Chapter 2

Literature view:
Emotional intelligence
Although scholars have offered a number of definitions for EI, perhaps the most widely accepted was
proposed by Salovey and Mayer, the two scholars who coined the term. These scholars define EI as
“the ability to perceive accurately, appraise, and express emotions; the ability to access and/or
generate feelings when they facilitate thought; the ability to understand emotions and emotional
knowledge; and the ability to regulate emotions to promote emotional and intellectual growth”. Mayer
and Salovey’s ability model argues that EI combines intellectual intelligence and emotion in a way that
enhances intellectual understanding of emotion and the manner it guides thought and action. Hence,
the ability model focusses on emotion and the cognitive abilities associated with it.

Other researchers, including Goleman, Bar-On, and Petrides and Furnham, have proposed and tested
alternative models of EI. Given that these models consider emotional abilities in the context of
personality factors and traits that do not focus primarily on emotion or emotional reasoning (such as
motivation, assertiveness, and independence), they are referred to as mixed models. These mixed
models have led some critics to raise concerns about the validity of EI as a construct. For example,
Davies argued that measures of EI present unacceptable overlaps with measures of personality traits.
Similarly, Conte and Landy raised doubts about the validity of such measures. Locke also critiqued the
construct of EI arguing that EI cannot be considered a form of intelligence, and that in any case the
definition of EI is too broad to be meaningful. Responses to such criticisms by proponents of the ability
model have established the validity of Mayer and Salovey’s ability model of EI.

The potential contribution of EI to the personal lives of individuals has raised a great deal of research
attention. The role of EI in the workplace has also been explored. For example, research has shown
that high EI is related to desirable outcomes on various work and career measures, such as
transformational leadership, success in job interviews, and job performance. Research has also found
EI to be related to higher levels of job satisfaction and perceived organizational justice, as well as to
lower turnover intentions and burnout. Nonetheless, we still do not know enough about the manner
in which EI relates to success in organizational politics. This is surprising given that an assumption
regarding the contribution of EI to explaining success in OP was presented in the seminal work of
Goleman almost two decades ago.

Emotional intelligence is basically the ability to manage, learn and understand emotions.
Analysts agree that this type of intelligence plays a great an important role in success, and
some have suggested that emotional intelligence might even be more important than IQ. In
any case, research has suggested that emotional intelligence is linked to everything from
decision-making to academic achievement.

So what does it take to be emotionally intelligent? Psychologist and best-selling author

Daniel Goleman has suggested that there are five components critical to emotional
intelligence. Take a look at these five factors and see if there might be things that you can
do to improve your skills in each area.

Self-awareness
Self-awareness, or the ability to recognize and understand your own emotions, is a critical
part of emotional intelligence. Beyond just recognizing your emotions, however, is being
aware of the effect of your own actions, moods, and emotions of other people.

In order to become self-aware, you must be capable of monitoring your own emotions,
recognizing different emotional reactions, and then correctly identifying each particular
emotion. Self-aware individuals also recognize the relationships between the things they
feel and how they behave. These individuals are also capable of recognizing their own
strengths and limitations, are open to new information and experiences, and learn from
their interactions with others.

Goleman suggests that people who possess this self-awareness have a good sense of humor,
are confident in themselves and their abilities, and are aware of how other people perceive
them.

Self-awareness means understanding one’s emotions, strength, weakness, needs and drivers. People with
self-awareness are more likely to see themselves more accurately and also more welcoming to receiving
feedback. This can create a culture of honesty and integrity within a company. Take a manager who may not
have bought in to a directive by top management, instead of sulking and risking the spread of unhappiness
amongst his subordinate, a self-aware manager will instead be frank and honest with his opinion. He/she may
voice out to the management “ I am finding difficulty understanding the reason behind such a decision” This
will initiate the process of solving the manager’s unhappiness through meetings with the management or
tweaking of the system.

Another important aspect of self-awareness is the ability to pinpoint ones personal values. This is crucial as it
allows the employee to align their values to the company’s. It also allows the employee the conviction to make
decisions and reject projects that may violate one’s own values. This once again creates a culture of honesty
and integrity within the company. It also leads to greater motivation and long term commitment and satisfaction
from the employee.

A crucial part of self-awareness is also the ability for self-deprecating humour. An employee with high self-
awareness is usually able to look back at pass mistakes and have a good laugh. This exhibits humility and the
person’s ability to accurately see one’s strength and weakness. An employee who is able to accurately analyse
ones strength and weakness is also more likely to accurately assess the resources within a company.

Self Regulation

In addition to being aware of your own emotions and the impact you have on others,
emotional intelligence requires you to be able to regulate and manage your emotions. This
doesn't mean putting emotions on lock-down and hiding your true feelings — it simply
means waiting for the right time, place, and avenue to express your emotions. Self-
regulation is all about expressing your emotions appropriately.

Those who are skilled in self-regulation tend to be flexible and adapt well to change. They
are also good at managing conflict and diffusing tense or difficult situations.
Goleman also suggests that those with strong self-regulation skills are high in
conscientiousness. They are thoughtful of how they influence others and take responsibility
for their own actions.

Self-Regulation, the ability to rationally control one’s behavior in spite of the emotions one may be feeling.
Many a time, dishonest employees do not conduct elaborate plans into their illicit actions. These actions are
often seen in a situation of opportunity, where it may be conveniently easy to make self-centered decisions at
the expense of the company. Such impulses are seen in employees who exhibit low level of self-regulation.

Often, a leader who takes time to consider the situations may be seen as cold and distant by his employees.
On the flip side, a leader with a fiery temperament may be seen as charismatic and powerful. This common
misconception is brought about by a need for immediate action. A leader who takes his time to consider the
situation is more likely build trust and fairness within the organization.

In today’s VUCA (volatility, uncertainty, complexity, ambiguity) environment, it is essential that a leader is able
to self-regulate their actions and not make rash decisions. It is also beneficial that an individual is able to roll
along with the changes, suspend judgment and ultimately derive the meaning and reason behind each change
phenomenon.

Social Skills

Being able to interact well with others is another important aspect of emotional
intelligence. True emotional understanding involves more than just understanding your
own emotions and the feelings of others - you also need to be able to put this information
to work in your daily interactions and communications.

In professional settings, managers benefit by being able to build relationships and

connections with employees, while workers can benefit from being able to develop a strong
rapport with leaders and co-workers. Some important social skills include active listening,
verbal communication skills, nonverbal communication skills, leadership, and
persuasiveness.

An individual who is highly skilled socially usually has a huge network available to them. This is not to say that
they are constantly socialising. They realise the significant limitations of a single individual and instead build
connections such that they have an available network to tap into for all situations.

Realistically, a leader’s job is to empower people such that work can be done through these channels. As
such, leaders network broadly and widely and without judgement. Social skill can thus be seen as a crucial
cog in the application of the above components to elevate EQ.

Empathy

Empathy, or the ability to understand how others are feeling, is absolutely critical to
emotional intelligence. But this involves more than just being able to recognize the
emotional states of others.
It also involves your responses to people based on this information. When you sense that
someone is feeling sad or hopeless, for example, it will likely influence how you respond
to that individual. You might treat them with extra care and concern or you might make an
effort to buoy their spirits.

Being empathetic also allows people to understand the power dynamics that often influence
social relationships, especially in workplace settings. Those competent in this area are able
to sense who possess power in different relationships, understand how these forces
influence feelings and behaviors, and accurately interpret different situations that hinge on
such power dynamics.

Not to confuse empathy with sympathy, empathy is the ability to read non-verbal cues that emanate from our
social interactions. Compare a situation in which a company is undergoing a period of recession. A manager
who is worried by prospect of being retrenched may neglect the same feelings shared by his subordinates.
This can create an air of paranoid and fear within the organization. Yet, imagine a manager who shares the
worries of his employees and consciously act on reassuring everyone. This in turn will create an environment
of trust and comradery over a period of time.

In another example where a manager has to fire a number of employees, a less empathetic manager may
make a gloomy speech about the state of the company and the reasons for the retrenchment, where another
manager may make a different speech, one about hope and opportunities. The underlying intention may be
the same, but the overall outcome is starkly different.

Even more importantly, in an ever globalizing economy, it is empathy that will allow us to communicate beyond
language and culture. The biological reactions to emotions are involuntary and organic across borders. With
a high degree of empathy, we are in a better position to collaborate with international partners despite cultural
barriers.

Motivation

Intrinsic motivation also plays a key role in emotional intelligence. People who are
emotionally intelligent are motivated by things beyond mere external rewards like fame,
money, recognition, and acclaim.

Instead, they have a passion to fulfill their own inner needs and goals. They seek things
that lead to internal rewards, experience flow from being totally in tune with an activity,
and pursue peak experiences.

Those who are competent in this area tend to be action-oriented. They set goals, have a
high need for achievement, and are always looking for ways to do better. They also tend to
be very committed and are good at taking the initiative when a task is put forth before them.

Motivation is highly discussed, and can be seen as the passion to work beyond the compensation of money
or status. It is the intrinsic value that builds a cycle of humility and constant self-reflection that will lead to
personal growth and development.

A highly motivated individual has been shown to more optimistic and well-equipped to face setbacks, making
them more resilient in today’s corporate landscape. It is not surprising that motivation is a significant predicator
for success. Motivated individuals constantly push the bar for success and surround themselves with like-
minded individuals, creating a culture of collective potential, a force to reckon with in any situation.

This isn’t to say that IQ and technical abilities are not important attributes of a leader. If anything, IQ and
technical abilities can be seen as the substance that give us form and shape in the corporate arena. EQ can
be seen as the glue and lubricant that allows us to flow and glide and interact seamlessly with our dynamic
environment.

Political Skill
It is well accepted in the literature that organizations are political arenas. According to Pfeffer, success
in organizations requires political skill. Similarly, Mintzberg argued that political skill is essential for
an effective use of influence behavior in organizations through persuasion, negotiation, and
manipulation. Ferris, OP scholars, define political skill as “the ability to effectively understand others
at work and to use such knowledge to influence others to act in ways that enhance one’s personal
and/or organizational objectives”. According to these scholars, political skill includes four dimensions:
social astuteness, interpersonal influence, networking ability, and apparent sincerity. Previous
research has argued that high political skill is related to career success, job effectiveness and work
performance. Empirical evidence has supported this line of thinking, with political skill being found to
positively relate to income levels, hierarchical position, reputation and performance. Political skill was
also found to be positively related to job performance and team performance in organizational leaders.

Pfeffer has advocated the use of a political perspective to understand general career success. In
relation to Pfeffer, other scholars have highlighted the lack of research focusing on influence
behavior and career success, both objective and subjective. One influence behavior, political skill,
is suggested to be an important predictor of subjective career success.
Political skill is defined as “the ability to effectively understand others at work, and to use such
knowledge to influence others to act in ways that enhance one’s personal and/or organizational
objectives”. This understanding of the workplace suggests that individuals who are highly
politically skilled have an increased likelihood of behaving in ways that are appropriate for a given
context. Furthermore, it can be concluded that politically skilled individuals are able to effectively
understand social cues and generate situation-specific behaviors. Because political skill affords an
individual with the ability to understand behavior and perceive control as a result, scholars have
noted that political skill instills a sense of personal security and self-confidence in employees.
Employees who are politically skilled excel in interpersonal interaction and thrive in social
situations. Typically, those exhibiting high levels of political skill are perceived as charming,
engaging, trustworthy, and sincere. Such an interpersonal style is viewed as clever leveraging of
social capital. This is due to the synergies produced by the manipulation of discrete behaviors that
result in an exponential increase in the quality of the interpersonal dynamic.
Such interpersonal acumen may be especially important as employees rise in the organizational
hierarchy because the variability of employees on such aspects as intelligence, past work
experience, and performance is reduced. As a result, other, more subjective criteria are used in
differentiating employees for promotion decisions. Highly politically skilled employees possess the
ability to capitalize on this subjectivity. Whereas a record of high job performance can be important,
one’s career is the compilation of connected positions, jobs, and experiences that defines one’s
“work identity over an extended period of time”. As such, progression through one’s career is
impacted by being positively noticed and positioned in a way to take advantage of various
opportunities that arise. Employees who are highly politically skilled possess the ability to behave
as constituents expect, which aids them in creating a positive image of themselves in the workplace.
Employee Retention
Employee retention is the organizational goal of keeping talented
employees and reducing turnover by fostering a positive work
atmosphere to promote engagement, showing appreciation to
employees, and providing competitive pay and benefits and healthy work-
life balance. Employers are particularly interested in retaining employees
during periods of low unemployment and heightened competition for
talent. To retain employees, organizations use human resources
technology for recruiting, onboarding, engaging and recognizing workers
and offer more work flexibility and modern benefits like physical and
financial wellness programs.
Employee retention strategies

Organizations that are focused on retaining employees usually start with

the employee hiring and onboarding process by giving new workers
adequate training and orientation in the culture of the organization. They
also give new employees an opportunity to ask questions and engage in
dialogue with supervisors about their work.

Some organizations use systematic recognition and rewards strategies

to show they value employees. Some employers rely on employee
engagement software that uses gamification and other techniques to
recognize workers and provide rewards and perks such as retail
discounts. Employers also focus on competitive pay using
employee compensation managementsoftware that compares pay rates
against benchmarks for given regions, job titles and performance ratings.
 Employers seek to distinguish themselves in the hiring arena by offering
slates of varied benefits offerings, both voluntary benefits, or employee-
paid, and those paid for or subsidized by the organization. Newer types
of benefits include lower premium high-deductible health insurance plans,
pet insurance, education debt repayment programs and legal counseling.

To foster work-life balance, organizations offer flexible work schedules,

time off and telecommuting, and they train managers to encourage
employees to take vacations.

Employers increasingly provide office amenities such as ergonomic and

standing desks, subsidized meals, free refreshments and relaxation hubs
offering games such as ping-pong and pool.

Succeeding in your employee retention efforts requires you to think about

things from the team's point of view. All employees are different, of
course, and each has unique desires and goals. But it's a safe bet to
assume that all of them want to know they are being paid at or above
market rates and have good benefits. They want to feel that they are
appreciated by their employer and treated fairly. They want to be
challenged and excited by the job they're asked to do.

An effective employee retention program addresses all of these

concerns. But it also goes beyond the basics. In fact, your efforts should
start on a new hire's first day on the job. The training and support you
provide from Day One sets the tone for the employee's  tenure at the
company and boosts job satisfaction.

Ways to improve employee retention

Every area of the employer-employee relationship in your organization

deserves your attention. Embrace these key strategies to improve your
organization's employee retention and boost employee  satisfaction:

 Onboarding and orientation — Every new hire should be set up for

success from the very start, from the first day of work to the first week and
 beyond. The job  orientation is just one component of onboarding, which
can last for weeks or months, depending on your organization. Aim to
develop an onboarding process where new staff members not only learn
about the job but also the company culture and how they can contribute
and thrive, with ongoing discussions, goals and opportunities to address
questions and issues as they arrive.
 Mentorship programs — Pairing a new employee with a mentor is a
great idea for onboarding. New team members can learn the ropes from
a veteran with a wealth of resources, and the new hire offers a fresh
viewpoint  to experienced staff. Mentors shouldn't be work supervisors,
but they can offer guidance and be a sounding board for newcomers,
welcoming them into the company culture. 
 Employee compensation — It's absolutely essential in this competitive
labor market for companies to offer attractive compensation packages.
That includes salaries, of course, but also bonuses, paid time off, health
benefits, retirement plans and all the other perks that can distinguish one
workplace from another. Every employee should have a full
understanding of all the benefits they receive from your organization. 
 Recognition and rewards systems — Every person wants to feel
appreciated for what they do. Make it a habit to thank your direct reports
when they go the extra mile, whether it's with a sincere email, a gift card
or an extra day off. Show your employees you appreciate them, and share
how their hard work helps the  organization. Some companies set up
rewards systems that incentivize great ideas and innovation, but you can
institute recognition programs even on a small team with a small budget.
 Work-life balance — What message is your company culture sending?
If staff are expected to regularly work long hours and be at your beck and
call, you'll likely run into issues with employee retention. Burnout is real.
A healthy work-life balance is essential, and people need to know that
management understands its importance. Encourage staff to take
vacation time, and if late nights are necessary to wrap up a project, see
if you can offer late arrivals or an extra day off to compensate and
increase job satisfaction. Many companies offer telecommuting or flexible
schedules to improve work-life balance for their employees.
 Training and development — In any position and industry,
professionals want the possibility for advancement. Smart managers
invest in their workers' professional development and seek opportunities
for them to grow. Ask each of your direct reports about their short- and
long-term goals to determine how you can help achieve them. Some
companies pay for employees to attend conferences or industry events
 each year, or provide tuition reimbursement or continuing education
training. 
 Communication and feedback — Keeping open lines of communication
is essential for employee retention. Your direct reports should feel that
they can come to you with ideas, questions and concerns, and likewise,
they expect you to be honest and open with them about improvements
they need to make in their own performance. Make sure you connect with
each staff member on a regular basis — don't let issues build up for the
annual review. 
 Dealing with change — Every workplace has to deal with unpleasant
changes occasionally, and the staff looks to leadership for reassurance.
If your organization is going through a merger, layoffs or other big
changes, keep your staff informed as much as you can to avoid feeding
the rumor mill. Make big announcements face to face, and make sure you
allow time for their questions.
 Fostering teamwork — When people work together, they can achieve
more than they would have individually. Foster a culture of collaboration
that accommodates individuals' working styles and lets their talents shine.
Do this by clarifying team objectives, business goals and roles, and
encouraging  everyone to contribute ideas and solutions.
 Team celebration — Celebrate major milestones for individuals and for
the team. Whether the team just  finished that huge quarterly project
under budget or an employee brought home a new baby, seize the
chance to celebrate together with a shared meal or group excursion.

Why employee retention is important

High rates of employee turnover can harm organizations' ability to carry out their
mission because of impairments to continuity, loss of institutional knowledge,
and high costs of replacing departing workers. Diminished productivity
and competitive advantage are among the biggest losses caused by employees
leaving an organization.

Employee departures can also lower morale and spur more employees to leave
the organization. Employee retention is also important to team building and
cohesion in the workplace, so workers can come to trust and depend on each
other.

Another negative effect of turnover is the impact on customers, who can notice
that they are dealing with a continual flow of different people.

Aspects of employee retention

Employee engagement and employee experience are seen as among the most
important strategies in retaining valued employees and maintaining a positive
employer-employee relationship.

Organizations' HR departments can deploy employee engagement

software to do pulse, or instant, surveys about employees' feelings
toward the organization and take action to remedy areas in which
employees have low job satisfaction. Such surveys are usually
anonymous and brief to make employees more likely to participate.

Employees' feelings about belonging to and having their voices heard in

the organization are considered a key aspect of employee retention.
Employees often cite the importance of having managers who support
them, and frequent surveys are a way to gauge their feelings about their
supervisors.

Employers also use corporate wellness technology that promotes

organization-wide cohesion using a variety of techniques including fun
competitions and group volunteer projects. Promoting physical and
psychological well-being is sometimes a key aspect of corporate
wellness. Organizations can provide incentives or discounts on health
insurance for employees who use wearable and mobile devices to track
their physical activity or other metrics, including those related to chronic
health conditions.
 Integrating EI and political skill
The role of EI in OP has, in the main, been overlooked. This is surprising given
the assumption that high levels of EI are associated with success in organizational
politics (Goleman, 1995). The potential contribution of EI to explaining perceived
organizational politics has recently been acknowledged (Meisler and Vigoda-Gadot, in
press; Vigoda-Gadot and Meisler, 2010). Nonetheless, the manner in which EI relates
to political skill in the workplace has not been extensively explored.
As noted above, a few recent studies explored EI and political skill simultaneously.
However, most of these studies attempted to distinguish between the two variables or
study them competitively. For example, Semadar and colleagues (2006) compared the
contribution of several social effectiveness constructs (i.e. self-monitoring, leadership
self-efficacy, EI, and political skill) to predicting managerial job performance, while
Greenstein (2004) argued that EI is a better predictor of presidential success compared
with political skill, public communications, organizational capacity, vision, and
cognitive style. A different perspective was presented by Momm et al. (2010), who
studied the contribution of political skill to explaining improvements in emotional
recognition accuracy after training on emotion recognition. It should be noted that
Ferris et al. (2005), who also argued that political skill is a distinct construct from EI,
found a positive relationship between the two variables. Yet, given that Ferris et al.’s
(2005) study was conducted among undergraduate students using a mixed model scale
(see: Mayer et al., 2000), evidence is still needed to validate the EI-political skill
relationship in the workplace. The present study addresses this issue and explores the
relationship between EI and political skill among full-time employees using a scale that
captures EI as conceptualized by the ability model (see: Mayer and Salovey, 1997;
Salovey and Mayer, 1990). Moreover, as opposed to previous research, which explored
the direct (Bing et al., 2011; Blickle et al., 2009; Todd et al., 2009; Treadway et al., 2004)
or moderating (Blickle et al., 2008, 2010; Brouer et al., 2009; Treadway et al., 2005, 2007; Zellars et al.,
2008) effects of political skill, the current study suggests political skill as a
mediator, and explores its mediating role in the EI-job satisfaction relationship.
The definition of political skill suggests that understanding others is essential
for effectively influencing others at work and for accomplishing personal and
organizational goals (Ferris et al., 2005). According to Ferris et al. (2007), politically
skilled individuals are able to successfully influence others due to their strong sense
of what influence tactics to employ in any given situation, and how best to employ
them – an understanding that derives from a sound grasp of others’ perspectives,
behaviors, and motives. Given that perspectives and behaviors are often shaped or
driven by emotional motives, understanding others requires a fine understanding
of emotion. Thus, it is reasonable to suggest that compared to individuals low in EI,
emotionally intelligent individuals better understand and anticipate the emotional
consequences of any potential influence attempt they consider employing. Such
understanding helps high-EI individuals to effectively choose and execute influence
tactics, and so to accomplish personal and organizational goals. Based on these
arguments, we may hypothesize that:

H1. EI will be positively related to political skill.

The past few decades have witnessed the emergence of a dispositional approach in
research on job satisfaction. According to Staw and his colleagues (Staw et al., 1986;
Staw and Ross, 1985), stable individual characteristics predispose employees to
respond positively or negatively to job contexts. Moreover, positive and negative
dispositions were suggested as factors that influence the information individuals
choose to input, recall, and interpret in the workplace (Staw and Ross, 1985). Other
scholars have followed this line to show genetic factors (Arvey et al., 1989), positive
and negative affectivity (Brief et al., 1995; Connolly and Viswesvaran, 2000;
Cropanzano et al., 1993; Thoresen et al., 2003), and emotional states (Brief et al., 1995;
Mignonac and Herrbach, 2004) as predictors of job satisfaction.
The current research suggests that EI also affects job satisfaction. According to
Mayer and Salovey (1997), emotionally intelligent individuals can maintain positive
emotional states and restrain negative emotional ones. We believe that the ability to
maintain a positive emotional state and reduce the extent to which negative emotions
are experienced is relevant in the workplace as well. As opposed to individuals low in
EI, emotionally intelligent individuals can decide which inputs to focus on in different
situations in the workplace, as well as the interpretation given to them. Thus,
compared to low-EI employees, employees high in EI will experience positive emotions
and moods more strongly and over longer periods of time than negative emotions.
Moreover, compared to employees low in EI, emotionally intelligent employees will
be less likely to recall and ruminate about disturbing events that occurred in the
workplace (Meisler, 2013; Meisler and Vigoda-Gadot, in press), further reducing the
amount of time in which negative emotional states are experienced. Given that
emotional states influence job satisfaction (Brief et al., 1995; Mignonac and Herrbach,
2004), it is reasonable to assume that employees with high levels of EI will derive
greater satisfaction from their jobs compared to employees with lower levels of EI.
Empirical evidence confirms this assumption (Law et al., 2004; Wong and Law, 2002).
Hence, the second hypothesis argues that:
H2. EI will be positively related to job satisfaction.

Suggesting only a direct relationship between EI and employee retention might be an

oversimplification of reality. It is more reasonable to assume that such a relationship
is mediated by intervening variables. Political skill might be such a mediator.
Individuals high in EI are assumed to be endowed with greater political skill due to
their superior ability to perceive and understand others’ emotions (see H1). Given
that political skill is positively related to job satisfaction and employee retention , one could argue that
EI affects political skill, which in turn affects employee retention. Put differently, political skill mediates
the relationship between EI and employee retention. Theoretically, it could be argued that EI mediates
the relationship between political skill and employee retention. Yet such an argument would imply
that political skill is an antecedent of EI. Given that Mayer consider EI as a form of intelligence,
it is much more reasonable to assume that the emotional abilities associated with EI
affect one’s political understanding and skill, and not the opposite. Thus, the current
study suggests that EI affects political skill, which in turn affects employee retention.
Accordingly, the hypothesis suggests that:
H3. Political skill will mediate the relationship between EI and employee retention.

Population/Sampling/Target audience.
The population we are targeting is the Pakistani market and specifically software houses
and IT companies of Islamabad. My research sample is 200 employees of IT sector in
Islamabad.

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