Problem 2 – Who would you hire?
The relation between emotional intelligence and job performance: A meta-analysis (O’ Boyle et all)
extend previous studies on how EI accounts for unique variance in predicting job performance above and beyond Five Factor Model (FFM) and cognitive ability
investigate whether EI measures incrementally predict job performance when measured of personality and cognitive intelligence are also included as predictors
Van Rooy and Viswesvaran (2004):
supportive evidence for an incremental validity of EI
Joseph and Newman (2010)
EI into 3 categories: performance based, self-report ability measures and self-report mixed models
Three streams of EI research
1.A four-branch abilities test based on the model of EI defined in Mayer and Salvoy (1997)
2.Self-report instruments based on the Mayer-Salovey model
3.Commercially available test that go beyond the Mayer-Salovey definition
Emotional intelligence and performance
EI was a better predictor of performance for jobs that required emotional labor than for jobs overall
Both cognitive and EI measures predicted leadership emergence
Emotional labor occurs when employees must alter their emotional expressions
Overall relation between EI and job performance is positive and significant
All 3 EI streams are positively related to extroversion, opens, agreeableness, conscientiousness and cognitive ability and negatively related to neuroticism
EI relates to general intelligence and the FFM similarly for both students and workers
A.Stream 1 differed from stream 3 in all six cases
B.Stream 2 differed from stream 3 for neuroticism and extraversion
C.Stream 1 differed from stream 2 for 3 of the FFM variables and for cognitive ability
Stream 1 ability measures are more closely related to cognitive intelligence, has lowest correlations with the Big Five personality
General Mental Ability in the World: Occupational Attainment and Job Performane (Schmidt and Hunter)
Individual GMA has been found to be stable over period of more than 65 years
GMA predicts both later occupational level and performance
GMA and attainment of occupational level
Mean GMA scores increase as occupational level increase
Correlation between mean rating (people rate the occupational level or prestige of different occupations) across studies are in the .95 to .98 range
These correlations correlate between .90 and .95 with average GMA scores of people in the occupations
GMA and performance within occupational and jobs
GMA did predict job performance but only in specific situation
observed validity coefficients for similar tests and jobs varied across studies and only some were significant
After correction, it was fount that there was little or no variation in validity findings and that GMA measures were predictive of job performance for all jobs
Unweighted average validity of GMA is .55 for predicting job performance
.63 for predicting performance in job training programs
Other traits and Variables that affect job performance
Specific aptitudes and specific aptitude theory
Disconfirm the theory: differentially weighting specific aptitude tests produce little or no increase in validity
performances on different jobs requires different cognitive aptitudes
Personality and job performance
Personality < GMA in determining job performance and occupational level
Conscientiousness: .49 and .41 (most important variable)
Openness to experience: .32 and .26
Neuroticism: -.26 and -.34 (least important variable)
Emotional intelligence, Cognitive intelligence and Job performance (Cote)
EI: set of abilities that include the ability to perceive emotions in self and in others
EI explains variance in JP that is not explained by C
A compensatory model of emotional intelligence, cognitive intelligence and job performance
CI moderates the association between EI and JP, so that the association becomes more positive as CI decreases
the association between emotional inteligence and OCB becomes more positive as cognitive inteligence decreases
None of personality traits was correlated with OCBI
Emotional intelligence as an intelligence
Definition of EI is consistent with that of intelligence
Construct of EI meets the conceptual, correlational and developmental criteria of an intelligence
Emotional intelligence and cognitive intelligence
EI and CI are related but distinct in the compensatory model
EI: specialisation of g in emotions (experience and learn emotions)
CI: experience and learn about cognitive processes e.g. memory
Emotional intelligence, cognitive intelligence and job performance
CI is related to JP, which consists of task performance and OCB
JB that is not attained through CI may be attained through EI via multiple mechanisms:
Expertise at identifying and understanding the emotions of other people
Expertise at regulating emotion to influence the quality of social relationship
Effects of emotions on how people think and act
Emotional Intelligence and leadership effectiveness (Robert Kerr et all)
relationship between managerial emotional intelligence (EI)
levels and a rating of leadership effectiveness (subordinate ratings).
Mayer Salovey Caruso
emotional intelligence test (MSCEIT
38 supervisors within a large manufacturing
organisation
half of the MSCEIT scores may act
as a strong predictor of leadership effectiveness
Emotional intelligence and the leadership process
EI is a key factor in an individual’s ability to be socially effective
The EI of the leader plays an important
role in the quality and effectiveness of social interactions with other individuals
found that higher EI scores were associated with higher leadership
effectiveness
Factor level 1 - Total EI
Factor level 2- Experiantal
Factor level 2- Reasoning
Factor level 3- Using
Factor level 3- Percieving
Factor level 3- Managing
Factor level 3- Understanding
Brane Bencic 424918 / Organizational Psychology:
Performance at Work/ 2.8 tutorial-5/ Tutor; Aslanidou, A/ Meeting 3
Literature' Cote, S., & Miners, C. T. H. (2006). Emotional intelligence, cognitive intelligence, and job performance. Administrative Science Quarterly, 51(1), 1–28. doi:10.2189/asqu.51.1.1
Schmidt, F. L. & Hunter, J. (2004). General mental ability in the world of work: Occupational attainment and job performance. Journal of Personality and Social Psychology, 86(1), 162–173. doi:10.1037/0022-3514.86.1.162
Kerr, R., Garvin, J., Heaton, N., & Boyle, E. (2006). Emotional intelligence and leadership effectiveness. Leadership & Organization Development Journal, 27(4), 265–279. doi:10.1126/123456
O' Boyle, E. H., Humphrey, R. H., Pollack, J. M., Hawver, T. H., & Story, P. A. (2011). The relation between emotional intelligence and job performance: A meta-analysis. Journal of Organizational Behavior, 32(5), 788–818. doi: http://doi.org/10.1002/job.714