August 1, 2006
August 5, 2024
Page No:179-184
C. Jayan
Calicut University, Calicut, Kerala.
26-181-186This paper assesses and analyses the manner in which emotional competencies
and performance are related and how emotional competencies and its clusters
distinguish among low, medium and high managerial performances. Participants
were male middle-level managers randomly selected from five public sector chemical
factories located in southern Kerala. They were respondent to an Emotional
competencies inventory and a multi-rater survey (self-rating, co-workers rating, and
superior rating) technique for performance measures. Data were subjected to the
standard deviation units from the mean method to identify the low, medium and the
high performers. Results showed that the high managerial performers had
significantly more emotional competence and its four clusters than the relatively
lower managerial performers.
and performance are related and how emotional competencies and its clusters
distinguish among low, medium and high managerial performances. Participants
were male middle-level managers randomly selected from five public sector chemical
factories located in southern Kerala. They were respondent to an Emotional
competencies inventory and a multi-rater survey (self-rating, co-workers rating, and
superior rating) technique for performance measures. Data were subjected to the
standard deviation units from the mean method to identify the low, medium and the
high performers. Results showed that the high managerial performers had
significantly more emotional competence and its four clusters than the relatively
lower managerial performers.