 Extent of freedom respondents have to be open with either supervisor or subordinate.
A normal situation at a place of work is to be open with people you work with. An employee must be able to relate favourably to the supervisor just as much he or she is supposed to with the subordinates. A respondent in this case is supposed to be
171 7.6.8.3. Extent of contribution of managers’ interpersonal social relationships to
organizational performance.
The general outlook of the distribution was between ‘fair’ to ‘very much’ contribution which account for 86 percent for the two organisations. The respondents for ZESCO were 82 percent in agreement while their counterparts at ZAMTEL were 90 percent in agreement. Interpersonal social relationship need to be supplemented by other competences.
Table 7.45 ZESCO ZAMTEL BOTH COMPANIES
ASSESSMENT DECISION
Frequency Percent Frequency Percent Frequency Percent
Nothing 1 0 0 0 0 0 0 Very little 2 2 7 2 7 4 7 Fair 3 15 54 15 50 30 52 Much 4 8 28 12 40 20 35 Very Much 5 1 4 1 3 2 3
Did not Respond 2 7 0 0 2 3
TOTAL 28 100 30 100 58 100