Role of Emotional Intelligence in Managing Stress among Employees at Workplace ISSN 2319-9725

Mr. Khagendra Nath Gangai Lecturer, Bhartiya Vidya Bhavans Usha & Lakshmi Mittal Institute of Management, New Delhi Mrs.Rachna Agrawal Sr. Lecturer, New Delhi Institute of Information Technology, New Delhi

Abstract: The purpose of the study was to understand and analyze the relationship between Emotional Intelligence and Stress and also its effects on employees. Emotional Intelligence is growing among researchers as an investigation of behavioural and moods etc. and there influence on various social interactions that people encounter as employees at workplace. Recent research indicates that emotions play an integral part in Managing stress at workplace. A review of the literature highlights the need for examination of the relationship of emotional intelligence as an overarching concept to the Management of Stress. The researcher examines two hypotheses that investigate the measurement of emotional intelligence as a predictor in managing Stress. To fulfill the aim of the study 60 employees were randomly selected from AonHewitt as

participants. These included both males and females. Two questionnaires were used in the study: Emotional Intelligence Scale & Stress Inventory. Descriptive statistics, Correlation and Regression analysis were used for data Analysis. Moreover, results indicate that there was a negative co-relation between Emotional Intelligence and Stress. Emotional intelligence moderates effects on managing stress among employees at workplace. Keywords: Emotional Intelligence, stress, workplace, employees, health

March, 2013 1. Introduction:

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The 21st century is also an era of stress. Individuals face stress in their organization and daily lives due to globalization, information technology revolution, and speed of life. The most important effects of these can be seen in the business world, and they can manifest themselves as changes that organisations make in their structures, strategies, activities, and technologies. Constantly changing organisations impose new roles and duties on their employees, and the employees who want to handle new roles and duties need to have efficiency in intelligence quotient (IQ) and efficiency in emotional quotient (EQ) in the processes of decision making and problem solving. A completely stress-free life is impossible, and stress becomes a characteristic of human existence. Individuals have used various methods to handle stress, including using their intelligence, especially their emotional intelligence (Sirin, 2007). Emotional intelligence (EI) is a social intelligence that enables people to recognize their own, and other peoples' emotions. Moreover, emotional intelligence enables people to differentiate those emotions, and to make appropriate choices for thinking and action (Cooper and Sawaf, 1997; Mayer and Salovey, 1993). It is an intelligence that may be learned, developed and improved (Perkins, 1994; Sternberg, 1996). Emotional intelligence (EI) refers to the ability to perceive, control, and evaluate emotions. Some researchers suggest that emotional intelligence can be learned and strengthened, while other claim it is an inborn characteristic. It is also, defined as the ability to use your awareness and sensitivity to discern the feelings underlying interpersonal communication, and to resist the temptation to respond impulsively and thoughtlessly, but instead to act from receptivity, authenticity and candour (Ryback, 1998). Peter Salovey and John D. Mayer (1990) in their influential article Emotional Intelligence, defined emotional intelligence as, the subset of social intelligence that

involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions. Emotionally intelligent people are defined in part as those who regulate their emotions according to a logically consistent model of emotional functioning.

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2. Golemans Emotional Competencies Model: In Golemans (1998b) book, Working with Emotional Intelligence, he builds on his first book and provides the first concrete and authoritative fusion of emotional intelligence and the organisation. Where psychological theorisation has defined EI in terms of individual traits, emotions, values, and behaviour (Goleman (1998b) aligns psychological and organisational management theory by using Boyatzis et.al. (2000) concept of competency: an underlying personal characteristic such as motive, trait, skill, self-image, or knowledge, that one uses for performance. Goleman (1998b) defines emotional competence as a learned capability based on emotional intelligence that results in outstanding work performance. Golemans (1998b & 2001) competency theory of EI includes 25 competencies that were grouped into five categories similar to his earlier work:(1) Self-Awareness: emotional awareness, accurate selfassessment, self-confidence (2) Self-Regulation: self-control, trustworthiness,

conscientiousness, adaptability, innovation(3) Motivation: achievement, commitment, initiative, optimism(4) Empathy: understanding others, developing others, service orientation, leveraging diversity, socio- political awareness (5) Social Skills: influence, communication, conflict management, leadership, change catalyst, building bonds, collaboration and cooperation, team capabilities. Self Personal Competence Recognition Other Special Competence

Self Awareness Social Awareness Emotional self Empathy awareness Service orientation Accurate self- assessment Organizational awareness Self- confidence Regulation Self- Management Relationship- Management Self control Developing others Trustworthiness Influence Adaptability Communication Achievement drive Conflict management Initiative Leadership Conscientiousness Chang catalyst Building bonds Teamwork & collaboration Table 1: Theoretical Goldmans (2001) competency model of Emotional Intelligence Personal Competence capabilities determine how we manage ourselves and is categorized by two domains and their associated competencies: (1) Self-Awareness: emotional selfawareness, accurate self-assessment, self-confidence; and (2) Self-Management: emotional
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March, 2013 self-control, transparency:

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honesty/integrity/trustworthiness,

Vol 2 Issue 3 adaptability/flexibility,

achievement/drive for performance, initiative, optimism (Goleman et al., 2002).Social Competence capabilities determine how we manage relationships and is contained within two domains: (1) Social Awareness: empathy towards others, awareness of organisational-level currents, decision networks and politics; service to others; and (2) Relationship Management: inspirational leadership, influence tactics, developing others, change catalyst, conflict management, building bonds, teamwork and collaboration/cooperation.

3. Mayer and Salovey Model: Mayer and, S a l o v e y (2007) presented a primary model for emotional intelligence that has three modules of abilities that include assessment, expression, and emotion regulation in others and ourselves and emotion usage. These four dimensions are introduced below. i. The first branch is emotional perception (cognition and emotion expression) which includes the ability to develop emotional self-awareness and to express these emotions and emotional needs correctly. ii. The second branch is emotional facilitation of thinking (emotional decision making) which includes the ability to differentiate between a variety of emotions and cognition of those that reflect on thinking. iii. The third branch is emotional understanding (recognizing the others emotions) which is to recognize the duplicate emotions of exchanging emotions between two persons. iv. The fourth branch of this model is emotional management that is the ability to make and cut a relationship with an emotion in a special situation (Stys & Brown, 2007). In Antonakiss opinion, the factors of emotional intelligence include innate factors (self awareness, self control, feeling independency and capacity) and external factors (relationship with others, ease in empathy, and responsibility) which are the most important traits of managers in clarifying the organizations objections (Antonakis, 2009). 4. Emotional Intelligence At Work Place: Emotional intelligence allows us to think more creatively and use our emotions to solve problems. Daniel Goleman believes that emotional intelligence appears to be an important set
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of psychological abilities that relates to life success. It is empathy and communication skills as well as social and leadership skills that will be central to your success in life and personal relationships. The ability to manage feelings and handle stress is another aspect of emotional intelligence that has been found to be important for success. Emotional intelligence has as much to do with knowing when and how to express emotion as it does with controlling it. Empathy is a particularly important aspect of emotional intelligence. Emotions are more successful in work as well as in social lives. Emotional Intelligence is now being considered to be important in organisational factors such as: organisational change (Ferres & Connell, 2004; Singh, 2003); leadership (Ashkanasy, 2002; Dearborn, 2002; Gardner & Stough, 2002; Weymes, 2002); management performance (Slaski & Cartwright, 2002); perceiving occupational stress (Nicklaou & Tsaousis, 2002; Oginska-Bulik, 2005); and life satisfaction (Palmer, Donaldson & Stough, 2002). To meet organisational ends (Lord, Klimiski, & Kanfer 2002), it is not uncommon to use emotions and emotion related thoughts and behaviour as the ingredients in an institutionalised recipe of emotional culture. A manager is a person who has to manage the mood of their organizations. The most gifted corporate leaders accomplish that by using a mysterious blend of psychological abilities known as emotional intelligence. They're self-aware and empathetic. They can read and regulate their own emotions white intuitively grasping how others feel and gauging their organization's emotional state. Different jobs also call for different types of emotional intelligence. For example, success in sales requires the empathic ability to gauge a customers mood and the interpersonal skill to decide when to pitch a product and when to keep quiet. Dont bring your personal problems to work is one variation of the argument that emotions are inappropriate in the workplace. Business decisions, so the argument goes, should be based on information, logic and calm cool reason, with emotions kept to a minimum. But it is unrealistic to suppose that emotions can be checked at the door when you arrive at work. Some people may assume, for a variety of reasons, that emotional neutrality is an ideal, and try to keep feelings out of sight. Such people work and relate in a certain way: usually they come across as rigid, detached or fearful, and fail to participate fully in the life of the workplace. This is not necessarily bad in some situations, but it is usually not good for an organization for such people to move into management roles. The same would betrue for people who emote excessively, who tell you how they feel about everything. Simply being around them can be exhausting. Developing emotional intelligence in the workplace means
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acknowledging that emotions are always present, and doing something intelligent with them. People vary enormously in the skill with which they use their own emotions and react to the emotions of others and that can make the difference between a good manager and a bad one. Its not overly egalitarian to suggest that most professionals, managers and executives are fairly smart people (of course there can be glaring exceptions), but there can be a huge difference in how well they handle people. That is, the department manager may be a genius in technical, product or service knowledge and get failing marks in terms of people skills. 5. Stress At Workplace: Stress is recognized worldwide as a major challenge to workers health and the healthiness of organizations. Stress can be brought about by pressures at home and at work. Stress can be a real problem to the organization as well as to the workers. Robbins and DeCenzo (2007) have divided the stress factors in organizations into two important personal and organizational categories and also In the case of personal factors there is evidence that showed that employees characteristics influence their sensitivity against stress. Good management and healthy work environment are the best forms of stress prevention. If the employees are already stressed, their managers should be aware of it and also know how to help. Employers cannot usually protect workers from stress arising outside of work, but they can protect them from stress that arises through work. Work related stress is the response people may have when presented with work demands and pressures that are not matched to their knowledge and abilities and which challenge their ability to cope. Stress occurs in a wide range of work circumstances but is often made worse when employees feel that they have little support from supervisors and colleagues and where they have little control over work demands and pressures. Stress results from mismatch between demand and pressure on the person on one hand, and their knowledge and ability on the other. It challenges their ability to cope with the work. It includes not only situations where pressure of work exceed the workers ability to cope but also where the workers knowledge and ability are not sufficiently utilized and that becomes a problem. The workplace had become a high stress environment in many organizations cutting across industries. Employees were experiencing high level of stress due to various factors such as high workload, tight deadlines, high targets, type of work, lack of job satisfaction, long working hours, pressure to perform, etc. Interpersonal conflicts at the workplace, such as boss-subordinate relationships and relationships with peers, were also a source of stress.
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Experts believed that the dysfunctional aspects of stress could directly impact an organizations performance and also affect the well-being of its employees. Stress at the workplace was linked to absenteeism, higher attrition, and decreased productivity. Stress led to fatigue, irritability, poor communication, and quality problems/errors. High stress levels also affected the morale and motivation of the employees. Prolonged exposure to stress without effective coping mechanisms could lead to a host of physical and mental problems. For instance, stress could lead to stress-induced gastrointestinal problems, irritable bowel syndrome, acidity, acid reflux, insomnia, depression, heart disease, etc. Moreover, stress could push the victim toward high risk behavior such as smoking, drinking, and substance abuse. Stress-related illness led to increase in absenteeism and attrition affecting the profitability of the organizations. Organizations cutting across industries were gearing up to provide employees with a stressfree healthy environment. The efforts to address this issue were more pronounced in some industries than others. Experts felt that, though stress at the workplace is a global phenomenon, professionals in some industries were more susceptible to stress than others. In India, organizations had woken up to this menace and were resorting to novel methods including teaching the employees dancing and music, trekking, etc, to reduce stress at the workplace. Tata Consultancy Services Ltd. had started different clubs like Theatre Club, Bibliophile Club, Adventure & Trekking Club, Fitness Club, Sanctuary Club, Music Club and Community Services Club, etc. Infosys Technologies Ltd. focused on increasing selfawareness and provided the employees with guidance on how to cope with stress through a series of workshops by experts. In addition to conducting stress management workshops, organizations were also conducting off-site picnics, games, and inter-departmental competitions. Some companies were also using a system of mentors and promoted open communication to improve interactions and camaraderie at the workplace. Employees in most of the established companies had access to in-house counseling centers. Some companies had also employed nutritionists to provide healthy food at the office canteens and counsel the employees on healthy eating habits and lifestyle. Some companies were also considering employing psychologists to counsel their employees. Experts felt that organizations were resorting to creative methods to address the issue of stress at the workplace, but more action was required on this front, both in terms of assessment of the situation and implementation of concrete steps to tackle the problem.

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6. Effects of Stress on Health and Performance: Emotional Intelligence was poorly correlated with health status. According to the presented model, the relationship between experienced job related stress and health outcomes was investigated. The higher the level of stress experienced the worst the health, which means higher, level of somatic complaints, anxiety/insomnia and depression symptoms.

EMOTIONAL INTELLIGENCE

STRESS AT WORKPLACE

HEALTH STATUS

Figure.2. Theoretical model of Emotional Intelligence, Stress at workplace and Health Status (Oginska- Bulik, N. 2005) Work stress related factors as overloaded, lack of rewards and uncertainty in the workplace co-related most strongly with the health status. The impact of stress on the mental and physical health of the individual has been well documented (Cooper, 1994; Cooper & Marshall, 1976; Quick & Quick, 1984). Stress can manifest itself in numerous ways. A range of somatic and mental ailments such as, tension headaches, allergies, back problems, colds and flu, depression (Arroba & James, 1990), anxiety, irritation, tension and sleeplessness (Cooper, Cooper & Eaker, 1988) and may lead to health compromising coping strategies such as increased consumption of cigarettes, alcohol and drugs (Quick, Nelson & Quick, 1990). Chronic exposure to stress may have even very serious consequences such as cancer, heart disease, respiratory illnesses, strokes, arthritis, ulcers and high blood pressure (Quick, Nelson & Quick, 1990; Cooper, Cooper & Eaker, 1988). However, all individuals do not develop such problems in face of stress. Stress does not have the same impact on every one. There are individual differences in coping with stressful situations. Some people go to pieces at the slightest provocation; while others seem unflappable even in extremely stressful conditions ; It is here Emotional Intelligence (EQ) come to our rescue and guide us to respond appropriately
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to different stressors. EQ helps you to cope with stressful situations. Stress Management therefore largely depends upon striking on emotional balance between a potential stress condition and your reaction to it. 7. Review of Literature: Emotional intelligence, an essential factor is responsible for determining success in life and psychological well-being, seems to play an important role in shaping the interaction between individuals and their work environment. Goleman (2004) thinks that emotional intelligence is a skill that anyone who owns it tries to control his life with self awareness and improve it with self management and perceives its effects through sympathy or by managing the relations he tries to improve his or others moral. Mayer et al., (2001) think that emotional intelligence is the ability of cognition (Gardner, 2005), evaluation and expressing emotions, the ability of controlling emotions to improve the growth of emotion and ration. Bar-On (2000) has stated that emotional intelligence is a factor of abilities, adequacy, and unknown skills that affects the ability of individual to succeed in overcoming stress and environmental stress. Emotional intelligence is the ability of expressing feeling, expressing, understanding, and sentiment regulation. An employee with high emotional intelligence can deal with work environment stress. (Cooper, C.L.,et al.,2001). EI significantly contributes to reducing occupational stress by better identifying feelings of frustration and stress and, consequently, regulating those emotions (Cooper & Sawaf, 1997). Slaski and Cartwright (2002) found that managers high in emotional intelligence revealed less subjective stress and had better physical and psychological well-being. Similarly, Gardner and Stough (2003) revealed negative relationship between EI and occupational stress. In another study, Bar-On et al. (2000) indicated that police officers scored significantly higher on emotional intelligence were less vulnerable to experienced stress and better coped with it. In turn, Reilly (1994) in a study of hospital nurses, identified negative correlation between EI and burnout syndrome. Similarly, Duran and Extremera (2004), in their study including professionals employed in institutions for people with intellectual disabilities, revealed a significant relationship between emotional intelligence and burnout syndrome, and personal accomplishment in particular. The study conducted by Oginska et al., (2005) which was aimed to explore the relationship between emotional intelligence and perceived stress in the workplace and health-related consequences in human service workers. The results confirmed an
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essential, but not very strong, role of emotional intelligence in perceiving occupational stress and preventing employees of human services from negative health outcomes. They concluded that the ability to effectively deal with emotions and emotional information in the workplace assists employees in coping with occupational stress therefore, it should be developed in stress managing trainings. Emotional intelligence has a central role in aggressive behaviors and workplace stress. There is a negative correlation between emotional intelligence and violence, and bullying and harassing. Emotional intelligence may effectively result in solving the problem of bullying in the organizations (Cartwright and Constantinos, 2008). It is also maintained that emotional intelligence can help people govern their negative feelings appropriately and consequently reduces stress. People with high emotional intelligence have considerably less stress and enjoy more healthy body and mind (Gill, 2010). Emotional intelligence (EI) is one among them that can potentially moderate the effect of stress. For example, researchers have demonstrated that EI is related with lower level of stress and reduced chance of its adverse consequences (Duran & Ray, 2004; Hunt & Evans, 2004; Naidoo & Pau, 2008; Pau and Croucher , 2003). Pau and Croucher (2003) observed in their study that lower levels of EI (particular ability to regulate mood) was associated with higher levels of perceived stress. Emotional intelligence has been found to be positively correlated with measures of psychological well-being such as life satisfaction and happiness, while associations with measures of mental ill-health such as depression, stress and loneliness have been found to be negative (Austin, Saklofske, & Egan, 2005; Dawda & Hart, 2000; Day, Therrien, & Carroll, 2005; Palmer, Donaldson, & Stough, 2002; Saklofske, Austin, & Minski, 2003; Schutte et al., 1998; Slaski & Cartwright, 2002). Abraham (2000) deliberated that the social skills component of Emotional Intelligence is related to positive interpersonal relationship and it increases the feeling of job satisfaction and decreases the occupational stress, and further stated that these social skills foster networks of social relationships which in turn increase an employee commitment to the organization. Chabungbam (2005) Advocated that by developing Emotional intelligent one can build a bridge between stress and better performance. The effects of stress are costly to both organization and employee, if left unattended within a given frame of time. Regular administration of Emotional intelligence abilities can help employees at workplace to control impulses and persist in the face of frustration and obstacles prevent negative emotions from
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swapping the ability to think, feel motivated and confident and accurately perceive emotions, to empathize and get along well with others. Darolia and Darolia (2005) Studied the role of Emotional Intelligence is coping with stress and Emotional control behaviour. The research clearly established that Emotional intelligent people, who are able to understand and recognize their emotions, manage themselves appropriately. So that their impulsiveness and aggression is kept under control in stress situation. Duran and Extremers (2004) in their study including professionals employed in institutions for people with intellectuals disabilities, revealed a significant relationship between EI and Burnout syndrome and personal accomplishment in particular. The data clearly indicated that EI expressed in the ability to recognize, /express and control emotions may have impact on the perceived job stress and consequences of experiences stress. Gohm, Corser and Dalsky (2005) led an investigation among 158 freshmen to find an association between Emotional Intelligence and Stress, considering personality as a moderating variable. The results suggested that as Emotional Intelligence is potentially helpful in reducing stress for some individuals, but necessary or irrelevant for others, it may be because they have average Emotional intelligence, but do not appear to use it, presumably because of lack of confidence in their emotional ability. Slaski and Cart Wright(2002) Investigated the relationship between measures of emotional quotient, subjective stress, distress, general health and morale, quality working life and management performance of a group of retail managers, significant correlations in the expected directions were found, indicating the managers who scored higher in emotional quiet suffered less subjective stress, experienced better health and well being and demonstrated better management performance. Singh and Singh (2008) investigated the relationship as well as impact of Emotional intelligence on to the perception of role stress of medical professionals in their organization lives. The study was conducted on a sample size of 312 medical professionals consisting of 174 male and 138 female doctors working in privately managed professional hospital organization. The findings of the study indicated that no significant difference in the level of Emotional Intelligence and perceived role stress between gender, but significantly negative relationships of Emotional Intelligence with organizational role stress for both the genders and medical professional as a whole. Shahu and Gole (2008) drew attention on organizational stress which they said commonly acknowledged to be a critical issue for Managers of Manufacturing companies. Their study examined the relationship between job stress and job satisfaction and performance among 100 Managers. Their findings of the study to suggest that higher stress level are related to lower performance, where as higher job satisfaction indicates higher performance.
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The data clearly indicated that EI expressed in the ability to recognize, express, and control emotions may have impact on the perceived job stress and the consequences of experienced stress. It is expected that subjects with high level of emotional intelligence (one of the personal resources) will perceive their work environment as less stressful and they will experience less negative health consequences. The buffering role of emotional intelligence was also investigating in this study. The aim of present research is to study the role of emotional intelligence in managing work stress among employees at workplace . 8. Objectives: This study is an attempt to find out the role emotional intelligence plays in managing stress among employees at work place and the objectives of this study are below: i. To investigate the role of emotional intelligence in managing employees ii. at workplace. between emotional intelligence and stress at stress among

To find out the relationship workplace.

iii.

To examine genders differentiation of emotional Intelligence plays an important role in managing stress at workplace.

The hypotheses of the study were: i. There is a negative correlation between emotional intelligence and stress at workplace. ii. There may be emotional intelligence moderating effects on stress among employees at workplace.

9. Method: The present study was used exploratory and descriptive research. The 60 sample was randomly selected from Aon Hewitt in Delhi & NCR region. The participants were consisted of senior level and mid level associates within the company. The senior level associates are managers in the company whereas mid level associates are senior executives in the company. The primary data in quantitative nature were collected by standardized questionnaire of Emotional Intelligence Scale and Stress Inventory Scale. The participants took initiative and

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showed a positive attitude toward the entire procedure of data collection. The data has been collected from both males (39) and females (21) in the company. 10. Instrument: For data collection researchers were used two instruments for the measures of results in the present study such as 1.The Emotional Intelligence scale was designed and developed by Professor N.K Chadha and Dr. Dilip Singh. It consisted of a set of 22 questions which were divided into three dimensions of emotional Intelligence namely, Sensitivity, Maturity and Competency and each consisted of a couple of situations that helped to identify the participants emotional intelligence. Each situation has four sets of options to choose from, each of the options holds scores ranging from 5 20. The procedure of interpretation is based on the following percentile table: P-90 Extremely High EQ, P-75 High EQ,P-50 Moderate EQ,P-40 Low EQ, P-20 Future Dependent. 2. The Stress Inventory Scale was designed and developed by Gerard Hargreaves from Stress Management: The Essential Guide to Thinking and working Smarter. This scale has 15 situation based questions that are scored from 1 5. This scale uses scoring method as below: 1 Never ,2 Seldom ,3 Sometimes ,4 Often, 5 Nearly all the time The procedure of interpretation is based on the below cut off score:15-30: experiencing little pressure at work but general in control (Low Stress),31-45: good level of control, situations may cause stress occasionally (Moderate Stress),46-60: often feel under pressure and out of control (High Stress),61-75: high level of pressure and feel out of control (Extremely High Stress) .

11. Results: In order to measure the Emotional Intelligence we have use Emotional Quotient(EQ) which is based on three dimentions namely, sensitivity, competence and maturity. These dimension are compared and measured on the basis of male and female and how they behave under these situations.

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March, 2013 Emtional Intelligence : 11. 1. Sensitivity Level:

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Figure 1: Sensitivity level males & Females Dimension of Emotional Intelligence

Figure 2: Overall Sensitivity level Dimension of Emotional Intelligence Interpretations: Figure 1& 2 The above figures represent that the level of sensitivity among male and females. The x axis shows sensitivity level and y axis shows the corresponding response rate. It can be seen that sensitivity among male is higher as compared to the females. The overall of sensitivity level of males & females which indicate that 43% is extremely high, 12 % is Moderate and 10 % is Low. high, 35% is

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March, 2013 11. 2. Maturity Level:

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Figure.3: Maturity Level males & females - Dimension of Emotional Intelligence

Figure 4: Overall Maturity Level Dimension of Emotional Intelligence

Interpretations: Figure 3 & 4 Figures 3 and 4 showed that the maturity level among males and females. The x axis shows maturity level and y axis shows corresponding response rate. It clearly states that the maturity level among males is higher than females. The overall percentage of maturity levels among males and females that are 2% is Extremely High, 70% High , 23% Moderate and 5% Low in respectively.

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March, 2013 11. 3. Competency Level:

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Figure 5: Competency Level of males & females - Dimension of Emotional Intelligence

Figure 6: Overall Competency Level Dimension of Emotional Intelligence Interpretations: Figure 5 & 6 Figures 5 and 6 indicated that the competency level among males and females. The x axis represents level of competency and axis y represents the response corresponding rate. It states that in terms of competency males counter parts are higher than females. The overall

percentage of competency level among males and females are 68% is Extremely High, 25% is high, 4% is Moderate, and 3 % is Low.

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11. 4. The Overall EQ Level Of Males And Females:

Figure 7: Overall Percentage of Emotional Intelligence Interpretations: Figure 7 The result reflects that the total percentage of EQ level among males and females that are 53% is Extremely High EQ, 42 % is High EQ, 3 % is Moderate EQ, and 2 % is Low EQ.

Figure 8: EQ level of Males & Females Interpretation: Figure 8 The results pointed out that EQ level between males and females in that to correspondence males counterpart is higher than females counterparts.

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11. 5. Overall Stress Level Of Males And Fmales:

Figure.9 Overall perentage of stress level

Figure 10: Stress Level of Males & Females Interpretations: Figure. 9 & 10 Figure 9 represented the total percentage of stress level of males and females that 2 % is Extremely High Stress, 3 % is High Stress, 72 % is Moderate Stress, and 23 % is Low Stress. Figure 10 showed that stress level among males and females and its indicated that male s depict higher stress than females. 12. Results Discussion : To fulfill the main objectives of the present study, the obtained data were subjected to a number of statistical analysis has required. The results of various analyses have been presented in separate headings.
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March, 2013 12. 1. Descriptive Statistics:

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Table 1 presents the Mean and standard deviations of the observed variables. Descriptive statistics was worked out to know the pattern of score distribution. Table 1 reveals that the mean score on Stress is 45.5 with the SD of 19.36 and on Emotional Intelligence (EI) the mean score is 63.75 with the SD of 22.86. It shows that scores on Stress and Emotional Intelligence variables the score ranges above average. SL Variables Mean No. 1 Stress 45.5 2 Emotional Intelligences (EI) 63.75 Table 2: Mean and Std. Deviation 12. 2. Correlations Correlations among the two variables was aimed at examining the degree of association between the measures of stress and emotional intelligence. A careful inspection of inter-correlation matrix (Table - 3) reveals that the variables correlate significantly with each other. The inter-correlation between stress and Emotional Intelligence shows that the people who stress more represent less emotional intelligence; this means more stress having more chances of representing less emotional intelligence. Here the correlation between the both is negative but significant which shows that the people with low EQ (Emotional Intelligence) are having high stress, so it can be said that there is a negative association between the both. The correlation between stress and Emotional Intelligence (EQ) is negative but significant. Variables Stress EI Stress 1.00 -0.77** EI -0.65** 1.00 S.D. 19.36 22.86

** Correlation is significant at the 0.01 level. Table 3: Inter- Correlation Matrix 12. 3. Regression Analysis: Regression analysis was computed to understand the relationship between dependent variable and a set of independent variables. The results of regression analysis for the independent variable Emotional Intelligence (EI) are presented in table 4. It is clear from the results that
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the regression analysis accepted both (EI and stress) the variables as a significant moderates o Emotional Intelligence. In Overall both the predictors contributed Multiple R of . 0.987. The F ratio computed for the significance of multiple R is 81.66, which is significant at .001 probability level. Multiple R. R Square Adjusted R Square Standard Error Observation 0.987 0.976 0.964 3.666 DF Regression 1 Residual F 2 81.66667 SS MS

1098.108 1098.108 26.89243 13.44622 P <.001

4 Table 4: Final Summary of Regression Analysis

13. Conclusion: The study was conducted to find out the role of emotional intelligence in managing stress among employees at workplace. After analyzing the results shows that emotional intelligence correlates negatively with stress and emotional intelligence will be predicted through levels of stress, is partially conformed. The findings of the present study indicates that the low and high level of emotional intelligence establish relationship to some extent with stress. Negative correlation of emotional Intelligence with stress highlights that emotional intelligence will prove helpful tool in dealing with stress at workplace. The studies conducted by Oginska et al., (2005), Matthews et al., (2002), Montes-Berges et al., (2007), Naidoo et al., (2008) etc, also reveals similar results. So it can be said that 'emotional intelligence,' is the ability to restrain negative feelings such as anger, self-doubt, stress, anxiety and instead focus on positive ones such as confidence, empathy and congeniality. So one should emphasize on developing emotional intelligent to overcome stress at workplace and to get success in life. This study has helped me to understand the importance of emotional intelligence, effects of stress on work and life, importance of the three dimensions (Sensitivity, Maturity and Competency) in building emotional intelligence among people. Therefore, there should be a balance of the two variables in our lives. I therefore, would like to recommend, that there must be initiative taken by both employee and the employer to help built emotional intelligence within the organization. There should be an attempt by the organizations to conduct such sessions and hold seminars where employees can be thought about the relationship between emotional intelligence and stress and the negative impacts of stress with
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positive impacts of emotional intelligence, the employees must be motivated to undergo such sessions. Organizations must use emotionally intelligent minds for strategy formation and smooth functioning process. If the employees will strong emotionally then they will be able to take handle stress situations in a better manner, take independent decisions in professional as well as personal lives. In all emotional intelligence will help in employees all round growth so, it is necessary to have people with strong emotional intelligence.

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March, 2013 References

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