Impact of Emotional Intelligence on Human Resource Management

‘Emotional intelligence’ (EI) is considered to be a new concept pointing towards a new means of controlling workers. This paper will discuss how effective is the concept of ‘emotional intelligence’ is increasingly being applied in all aspects of HRM.Sparrow (1999) describes two schools of thought on how managers should deal with issues. One group of people opine that issues should be dealt with rationally not allowing emotions to interfere with strategic decisions while another group acknowledges emotionality by considering the role of stress, levels of satisfaction, and trust. Of late, however, constructs like EI are gaining legitimacy. Research suggests that managers cannot avoid dealing with emotionality in today’s turbulent environment. As the information load is increasing, managers need to develop EI to be able to handle the situation effectively.The concept of EI was conceived by Mayer, DiPaolo, and Salovey in 1990 and since then many theorists have discussed the benefits to the organization by individuals who possess high levels of EI. There are broad claims that EI can be used as a driver of competitive advantage and enhanced profitability (Brown, 2005). EI has been defined as the intelligent use of emotions to help guide an individual’s behavior and thinking towards enhanced results. According to Armstrong, EI postulates that to be effective it is not enough to have a high IQ but also the capacity to recognize one’s own feelings and that of others, capacity to motivate one’s self, and the capacity to manage emotions in one’s self and in all relationships. It is the ability to perceive, access, and generate emotions to assist thoughts, to understand emotions, and effectively regulate them to promote emotional and intellectual growth. This is a nutshell that amounts to knowing your self.EI has a deep history as links between affectivity and intelligence, and between emotion and cognition have been explored by different authors.