The Relationship between Emotional Intelligence and Job Performance at the Institute of Rural Development Planning - Dodoma

Abstract

Securing performance for many organisations has been noticed to be a challenge when emotional intelligence is overlooked, and vice versa. This study intended to examine the relationship between emotional intelligence and employee job performance.  Daniel Goleman’s Emotional Intelligence Model guided this study as it emphasises the five key emotional intelligence components. The quantitative research approach was used, utilising a cross-sectional method to collect data from 102 respondents out of a sample size of 160. The collected data were analysed using SPSS v.20 for inferential analysis. The multiple linear regression was optimally used to understand how much each sub-variable in independent variable influence dependent variable. The finding revealed a statistically significant and positive relationship between four dimensions of emotional intelligence (interpersonal skills, empathetic response, self-awareness, and internal motivation) on job performance. Demonstrating higher emotional intelligence is associated with better job performance, and the predictor is meaningful in explaining variations in employee performance. On self-regulation, the study found a negative influence and statistically insignificant in predicting job performance. The study concluded that nurturing emotional intelligence in the organization is a strong tool for strategic objectives that align with organisational goals for quality service delivery and employee satisfaction.