The Relevance and Use of Testing For Emotional Intelligence In Employee Selection - Coursework Example

THE RELEVANCE AND USE OF TESTING FOR ‘EMOTIONAL INTELLIGENCE’ IN EMPLOYEE SELECTION By Name Course Instructor Institution City/State Date The Relevance and Use of Testing For ‘Emotional Intelligence’ In Employee Selection Introduction The ability to measure a person’s emotional intelligence level accurately can offer organisations with an important competitive advantage. Basically, emotional intelligence can be described as an individual’s ability to efficiently manage his/her emotions. Still, more emotional intelligence detail definitions vary conditional on the EI model of as well as assessment method utilised. Particularly, the assessment of emotional intelligence happens through self-report surveys or ability-based testing. Self-report surveys measure the individual’s emotional competencies to effectively handle the environmental demands. On the other hand, ability-based assessments measure how effectively a person can execute the allocated tasks using emotion as well as solve problems associated with emotions. Basically, utilising emotional intelligence measures in the selection process has recently increased across the globe. This increase demonstrates the growing belief on the crucial role played by emotions in the organisational behaviour. The emotional abilities have an effect on the capacity of an individual to make effective decisions, communicate effectively, create quality social relationships, and manage conflict, pressure and stress; in so doing, influencing workplace behaviour. The objective of this piece is to discuss the relevance and use of testing for ‘emotional intelligence’ in employee selection. Furthermore, this paper will explain measures that management in organisations should take to ensure that such emotional intelligence tests are valuable when utilised for selecting employees. Discussion Emotional intelligence is a form of intelligence rather than a personality trait. Since early 20th century, intelligence has been viewed exclusively by the society through the intelligence quotient tests lens. Basically, the IQ tests are considered to be reliable, however, they have some limitations; for instance, they only measure verbal fluency as well as abstract reasoning. Emotional intelligence was suggested by John Mayer and Peter Salovey in 1990. According to Baez (2013), emotional intelligence includes four components: First, emotions must be perceived accurately by people themselves as well as others and should be able to effectively express their emotions. Secondly, individuals must understand how their decisions, thinking, as well as coping mechanisms are shaped by their emotions shape. Third, individuals must comprehend and examine their emotions, which are normally contradictory as well as complex. Lastly, people should understand how to manage their emotions in order to reduce negative emotions as well as effectively utilise positive emotions. Unlike a person’s IQ, emotional intelligence cannot be changed. Many companies have started realising the significance of emotional intelligence. As mentioned by Baez (2013), nearly 60 per cent of employers prefer hiring candidates with high EI, regardless of their IQ. Candidates high in EI are inclined to experience improved career success, create quality relationships with other employees, become effective leaders, and can successfully manage conflict and stress at work. According to Blaik (2007), performance of employees with high EI levels are normally rated higher than those with low EI levels. Currently, there are numerous emotional intelligence tests that can be accessed commercially. The majority of practitioners and researchers alike suggest that employers should use Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) to assess emotional intelligence for purposes of recruitment as well as selection. Blaik (2007) posits that MSCEIT is significantly different from other commonly utilised EI measures because of its ability-based emotional intelligence measure. Basically, the MSCEIT is utilised to measure a person’s real capability to handle emotion-related problems. Furthermore, it offers an estimate of different emotional intelligence abilities; perceiving emotion, emotion management, understanding emotion and facilitating thought, whereby the candidate is expected to solve problems regarding emotions or emotion-related problems. Such varying emotional intelligence components offer a firm indication of the emotional abilities of the candidate. As pointed out by Kharbanda and Sapramadan (2015), success is influenced strongly by individual qualities like self-control, perseverance, as well as skill in having friendly relationship with others. Emotional Intelligence is considered to contribute nearly 85 per cent of exceptional workplace performance (Kharbanda & Sapramadan, 2015). The EI is considered as a strong indicator of employees’ job performance as well as leadership behaviours. An emotional intelligence model was developed by Dr. Wong Chi Sum as cited by Kulkarni et al. (2009), and had four ability dimensions: appraising and expressing the emotion individually, evaluating and recognising emotion in others people, emotion regulation and facilitate performance through emotion regulation. Without a doubt, knowing a candidate’s feelings as well as emotions while they are happening, and changing one's self to new circumstances, needs the emotional maturity, competency, and also sensitivity. Employees’ performance in a work situation, according to Kulkarni et al. (2009) is dependent on teaming up with people having different opinions, suggestions, and ideas. When a company effectively utilise emotional intelligence, it is inclined to achieve improved team harmony. Particularly, leaders must have high emotional intelligence since they are the organisation’s representatives to the clients and normally they interact with many people outside and within the organisation. More importantly, they set the tone for workers morale. Kulkarni et al. (2009) posits that leaders with high EI normally understand the needs of their employee and understand how the value of offering constructive feedback. A number of companies have utilised EI to build a powerful sales workforce; for instance, it was observed that sales staff at Hallmark Communities with emotional intelligence were 25 per cent more productive as compared to other employees. At the company, emotional intelligence was more crucial to the job performance of the executive as compared to focus on results, strategic thinking, as well as character (TalentSmart, 2009). Furthermore, EI improves operational efficiency as observed at AT&T, whereby EI tests exhibited increased EI in all management levels (TalentSmart, 2009). McDonald’s European poultry supplier, Amadori performed emotional intelligence tests with the help of a consulting company known as Six Seconds. It was established that Amadori should strategically focus more on people management. The initiative was headed by the HR and the performance management process evaluation in 2008 demonstrated that emotional intelligence was the key ingredient for improving people management; therefore, should be integrated in the company’s organisational culture. The two emotional intelligence initiative objectives identified by Amadori’s leaders included: becoming a stronger learning organisation as well as developing a manager-as-coach approach, whereby employees are guided and supported by managers through individualised development strategies and feedback. The program took three years and the managers’ performance management variation predicted by the emotional intelligence tests was 47%. It was further observed that EI was associated significantly with improved engagement in the organisation, with close to 76% engagement variation predicted by the emotional intelligence of the managers (Garris, 2013). The organisations management can ensure that the EI tests are valuable when utilised for selecting employees through self-regulation and self-awareness, whereby the candidates are expected to demonstrate whether they understand the wishes and needs that drive them as well as how they influence their behaviour (Bielaszka-DuVernay, 2008). According to Herpertz et al. (2016), socially desirable responding and impression management pose some problems to the selection process. Generally, self-ratings could be warped by self-serving predispositions like impression management or self-enhancement. Therefore, MSCEIT is deemed to be more valid as compared to self-reports, since resists faking as well as cognitive biases like overrating individual skills. Welikala and Dayarathna (2015) posit that when organizations utilise emotional intelligence tests, they are inclined to have improved understanding regarding customers and improved capability to regulating and recognising the service quality based on the customers’ desires. To make EI tests valuable for selection process, Cherniss et al. (1998) suggest that organisations must maximise self-directed change since people are more inclined to develop emotional competence upon deciding the type of competencies they should work on as well as setting their individual goals. Emotional competence training could lead to some benefits, especially when the trainer become accustomed to the training in matching the people preferences, goals, needs, as well as learning style preferences. Furthermore, the organisations should improve their self-awareness since it is associated with understanding as well as interpreting the candidates’ inner drives, emotions, and moods in addition to how they influence other people. Other ways to make EI tests include taking actions to improve self-awareness, enhancing self-regulation, and improving social skills. Conclusion In conclusion, this piece has discussed the relevance and use of testing for ‘emotional intelligence’ in employee selection. In addition, the piece has explained measures that management in organisations should take to ensure that such emotional intelligence tests are valuable when utilised for selecting employees. As evidenced in the paper, emotional intelligence is crucial for improved performance in numerous jobs. How EI tests could be utilised to improve candidates’ predictive jobs ability rely on their emotional abilities. the EI tests enable the organisations to differentiate candidates based on their EI level as well as select them in accordance with their capabilities; thus, reducing employee turnover. The essay has demonstrated that EI test can help organisations give the candidates sufficient training needed and determine the type of training the suitable for the candidates. The EI tests bring value to the organisation since it enables the talent management and HR professionals to improve the bottom lines and productivity if their organisations by integrating emotional intelligence into their strategic goal. References Baez, B., 2013. Personality Tests in Employment Selection: Use With Caution. 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Chapel Hill, North Carolina: UNC Executive Development. Herpertz, S., Nizielski, S., Hock, M. & Schütz, A., 2016. The Relevance of Emotional Intelligence in Personnel Selection for High Emotional Labor Jobs. [Online] Available at: HYPERLINK "http://journals.plos.org.sci-hub.cc/plosone/article?id=10.1371/journal.pone.0154432" http://journals.plos.org.sci-hub.cc/plosone/article?id=10.1371/journal.pone.0154432 [Accessed 22 March 2017]. Kharbanda, P. & Sapramadan, J., 2015. Emotional Intelligence in Recruitment and Selection. International Journal of Management, vol. 3, no. 1, pp.37–39. Kulkarni, P.M., Janakiram, B. & Kumar, D.N.S., 2009. Emotional Intelligence and Employee Performance as an Indicator for Promotion, a Study of Automobile Industry in the City of Belgaum, Karnataka, India. International Journal of Business and Management, vol. 4, no. 4, pp.161-70. TalentSmart, 2009. The Business Case for Emotional Intelligence. [Online] Available at: HYPERLINK "https://www.talentsmart.com/media/uploads/pdfs/The_Business_Case_For_EQ.pdf" https://www.talentsmart.com/media/uploads/pdfs/The_Business_Case_For_EQ.pdf [Accessed 22 March 2017]. Welikala, D. & Dayarathna, N., 2015. The Impact of Emotional Intelligence on Employee Job Performance: An Empirical Study base on the Commercial Banks in Central Province. Human Resource Management Journal, vol. 3, no. 1, pp.33-41. Read More