The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe
American Journal of Mechanical and Materials Engineering
Volume 1, Issue 4, December 2017, Pages: 89-99
Received: Jun. 21, 2017; Accepted: Jul. 5, 2017; Published: Jan. 12, 2018
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Authors
Vonai Chirasha, Department of Human Resource Management, Faculty of Social Science, Midlands State University, Gweru, Zimbabwe
Crispen Chipunza, Department of Business Management, Faculty of Management Sciences, Central University of Technology, Bloemfontein, South Africa
Lewis Dzimbiri, Department of Political and Administrative Studies, Faculty of Social Science, Chancellor University, Zomba, Malawi
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Abstract
The relationship between emotional intelligence and performance has increasingly gained popularity with the assertion that managers’ emotional intelligence plays an important role in providing supportive management for employees. The main aim was to establish the relationship between managers’ emotional intelligence and employee performance. The research was purely quantitative descriptive survey of Gweru and Kwekwe City Councils in Zimbabwe. Purposive sampling was used to select 32 line managers and stratified random sampling to select 400 employees. Goleman’s emotional competence inventory was used to measure managers’ emotional intelligence while performance appraisal was used to assess employee performance. It was established that all managers’ emotional intelligence variables significantly impacted on employee performance (all p-values=0.000). A positive correlation supported the hypothesis that managers’ emotional intelligence has a relationship with employee performance. A regression analysis was carried out to establish the effect size of managers’ emotional intelligence on employee performance. It was established that managers’ emotional intelligence had an effect on employee performance ranging from R-square= 0.177 (17.7%) to R-square = 0.836 (83.6 %). The study also concluded that there was a great impact of managers’ emotional intelligence on employee performance.
Keywords
Goleman’s Emotional Intelligence, Employee Attitude, Managers’ Behavior, Performance Appraisal, Employee Performance, Positive Correlation, Effect Size
To cite this article
Vonai Chirasha, Crispen Chipunza, Lewis Dzimbiri, The Impact of Managers’ Emotional Intelligence and Employee Performance in Gweru and Kwekwe City Councils in Zimbabwe, American Journal of Mechanical and Materials Engineering. Vol. 1, No. 4, 2017, pp. 89-99. doi: 10.11648/j.ajmme.20170104.12
Copyright
Copyright © 2017 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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