Is emotional intelligence the panacea for a better job performance? A study on low-skilled back office jobs

• Published in: Employee relations Vol. 39; no. 5; pp. 683 - 698
• Main Authors: Sastre Castillo, Miguel Ángel, Danvila Del Valle, Ignacio
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Publishing Limited 07-08-2017; Emerald Group Publishing Limited
• Subjects: Emotional intelligence; Emotions; Employee attitude; Employment; Executives; Job performance; Labor relations; Mental health; Organizational change; Performance management; Personal development; Personality; Social skills; Studies; Success; Work environment; Affective commitment; Low-skilled back office jobs; Emotional intelligence; Work performance
• ISSN: 0142-5455; 1758-7069
• DOI: 10.1108/ER-11-2016-0216

Purpose
The purpose of this paper is to investigate the relationship between emotional intelligence (EI), organizational affective commitment (AC), and performance at low-skilled back office positions.
Design/methodology/approach
In all, 397 participants in low-skilled back office positions from a service company completed a questionnaire assessing EI, AC, and performance. The authors used multiple regression models for testing whether higher levels of EI and AC predicted better performance. Additionally, they tested to see whether EI and AC were positively related.
Findings
The results showed that workers in low-skilled back office positions with higher EI and AC had better performance. In this sense, intrapersonal skills and mood management were the dimensions of EI with the highest predictive power. Also, EI and AC were positively related, with intrapersonal skills and adaptability being the dimensions of EI most closely associated with AC. Finally, the predictive power on performance was increased when EI and AC were considered simultaneously.
Originality/value
Traditionally, the involvement of EI and other personal dimensions in increasing organizational commitment and better work performance has been studied in high-skilled and executive positions, as well as in front office low-skilled positions. However, there is little empirical evidence regarding the simultaneous influence of EI and AC on performance in low-skilled back office positions. This gap prompted this research, which suggests that the investment of organizational resources is mandatory for improving EI and, hence, organizational commitment and work performance in these employees.