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The Impact of Emotional Intelligence on Service Performance in Human Resource Professionals
human resource professionals
|Abstract:|| 「情緒智力」（Emotional Intelligence，EQ）在1995年Goleman出版《EQ》一書之後被廣為討論，故本研究針對人資專業人員，進一步去探討他們的情緒智力與服務績效之間的關係與影響。
Emotional Intelligence (EQ) has been widely discussed since the publication of “Emotional Intelligence” by Daniel Goleman in 1995. This study explores the relationship between the emotional intelligence demonstrated by human resource professionals’ and their service performance. A survey was used to collect qualitative data for this study. Out of a total of 600 people who were solicited to participate in this study, 253 returned valid questionnaires, for a response rate of 42.16%. 224 survey recipients were drawn from a gathering of alumni from the “Department of Technology Application and Human Resources Development at National Taiwan Normal University”, while the other 376 subjects were drawn from “104 Human Resources Bank, an online platform for employees and employers”. The findings of this study are described below: (A)Three dimensions used for evaluating emotional intelligence in this study were: 1. appraisal and expression of emotion, 2. regulation of emotion, and 3. utilization of emotion. (B)Four dimensions were used to evaluate service performance: 1. business coordination, 2. business promotion, 3. management consulting, and 4. counseling of employees. (C)The impact of emotional intelligence on service performance varied depending on the background of the human resource professional: 1.Males’ emotional intelligence showed significant impact on their service performance than females did. 2.The emotional intelligence of professionals below age 30 had a more significant impact than it did for other age groups. 3.The higher the educational level, the more significant impact emotional intelligence had on service performance. 4.Emotional intelligence in professionals that were engaged in education or cultural industries or political and social welfare groups had the most significant impact. The other industries that were represented in the sample are ranked in order of the impact of emotional intelligence as follows: financial law industry, traditional manufacturing industry, information technology industry, and service marketing industry. 5.In professionals who had worked for a total of 5 years or less, emotional intelligence had a more significant impact than it did in workers who had worked for a greater number of years. 6.Employees who had accumulated work experience of 16 years and higher showed no significant linear relationship between service performance and emotional intelligence. 7.For participants currently serving in departments comprised of 10 people or less, emotional intelligence had a significant impact on service performance, while the degree of impact for those currently serving in departments comprised of 11-20 people was relatively weaker. For professionals currently serving in departments comprised of 21 people or more, there was a stable predictive trend. 8.In companies with 151 or more people, the emotional intelligence of employees appeared to have a significant impact on service performance. (D)The emotional intelligence of human resource professionals impact service performance in the following ways: 1.The three sub-dimensions of emotional intelligence showed significant impact on the four sub-dimensions of service performance. 2.Skill at regulation of emotion sub-dimensions had the most significant influence on service performance.
|Appears in Collections:||學位論文|
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