Emotional intelligence in organizations: motivated and emotionally intelligent employees performance?

Abstract

Emotional intelligence (EI) may be defined as the ability to use reasoning to understand the emotions and to enhance thought. EI includes the ability to perceive one's own and others' emotions, and to access, generate, understand and regulate them (Mayer, Salovey & Caruso, 2000). In organizational contexts EI has been related with performance at the individual (eg Dawn & Sojka, 2003) and collective level (eg Goleman, 1998; Goleman, Boyatsis & McKee, 2002). Besides the individual factors and emotional skills, motivation and job characteristics can also influence individual performance. Hackman and Oldham’s model (1976) asserts that individuals who seek challenges and show greater interest in their work, are more satisfied and motivated to perform well in the role. Thus, it becomes increasingly important to understand the relationship between EI, Motivation and Performance, as well as any relationships of mediation of motivation (performance function) in the relationship between EI and employees’ performance. Data from this study were collected using Fernandes and Rego scales (2005) of EI, Motivation; a translation of JDS (Job Diagnostic Survey) by Almeida, Sparks, Jesus (2007) was also used; finally, the Performance Assessment used in the company was also taken into account. The results do not confirm the existence of a direct effect of EI on Performance Evaluation, but confirm that there is a mediation effect of Motivation.