EMOTIONAL INTELLIGENCE (EI) AND JOB PERFORMANCE OF EMPLOYEES: BASIS FOR PERSONNEL DEVELOPMENT PROGRAM Amelista, Ena T. Diaz, Sybil Ann C. Fernandez, Joel T. Langub, Novy Jane E. AB – Psychology 4

The corporate world is always searching for ways to develop a competitive advantage through employees’ job performance. Emotional intelligence, as the ability to understand, regulate and use emotions in a personally and socially constructive way can be related to how employees perform work- related activities. They must have access in programs that improve and increase competencies especially in terms of the work output and dependability. BACKGROUND OF THE STUDY

SIGNIFICANCE OF THE STUDY This study can give insights to companies, establishments, institutions and industries that are making their business firms competitive in terms of human resources. Mainly, the management of Ace Centerpoint will have the idea of whether or not considering EI as a factor in the employees’ job performance and be included in the process of hiring and promotion. Employees of Ace Centerpoint will be aware of how EI affect their job performance and will help them in seeking ways to improve components that are significantly correlated in the study.

SIGNIFICANCE OF THE STUDY Notre Dame of Marbel University, where employees form a great and vital part in the institution, can use the result of the study for its employment purposes. Students who will soon be employed may engage themselves in emotionally helpful activities that can be a tool for their personal development and ways to improve output and reliability. Readers will be informed if EI and job performance is related and will serve as an added literature for their learnings.

DEFINITION OF TERMS Emotional Intelligence (EI). It is the ability to understand, regulate and use emotions in a personally and socially constructive way that can be equated with maturity and character (Goleman, 1995). In this study, it is defined as the emotional competence measured by the seven (7) factors in the Emotional Competency Profiler (ECP) that include emotional literacy, self-esteem/self-regard, self- management, self-motivation, change resilience, interpersonal relations, and the integration of head and heart. (Wolmarans and Martins, 2001 in Palmer, et al., 2005:11).

DEFINITION OF TERMS Job Performance. Refers to work-related activities expected of an employee and how well those activities were performed. In this study, it is the assessed job performance with the use of tools specifically the Performance Evaluation Sheet that is used annually by the management of Ace Centerpoint. Personnel Development Program. Defined as a customized plan that aims to improve and increase the staffs’ competencies according to the result of the study.

This study aimed to determine the relationship between emotional intelligence (EI) and job performance of Ace Centerpoint’s regular employees. GENERAL OBJECTIVE

SPECIFIC RESEARCH QUESTIONS 1. What is the emotional intelligence of the employees specifically along the following factors: Emotional Literacy Self-Regard/Self-Esteem Self-Management Self-Motivation Change Resilience Interpersonal Relations Integration of Head and Heart

2. What is the respondents’ level of job performance? 3. Is there a relationship between emotional intelligence and job performance? If there is, is the relationship significant? 4. From among the seven (7) emotional intelligence factors, what is the best predictor of job performance? 5. Propose a program for personnel development.

METHODOLOGY Research Design - Descriptive-Correlational Research Respondents - Ace Centerpoint’s Regular Employees Sampling Method - Convenience Sampling

METHODOLOGY Research Instrument - Emotional Competency Profiler by Wolmarans and Greef (for Emotional Intelligence) - Ace Centerpoint’s Performance Evaluation Sheet (for Job Performance) Statistical Tool - Frequency - Percentages - Mean - Correlation (Pearson Product Moment Correlation)

FINDINGS 1.Ace Centerpoint’s regular employees have high level of emotional intelligence (EI). Of the seven (7) factors, self – motivation emerged to be the highest and self-esteem turned out to be the lowest.

FINDINGS 2. Satisfactory job performance is found in 92.86% of the respondents and those rated excellent and needs improvement have the same low frequency of 3.57%.

3. On job performance, cooperation scored the highest with a mean of 3.02 and the lowest is feedbacking with a mean of FINDINGS

4. When each of the component of emotional intelligence was correlated with the total job performance, negligible relationship was found out. However, when the overall score on EI was correlated with each of the component of job performance, it was found out that quantity of work (r =.288; p =.008) and dependability (r =.278; p =.011) have low but significant relationships with emotional intelligence. FINDINGS

5. Proposed personnel development program Personnel Development Program

CONCLUSIONS 1.The respondents have high level of emotional intelligence; 2.Their job performance is rated satisfactory; 3.There is no relationship between emotional intelligence and job performance when taken as a whole. However, when the specific areas of the job performance are extracted individually, two areas emerged to have low but significant relationships with emotional intelligence. These areas are quantity of work and dependability.

RECOMMENDATION From all the results and findings, the researchers recommend that a further study will be conducted to look into the various aspects of performance areas and correlate these with EI to determine with more specificity so that definite performance areas and competence on emotional intelligence will be properly addressed by a program for the development of personnel.

Thank you.