Over the decades, one of the prominent factors that fostered the intensification of competition in job market is an individual’s emotional intelligence. The concept encompasses the integration of knowledge and cognition while performing the tasks. In a research, Yalalova and Durrani (2017) articulate that social quotient is an interdependent factor involving career satisfaction, self-efficacy, and work effort. The authors further indicate that the significance of the relationship enshrines mentoring the professional into leadership positions and the ability to form an enriched network system with counterparts. The profound growth and development of the global economy render the necessity to focus on the productivity of the employees and their welfare as a unique selling point.
Statement of the Problem
One of the factors that cause an increase in employees’ turnover rate in a company encompasses poor leadership and discriminatory practices. Different workers uphold dynamic customs and norms hence the importance of incorporating strategies that boost the inclusivity among the personnel and enhance the relationship building. On the one hand, Tamini and Chadha (2018) argue that career and job highly reflect the level of emotional intelligence of an individual. Çizel (2018) stipulates that the predictors of higher emotional intelligence enshrine gender difference. The researchers establish the key factors that impact the concept to professional growth and development while indicating that these variables attribute the quality of life among the persons. Further, the studies by Çizel (2018) and Tamini and Chadha (2018) demonstrate that the ineffectiveness of the organizational culture trickles down to the indifference in sharing of benefits among the counterparts. Primarily, the main problem influencing occupational advancement includes the lack of social quotient causing the employees’ stress within the company.
- To investigate the impact of social intelligence to employees’ productivity and promotion at the workplace in UAE.
- To determine the interdependent relationship between employees and employers in enhancing the utilization of emotional intelligence.
- To assess the contribution of emotional intelligence to business growth and development.
The group designed survey regarding emotional intelligence practices within the workplace for professionals in UAE. The target population enshrines young employees under different age groups to determine the acknowledgement and impact of the concept to growth and development. The questions include:
- Does the Age group has a relationship in understanding EI? Keen to learn? Adapt to new workplace faster?
- Does Gender have a relationship with understanding EI? Keen to learn? Adapt to new workplace faster?
- Does the Job Role [job title] have a relationship in understanding EI? Keen to learn?
- Does the Experience has a relationship with understanding EI? Keen to learn?
The researcher collected data from fifty respondents comprising employees from different age groups, that include 21-25, 26-30, 31-40, and 41 and above. The Figure 1 below is an illustration of the distribution of the results based on the number of participants.
The gender rationale was evenly distributed between men and women at fifty percent each. However, the margin increased between number of respondents employed with at least 6% marking at less than six months, 7-12 months at 30%, 13-18 months at 48%, 19-24 months at 13%, and more than two years at 3%. At least 84% of the respondent acknowledged emotional intelligence and marked its definition involving dynamic components. The different components that the respondents articulated comprise the concept including empathy, self-awareness, motivation, social skills, and self-regulation. A significant percentage of women, that is, 34% stated that it is the responsibility of the human resource to focus on education and development of the framework among the employees. Nevertheless, 70% of the interviewees established that line manager should be accountable for the implementation of the mainframe within an organization. All personnel agreed that it only takes less than a month to adapt to a new workplace. Although 84% acknowledged the importance of the quotient, only 72% agreed to keenly learn more about emotional intelligence.
The Measure of the Relationship between Emotional Intelligence and Employees’ Adaptability
The researcher used linear regression to determine the interdependence relationship between the different variables. In this case, the equation is Y= a + bX
- Y= dependent variable
- X= independent variable
- b= slope
- a= y-intercept
Mean of the x-value is 84
Mean of the y-value is 100
100= a + b (84)
100/84= a +b
a+ b= 0.84
Primarily, there is an interdependent relationship between emotional intelligence and the adaptability to new workplace environment.
SWOT Analysis of the Emotional Intelligence on Employees’ Career in the Workplace in UAE
Emotional intelligence is an entity that fosters proficiency among employees due to the self-realization regarding their expertise. According to Amjad (2018), the organizational commitment and performance of an individual depend on the social quotient. The researcher’s phenomenon is further articulated by the interviewees establishing that it is the responsibility of the human resource department to enhance the optimal implementation of the concept. In this case, the level of knowledge and ability to incorporate cognition while performing duties renders high productivity.
Another strength fostered by emotional intelligence is the interdependent relationship between adaptability a new workplace and fast learning. Jena and Pradhan (2018) postulate that the main role of social quotient is promoting the establishment of a workplace spirituality and the commitment towards boosting the performance. The intense growth in business market demands the incorporation of strategic management hence the consideration of a person’s cognition and knowledge. A significant percentage of the respondents from the survey depicted that although the framework is an integral value, it is a multifaceted phenomenon that affects the personality and belief system based on progressive maturity.
The effectiveness of emotional intelligence relies on the environment and governing policies. In a research by Çizel (2018), the efficiency of a woman in the leadership position depends on the coordination and the regulations that enhance the utilization of dynamic approaches in management. Primarily, the weakness of social quotient is the rules within an organization that contributes in the suppression of the exploitation of the framework among the workers.
Emotional intelligence is an entity that contributes to the creation of opportunities among the employees on career growth and development. An excellent example is the impact of the mainframe to personalities such as introverts and extroverts. The social quotient fosters a prominent factor through networking and self-realization among the individuals. In this case, Nair (2021) demonstrates that higher success index in entrepreneurial opportunities in UAE depends on the level of expertise and cognition among the graduates. On the one hand, the researcher depicts that the basic factor in business encompasses the matrix in marketplace. On the other hand, Jena and Pradhan (2018) stipulate that the spirituality in an organization depends on the framework. As a result, the prospects in UAE reckon on the ability of the employers to optimally exploit the interdependence between effective adaptability and productivity.
Emotional intelligence concept faces a major threat of exploitation through the spectrum of technological advancement. On the one hand, computers offer a proficient tool in boosting the productivity mainly through artificial intelligence. On the other hand, it is an element that fosters the reduced input of creative construct from the employees. In this case, Nair (2021) articulates that the prominent factor in enhancing business sustainability in UAE enshrines the exploitation of individuals’ knowledge and cognition. It is an insight that elevates the productivity while securing the welfare and interests of the workers. Therefore, automated systems threaten the utilization of the concept in boosting career growth and development.
Alternative Course of Action
Emotional intelligence is one of the major factors enhancing the strategic management initiative among the employees. However, an alternative course of action is the consideration of leadership values. Increase in workplace stress is a phenomenon that owes to a profound percentage of turnover rate in organizations (Amjad, 2018). Although Çizel (2018) argues that women in administration pose proficient growth and development, Al Khajeh (2018) contradicts the construct. Al Khajeh (2018) postulates that performance in a company depends on the type of management. The researcher establishes that the implementation of policies that enhance the utilization of transactional form of directorship elevates the culture in the institution and relationship building. As a result, it is crucial to establish the dynamic spectrum as the captaincy structure and its influence to the value creation among the stakeholders.
Emotional intelligence is a multifaceted phenomenon that contributes to the advancement of an employee’s career growth and development. Researchers establish that the concept fosters satisfaction and an improvement on quality of living. The survey indicates the profound relationship between adaptability of a worker in a new station based on the level of emotional intelligence. However, different factors such as regulations, personality, leadership, education, and work experience play a vital role to the impact of the interdependence construct. The respondents showed familiarity to the meaning of the mainframe with minimal acknowledgement to its significance on productivity. It is the primary duty of the human resource team to ensure the effective implementation of the practice within the corporations to boost the competitive advantage.
It is recommended that human resource department in organization to boost education among employees by at least 20% and assess the contribution to the productivity in the UAE organizations. Effective leadership and management rely on the integral exploitation of strategies to boost productivity.
It is crucial to establish policies that promote the utilization of cognition and knowledge in delivering services among the workers in UAE such as the participation rate of women in business platforms. The diversity of the workforce fosters the proficient sharing of information and acquisition of additional data about human behavior. In this case, personnel with high quotient rate focus on implementing initiatives that elevate an efficient trickle-down effect of the benefits.
Institutions must focus on the necessity of elevating the welfare of the human resource as the primary asset through empowering workers on the exploitation of emotional intelligence to reduce stress and enrich the social capital.
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Amjad, S. (2018). Emotional intelligence, organizational commitment and job performance in Pakistan. Market Forces, 13(1).
Çizel, R. (2018). Gender and emotional intelligence as predictors of tourism faculty students’ career adaptability. Advances in Hospitality and Tourism Research (AHTR), 6(2), 188-204.
Jena, L. K., & Pradhan, S. (2018). Workplace spirituality and employee commitment: The role of emotional intelligence and organizational citizenship behavior in Indian organizations. Journal of Enterprise Information Management.
Nair, A. (2021). Emotional intelligence and entrepreneurial attitude orientation among business graduates in the United Arab Emirates (UAE) (No. 4900). EasyChair.
Tamini, B. K., & Chadha, N. K. (2018). Emotional intelligence and quality of work life between Iranian and Indian university employees: A cross–cultural study. International Journal of Psychology, 12(1), 91-117.
Yalalova, J., Li, Z., & Durrani, D. K. (2017). Emotional intelligence could forge self-efficacy, work effort and career satisfaction. Human Systems Management, 36(2), 141-149.