The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe

Vonai Chirasha; Crispen Chipunza; Lewis Dzimbiri

doi:doi:10.11648/j.ajmme.20170104.12

| Peer-Reviewed

The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe

Vonai Chirasha, Crispen Chipunza, Lewis Dzimbiri

Published in American Journal of Mechanical and Materials Engineering (Volume 1, Issue 4)

Received: 21 June 2017 Accepted: 5 July 2017 Published: 12 January 2018

Views: Downloads:

Download PDF

Share This Article

Twitter
Linked In
Facebook

Abstract

The relationship between emotional intelligence and performance has increasingly gained popularity with the assertion that managers’ emotional intelligence plays an important role in providing supportive management for employees. The main aim was to establish the relationship between managers’ emotional intelligence and employee performance. The research was purely quantitative descriptive survey of Gweru and Kwekwe City Councils in Zimbabwe. Purposive sampling was used to select 32 line managers and stratified random sampling to select 400 employees. Goleman’s emotional competence inventory was used to measure managers’ emotional intelligence while performance appraisal was used to assess employee performance. It was established that all managers’ emotional intelligence variables significantly impacted on employee performance (all p-values=0.000). A positive correlation supported the hypothesis that managers’ emotional intelligence has a relationship with employee performance. A regression analysis was carried out to establish the effect size of managers’ emotional intelligence on employee performance. It was established that managers’ emotional intelligence had an effect on employee performance ranging from R-square= 0.177 (17.7%) to R-square = 0.836 (83.6 %). The study also concluded that there was a great impact of managers’ emotional intelligence on employee performance.

Published in	American Journal of Mechanical and Materials Engineering (Volume 1, Issue 4)
DOI	10.11648/j.ajmme.20170104.12
Page(s)	89-99
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2018. Published by Science Publishing Group

Keywords

Goleman’s Emotional Intelligence, Employee Attitude, Managers’ Behavior, Performance Appraisal, Employee Performance, Positive Correlation, Effect Size

References

[1]	Alexander (2008), How to deal with a bad boss. http://www.positivesharing.com
[2]	Bar-On, R. (1997). Bar-On emotional quotient inventory. Technical Manual. Toronto. Canada. Multi-Health Systems.
[3]	Bar-On, R. (2002). Bar-On emotional quotient inventory. Technical Manual. Toronto. Canada. Multi-Health Systems.
[4]	Bar-On, R. (2006). The Bar-On model of social and emotional intelligence. Consortium for Research in Emotional Intelligence in Organisations. University of Texas. USA.
[5]	Bernthal, P. R. & Wellins, R. S. (2006). Best practices for tomorrow’s global leaders. United kingdom global comparisons leadership. Development dimensions international inc, Pittsburg. http://www.ddworld.com/ddiworld/media/trend-research/leadershipforecast2005 report au-nz ddi.pdf (Accessed on 24-09-13).
[6]	Buchanan, K. (2006). Job performance & satisfactionhttp://ezinearticles.com/?Job-performance& satisfaction &id=290072 (Accessed on 23-11-12).
[7]	Bliss, S. E. (2011). The effect of emotional intelligence on a modern organisational leader’s ability to make effective decisions, Belleview University.
[8]	Boyatzis, R. E. (2001). Developing emotional intelligence. In Cherniss C. And Goleman D. (Eds), The emotional intelligent workplace. How to select for, measure and improve emotional intelligence in individuals, groups and organizations. San Francisco: Jossey-Bass
[9]	Bono, J. E., Foldes, H. J., Vinson, G., & Muros, J. P. (2007). Workplace emotions: The role of supervision and leadership. Journal of Applied Psychology, Vol. 92, p.1357-1367.
[10]	Bracket, M. A. & Mayer, J. D. (2003). Convergent, discriminant & incremental validity of competing measures of emotional intelligence. Personality & Social Psychology Bulletin vol 29, (9), 1147-1158.
[11]	Cascio, W. F. (2003). Managing human resources, productivity, quality of work life, profits. 9^th Edition. 1McGraw Hill Irwin.
[12]	Chaudry, A. A. & Usman, A. (2011). An investigation of the relationship between employees’ emotional intelligence and performance. African Journal of Business Management.vol 5(9) 3556-3562.
[13]	Cherniss, C. & Adler, M. (2000).Promoting emotional intelligence in organisations.Making training in emotional intelligence effective. Alexandria. VA.
[14]	Cherniss C. & Goleman D (2001). The emotional intelligent workplace. 1^st Edition. Josey-Bass American Society for Training & Development.
[15]	Dak, M. (2010). The human mind. http://www.lucidpages.com (Accessed on 06-06-12).
[16]	Das, D. K. (2010). Another perspective of globalization. Journal of International trade law and policy vol 9 (1) 46- 63.
[17]	Dulewicz, V. Higgs, M. & Slaski M. (2004). Measuring emotional intelligence. Content, construct & criterion-related validity. Journal of Management Psychology vol 18, 405-420.
[18]	Feires, C. & Cornell, J. (2003).A matrix of leader emotional intelligence and management competencies. https://bookgoogle.co.ze?id+B3jLCYTI8GI
[19]	Gill, L. (2006). Building organisational capability. PhD Thesis. Queensland University of Technology. Brisbane, Queensland, Australia.
[20]	Goleman, D. (2002). Emotional intelligence. New York: Bantam Books.
[21]	Grobler, A. (2010). Wheelbarrows have to be pushed. A common sense approach to managing people. attibility management training and consulting (Pty) Ltd.
[22]	Greenstein, F. I. (2011). The presidential difference leadership style from FDR to Clinton. Princeton N. J. Princeton, University Press.
[23]	Groysberg, B. & Slind, M. (2012). Leadership is a conversation, Havard Business Review Magazine.
[24]	Insley, J. (2012). Emotional intelligence: thinking and feeling on the job. The Guardian.WWW.SBT.
[25]	Gweru Times, (March 2011) Newspaper in Midlands Province, Zimbabwe.
[26]	Gweru and Kwekwe City Councils Strategic Plans (2008-2012).
[27]	Kafestios, K. Nezlek, J. & Vassiou A. (2011). A multilevel analysis of relationship between leaders and subordinates. Emotional intelligence and emotional outcomes. Journal of Applied Social Psychology vol 41 (5) 1121-1144.
[28]	Kim, T. Y. Cable, M. D. Kim, S. P.& Wang J. (2009). Emotional competence and work performance. The mediating effect of proactivity and the moderating effect of job autonomy. Journal of Organisational Behaviour vol 30 983-1000.
[29]	Khurram, S. Muhammad, S. Muhammad, A. & Muhammad A. K. (2004). The impact of emotional intelligence on employee performance in telecom sector of Pakistan. Journal of Southwest Jiaotong University, vol 34 629-638.
[30]	Labour records (2007-2012). Ministry of Labour & Social Welfare, Zimbabwe.
[31]	Langhorn, S. (2004). How emotional intelligence can improve management performance. International Journal of Contemporary Hospitality Management.vol4) 220-230.
[32]	Magda, G., (2010). The relationship between emotional intelligence and job performance of call centre leaders.MSc thesis.University of South Africa.
[33]	Mayer, J. D. & Salovey, P. (1997). What is emotional intelligence? In P. Salovey (Ed.), Emotional development and emotional intelligence. New York: Basic Books.
[34]	Pfeffer J and Sutton R (2000), The knowing-doing gap. How smart companies turn knowledge into action. Boston. Havard Business School Press.
[35]	Rosier(ed) R. H. (2006). Competence at work.The Competence Framework Findings from MOSAI Competencies for Proffessional and Administrative Occupations.
[36]	Saporito, A. (2009). Exploring the dimensions of the non-profit leader. Journal of Philadephia social innovations. http://www.philasocialinnovations.org/site/index, (Accessed on 23-11-13).
[37]	Sen, S. (2008). Interpersonal skills through emotional intelligence. A psychological perspective. The Iefai University. Journal of Soft Skills vol 2: 25-30.
[38]	Serrat, O. (2009). Understanding and developing emotional intelligence. Knowledge Solutions. www.scribd.com/doc/510458/Human-Resource-Mgt (Accessed on 27-10-12).
[39]	Shahzad, K., Sarmad, M., Abbas, M., & Khan, M. A. (2011). Impact of Emotional Intelligence (EI) on Employee’s Performance in Telecom Sector of Pakistan. African Journal of Business Management, 5(4), 1225-1231.
[40]	Shahhosseini, M., Silong, A. D., Ismaill, I. A. and Uli, J. N. (2012) The role of emotional intelligence on job performance, International Journal of Social Science, 3 (21): 241-246.
[41]	Stys, Y. & Brown, S. I. (2004). A review of emotional intelligence literature and its implications for corrections. Research Branch Correctional Service of Canada.
[42]	Thill, J. V. (2011). Excellence in business communication. Pearson Education.
[43]	Watson, T. J. (2004). Motivating sustained high performance. https://docgoogle.com/viewer?a=v&q=wecache ( Accessed on 27-10-12).
[44]	Zadel, A. (2008). ‘Do emotionally intelligent leaders have more satisfied employees”. International Journal of Management & Enterprise Development vol 5 (5), 590-608.

Cite This Article

Plain Text BibTeX RIS

APA Style

Vonai Chirasha, Crispen Chipunza, Lewis Dzimbiri. (2018). The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe. American Journal of Mechanical and Materials Engineering, 1(4), 89-99. https://doi.org/10.11648/j.ajmme.20170104.12

Copy | Download

ACS Style

Vonai Chirasha; Crispen Chipunza; Lewis Dzimbiri. The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe. Am. J. Mech. Mater. Eng. 2018, 1(4), 89-99. doi: 10.11648/j.ajmme.20170104.12

Copy | Download

AMA Style

Vonai Chirasha, Crispen Chipunza, Lewis Dzimbiri. The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe. Am J Mech Mater Eng. 2018;1(4):89-99. doi: 10.11648/j.ajmme.20170104.12

Copy | Download

@article{10.11648/j.ajmme.20170104.12,
  author = {Vonai Chirasha and Crispen Chipunza and Lewis Dzimbiri},
  title = {The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe},
  journal = {American Journal of Mechanical and Materials Engineering},
  volume = {1},
  number = {4},
  pages = {89-99},
  doi = {10.11648/j.ajmme.20170104.12},
  url = {https://doi.org/10.11648/j.ajmme.20170104.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmme.20170104.12},
  abstract = {The relationship between emotional intelligence and performance has increasingly gained popularity with the assertion that managers’ emotional intelligence plays an important role in providing supportive management for employees. The main aim was to establish the relationship between managers’ emotional intelligence and employee performance. The research was purely quantitative descriptive survey of Gweru and Kwekwe City Councils in Zimbabwe. Purposive sampling was used to select 32 line managers and stratified random sampling to select 400 employees. Goleman’s emotional competence inventory was used to measure managers’ emotional intelligence while performance appraisal was used to assess employee performance. It was established that all managers’ emotional intelligence variables significantly impacted on employee performance (all p-values=0.000). A positive correlation supported the hypothesis that managers’ emotional intelligence has a relationship with employee performance. A regression analysis was carried out to establish the effect size of managers’ emotional intelligence on employee performance. It was established that managers’ emotional intelligence had an effect on employee performance ranging from R-square= 0.177 (17.7%) to R-square = 0.836 (83.6 %). The study also concluded that there was a great impact of managers’ emotional intelligence on employee performance.},
 year = {2018}
}

Copy | Download

TY  - JOUR
T1  - The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe
AU  - Vonai Chirasha
AU  - Crispen Chipunza
AU  - Lewis Dzimbiri
Y1  - 2018/01/12
PY  - 2018
N1  - https://doi.org/10.11648/j.ajmme.20170104.12
DO  - 10.11648/j.ajmme.20170104.12
T2  - American Journal of Mechanical and Materials Engineering
JF  - American Journal of Mechanical and Materials Engineering
JO  - American Journal of Mechanical and Materials Engineering
SP  - 89
EP  - 99
PB  - Science Publishing Group
SN  - 2639-9652
UR  - https://doi.org/10.11648/j.ajmme.20170104.12
AB  - The relationship between emotional intelligence and performance has increasingly gained popularity with the assertion that managers’ emotional intelligence plays an important role in providing supportive management for employees. The main aim was to establish the relationship between managers’ emotional intelligence and employee performance. The research was purely quantitative descriptive survey of Gweru and Kwekwe City Councils in Zimbabwe. Purposive sampling was used to select 32 line managers and stratified random sampling to select 400 employees. Goleman’s emotional competence inventory was used to measure managers’ emotional intelligence while performance appraisal was used to assess employee performance. It was established that all managers’ emotional intelligence variables significantly impacted on employee performance (all p-values=0.000). A positive correlation supported the hypothesis that managers’ emotional intelligence has a relationship with employee performance. A regression analysis was carried out to establish the effect size of managers’ emotional intelligence on employee performance. It was established that managers’ emotional intelligence had an effect on employee performance ranging from R-square= 0.177 (17.7%) to R-square = 0.836 (83.6 %). The study also concluded that there was a great impact of managers’ emotional intelligence on employee performance.
VL  - 1
IS  - 4
ER  -

Copy | Download

Author Information

Vonai Chirasha

Department of Human Resource Management, Faculty of Social Science, Midlands State University, Gweru, Zimbabwe
Crispen Chipunza

Department of Business Management, Faculty of Management Sciences, Central University of Technology, Bloemfontein, South Africa
Lewis Dzimbiri

Department of Political and Administrative Studies, Faculty of Social Science, Chancellor University, Zomba, Malawi

Download PDF

Sections

Plain Text BibTeX RIS

APA Style

Vonai Chirasha, Crispen Chipunza, Lewis Dzimbiri. (2018). The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe. American Journal of Mechanical and Materials Engineering, 1(4), 89-99. https://doi.org/10.11648/j.ajmme.20170104.12

Copy | Download

ACS Style

Vonai Chirasha; Crispen Chipunza; Lewis Dzimbiri. The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe. Am. J. Mech. Mater. Eng. 2018, 1(4), 89-99. doi: 10.11648/j.ajmme.20170104.12

Copy | Download

AMA Style

Vonai Chirasha, Crispen Chipunza, Lewis Dzimbiri. The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe. Am J Mech Mater Eng. 2018;1(4):89-99. doi: 10.11648/j.ajmme.20170104.12

Copy | Download

@article{10.11648/j.ajmme.20170104.12,
  author = {Vonai Chirasha and Crispen Chipunza and Lewis Dzimbiri},
  title = {The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe},
  journal = {American Journal of Mechanical and Materials Engineering},
  volume = {1},
  number = {4},
  pages = {89-99},
  doi = {10.11648/j.ajmme.20170104.12},
  url = {https://doi.org/10.11648/j.ajmme.20170104.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmme.20170104.12},
  abstract = {The relationship between emotional intelligence and performance has increasingly gained popularity with the assertion that managers’ emotional intelligence plays an important role in providing supportive management for employees. The main aim was to establish the relationship between managers’ emotional intelligence and employee performance. The research was purely quantitative descriptive survey of Gweru and Kwekwe City Councils in Zimbabwe. Purposive sampling was used to select 32 line managers and stratified random sampling to select 400 employees. Goleman’s emotional competence inventory was used to measure managers’ emotional intelligence while performance appraisal was used to assess employee performance. It was established that all managers’ emotional intelligence variables significantly impacted on employee performance (all p-values=0.000). A positive correlation supported the hypothesis that managers’ emotional intelligence has a relationship with employee performance. A regression analysis was carried out to establish the effect size of managers’ emotional intelligence on employee performance. It was established that managers’ emotional intelligence had an effect on employee performance ranging from R-square= 0.177 (17.7%) to R-square = 0.836 (83.6 %). The study also concluded that there was a great impact of managers’ emotional intelligence on employee performance.},
 year = {2018}
}

Copy | Download

TY  - JOUR
T1  - The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe
AU  - Vonai Chirasha
AU  - Crispen Chipunza
AU  - Lewis Dzimbiri
Y1  - 2018/01/12
PY  - 2018
N1  - https://doi.org/10.11648/j.ajmme.20170104.12
DO  - 10.11648/j.ajmme.20170104.12
T2  - American Journal of Mechanical and Materials Engineering
JF  - American Journal of Mechanical and Materials Engineering
JO  - American Journal of Mechanical and Materials Engineering
SP  - 89
EP  - 99
PB  - Science Publishing Group
SN  - 2639-9652
UR  - https://doi.org/10.11648/j.ajmme.20170104.12
AB  - The relationship between emotional intelligence and performance has increasingly gained popularity with the assertion that managers’ emotional intelligence plays an important role in providing supportive management for employees. The main aim was to establish the relationship between managers’ emotional intelligence and employee performance. The research was purely quantitative descriptive survey of Gweru and Kwekwe City Councils in Zimbabwe. Purposive sampling was used to select 32 line managers and stratified random sampling to select 400 employees. Goleman’s emotional competence inventory was used to measure managers’ emotional intelligence while performance appraisal was used to assess employee performance. It was established that all managers’ emotional intelligence variables significantly impacted on employee performance (all p-values=0.000). A positive correlation supported the hypothesis that managers’ emotional intelligence has a relationship with employee performance. A regression analysis was carried out to establish the effect size of managers’ emotional intelligence on employee performance. It was established that managers’ emotional intelligence had an effect on employee performance ranging from R-square= 0.177 (17.7%) to R-square = 0.836 (83.6 %). The study also concluded that there was a great impact of managers’ emotional intelligence on employee performance.
VL  - 1
IS  - 4
ER  -

Copy | Download