The Relationship of Emotional Competence and Work Performance

Abstract

This study entitled The Relationship of Emotional Competence and Work Performance made use of Daniel Goleman’s Emotional Competence framework (1998). This theory defines emotional competence as a learned capability based on emotional intelligence that results to outstanding work performance. It shows how much of the potentials for emotional intelligence are translated into on-the-job capabilities. Based on this framework, there are twenty-five (25) emotional competency variables. These variables are: (1) emotional awareness, (2) accurate self-assessment, (3) self-confidence, (4) self-control, (5) trustworthiness, (6) conscientiousness, (7) adaptability, (8) innovation, (9) achievement drive, (10) commitment, (11) initiative, (12) optimism, (13) understanding others, (14) developing others, (15) service orientation, (16) political awareness, (17) influence, (18) leveraging diversity, (19) communication, (20) conflict management, (21) leadership, (22) change catalyst, (23) building bonds, (24) collaboration and cooperation and (25) team capability. This study is aimed to meet the following objectives: (1) to describe and assess the Filipino worker’s level of emotional competence as represented by the research sample; (2) to find out if the emotional competence framework proposed by Daniel Goleman is applicable to local work place settings; (3) to determine if there is a significant difference between employees having outstanding work performance and employees having average work performance, in relation to their level of emotional competency; and (4) to check if emotionally competent employees get positive feedback with regards to their work performance. To meet the said objectives, the study made use of the rank and file employees of the Central Administration Division of the University of the Philippines Manila, as the research respondents. There is a total of thirty-nine (39) research respondents. To obtain the necessary data, the researcher devised a scale of emotional competence, patterned after Daniel Goleman’s framework. This scale was utilized in assessing the respondents’ level of emotional competence. Aside from this, the Performance Evaluation System (PES) being used by the University of the Philippines to evaluate the effectiveness of the employees in accomplishing his/her tasks and responsibilities was used as a measure of work performance level. With the use of descriptive statistics, specifically the computation of the means, the respondent’s level of emotional competence was assessed. The research findings show that among the twenty-five (25)emotional competence, the respondents obtained a very high rating for five (5) variables. These variables are: (1) trustworthiness, (2) conscientiousness, (3) commitment, (4) service orientation, and (5) team capability. For the remaining variables, all obtained a moderately high rating. "In terms of work performance level, the research sample was found to be effective. Their performance appraisal rating ranges from the average to outstanding level. However, it is important to note that the difference is very minimal, thus, it cannot account for a clear distinction between the two groups. In general, it is concluded that the research sample displays a moderately high level of work performance. To know whether there is a significant difference between outstanding and average performers in terms of their level of emotional competency, the Chi-Square |Goodness of Fit Statistics was utilized. Research findings show that of the twenty-five (25) emotional competence variables, only the team capability competency shows a significant difference between employees having outstanding work performance and employees having average work performance. The chi-square obtained for this competence is 4.23, which exceeded the critical value of 3.841. Even if the research only found significant difference in the team capability competency, this does not mean that the other twenty-four (24) emotional competence variables are not important. Being hierarchical in character, all the other variables contribute in promoting the team capability competency. Finally, these findings prove that emotional competence has a significant relationship with work performance. Indeed, outstanding performance is not only dependent on technical-expertise. Social skills, most especially that of team capability are also needed for superior performance at work.