Special
May
Issue
2016
INTERNATIONAL JOURNAL OF HUMANITIES AND
CULTURAL STUDIES ISSN 2356-5926
To Study the Impact of Emotional Intelligence on Job Performance of Iranian Oil
Pipeline and Telecommunication Staff
Reza Samadi
Department of Management, Ayatollah Amoli Branch, Islamic Azad University, Amol, Iran
Saeid Emamgholizadeh*
Department of Management, Shomal University, Iran
*Corresponding author: [email protected]
Abstract
The present study examined the impact of emotional intelligence on job performance of
Iranian Oil Pipeline and Telecommunication staff. The descriptive research method was
correlational. The study population consisted of employees from Iranian Oil Pipeline and
Telecommunication of the northern region of 355 people who the number of the sample of 185
persons was selected using stratified sampling and based on Cochran formula. For emotional
intelligence was used from standard questionnaire of Bar-On (1997), and for variable of job
performance was used from standard questionnaire of Hersey-Goldsmith (1981). Structural
equations were used to analyze the data. The results showed that emotional intelligence had a
direct impact on job performance and the analysis of its subscales showed that the general
mood subscale significant had a significant effect on job performance.
Keywords: emotional intelligence, staff, job performance.
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Introduction
Intelligence has been considered as one of the basic characteristics that causes individual
differences among human beings since the beginning of recorded history humans (Wong and
Lav, 2003). Emotional intelligence includes awareness, monitoring and expressing a range of
emotions. Therefore, cognitive ability, instrumentation and control these emotions are an
important aspect of emotional intelligence and each of these abilities results in disordering for
each person (Yassini, et al., 2013). In this regard, Mayer and Salovy (1998) state that having
an emotional and spiritual intelligence can improve many functions, including job
performance to create individual behavior. Due to organizational efficiency, which is the
result of efficiency and effectiveness, it is a category that always the managers' minds,
particularly the minds of managers and employees of Iranian Oil Pipeline and
Telecommunication are engaged in (King, 2008). Certainly, the performance of the staff is
one of the things that can have an effect on productivity; accordingly, the identification of
factors that can improve employee performance and thus enhance organizational efficiency is
the management requirements of any organization, on this basis, the employee performance
evaluation is important, in fact, the performance evaluation is a way that managers can
understand their strengths and weaknesses and improve organizational activities through
identification of factors affecting on it (Reza, 2010). It can be acknowledged that what
employees are doing, may be related to other factors and influence on structural, individual or
cultural features; therefore, identifying these factors and their improving can improve job
performance. The factors affecting on job performance of skills of managers etc. are the
Iranian Oil Pipeline and Telecommunication which emotional intelligence is raised as one of
the necessities. However, the purpose of this study was to study the effect of emotional
intelligence on job performance of Iranian Oil Pipeline and Telecommunication.
Methodology
The descriptive research method was correlational. The study population consisted of
employees from Iranian Oil Pipeline and Telecommunication of the northern region of 355
people. In this study, sampling method was stratified, which included technical and
administrative units, including Electrical Engineering, Mechanical Engineering, detailed
instrument, line maintenance, corrosion protection, facilities, transportation,
telecommunications, procurement and warehouse, HSE, Finance, administration, public
relations, legal affairs and security which all required services are offered to different parts
including oil transfer centers and subsidiary facilities. To determine the sample, 185 people
were selected randomly. Emotional intelligence as independent variables and job performance
as the dependent variable is considered. In the stage of the study, after the presentation of
preliminary explanation about the purpose of the test and measurement tools, how to respond
to tests for participants was described in detail. On the ethical considerations after obtaining
the consent of the people and giving awareness, they were assured that the information
received in this research would be used and would be protected from any abuse. To measure
emotional intelligence, standard questionnaire of Bar-On (1997) is used and for variable of
job performance, standard questionnaire of Hersey-Goldsmith (1981) is used (as quoted by
the Yahyazadeh, 2012). According to the standard, validity and reliability of the questionnaire
were approved. To determine the reliability of questionnaires, Cronbach's alpha was used and
its analysis results are presented in Table 1. According to the results, we can conclude that the
questionnaire is reliable.
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Table1. Cronbach's alpha for each dimension of the questionnaire
Number
Cronbach's
Variables
Questions
Coefficients
Job Performance
16
0.784
Questionnaire
Intrapersonal Skills
12
0.709
Interpersonal Skills
9
0.724
Compatibility
7
0.738
Stress Control
8
0.705
General Mood
7
0.710
The Total Emotional
Intelligence
43
0.849
Questionnaire
Structural equation modeling was used to analyze the data.
Results
In table 2, descriptive statistics of variables are presented.
Table2. Statistical description of variables
Intrapersona Interpersona Compatibilit Stress Genera
Job
Indicators
l skills
l skills
y
Contro l Mood Performanc
l
e
Average
3.38
3.69
3.35
3.30
3.31
3.39
Central
Middle
3.41
3.44
3.43
3.37
3.28
3.50
Standard
0.39
0.45
0.38
0.54
0.45
0.46
Dispersion Deviation
Variance
0.15
0.20
0.14
0.29
0.20
0.21
-0.03
-0.85
-0.45
-0.59 -0.46
-0.79
Distributio Skewness
n
Elongatio
-0.36
0.18
0.02
0.33
-0.06
-0.29
n
Sample Size
185
185
185
185
185
185
The results of Kolmogorov-Smirnov test showed abnormal distribution of the data (p <0/05).
Direction analysis results are presented in Table 3. Due to the impact of emotional
intelligence on job performance, since a significant number is 1/06 and is less than 1/96, it can
be confirmed that the null hypothesis and research hypothesis about the impact of emotional
intelligence on job performance are rejected. According to MySQL Pro PLS impact on
intrapersonal skills on job performance because a significant number is 5/04 and is more than
1/96, it can be said that the null hypothesis is rejected and research hypothesis about the
impact of intrapersonal skills on the job performance is confirmed. The coefficient of this
effect was estimated 0/72. This means that 72% of changes in job performance are dependent
on intrapersonal skills. It is worth mentioning due to a positive sign, this change is direct; this
means that by increasing intrapersonal skills, job performance increases. According to
MySQL Pro PLS impact on interpersonal skills on the job performance, because a significant
number is 2/70 and is greater than 1/96, it can be said that the null hypothesis is rejected and
research hypothesis about the impact of interpersonal skills on job performance is confirmed.
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The coefficient of this effect was estimated 1/21. It should be noted that due to the positive
sign, this change is direct; it means that by increasing interpersonal skills the job performance
increases. According to MySQL Pro PLS compatibility of the impact on job performance
because a significant number is 3/55 and is greater than 1/96, it can be said that the null
hypothesis is rejected and research hypothesis about the impact of adjustment on job
performance is confirmed. The coefficient of this effect was estimated 0/41. This means that
41 percent of job performance changes depending on compatibility. It should be noted that
due to a positive sign, this change is direct; this means that by increasing the compatibility,
job performance increases. According to MySQL Pro PLS about the impact of stress on job
performance, since a significant number is 2/68 and is greater than 1/96, it can be said that the
null hypothesis is rejected and research hypothesis about the impact of stress control on job
performance is confirmed. The coefficient of this effect was estimated 0/62; this means that
62 percent of job performance changes depending on stress control. It should be noted that
due to the positive sign, this change is direct; it means that by increasing stress control, job
performance increases. According to MySQL Pro PLS about the impact of general mood on
job performance, since a significant number is 1/44 and is greater than 1/96, it can be said that
the null hypothesis is confirmed and research hypothesis about the impact of general mood on
job performance is rejected.
Row
1
2
3
4
5
6
Table3. The results of structural equation modeling
Direction
Direction
A Significant
Coefficient
Number (t)
Emotional
Job Performance
0.44
1.06
Intelligence
Intrapersonal
Job Performance
0.72
5.04
Skills
Interpersonal
Job Performance
1.21
2.70
Skills
Compatibility
Job Performance
0.41
3.55
Stress Control Job Performance
0.62
2.68
General Mood Job Performance
0.29
1.44
Result
Rejected
Confirmed
Confirmed
Confirmed
Confirmed
Rejected
Conclusion
The present study examined the impact of emotional intelligence on job performance of
Iranian Oil Pipeline and Telecommunication staff. Several studies have been carried out in the
field of emotional intelligence and its impact on job performance. For example, Baezzat and
Sharifzadeh (2012) discussed on the relationship between emotional intelligence and spiritual
intelligence with job stress of the staff of the university. The results showed that components
of emotional intelligence, (17) percent and spiritual intelligence components (31) Percentage
of changing on job stress of the university staff could be explained. Also, the research of
Shooshtarian et al. (2009) investigating the impact of emotional intelligence on workforce
attitude and job performance concluded that there had been a significant relationship between
emotional intelligence and job satisfaction, job performance and emotional intelligence and
emotional intelligence and organizational commitment which were consistent to the results of
this study and in the same line. Also, since the subject of the research is a new kind, so many
similar studies have not been found. The results of this research are still at an early stage and
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based on relatively small sample. And ultimately the results can provide a valuable feedback
in legislative bodies, including the Cabinet, the Cabinet of Ministers, Parliament and the
Guardian Council, the Expediency Council in evaluating the performance of employees and
government agencies.
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