Organizations focus on resource management to improve service delivery. Two examples include private companies and governmental agencies such as the Department of Culture and Tourism. Some of the targeted resources include human skills, inventory, information technology (IT), and finance. Unfortunately, emotional intelligence (EI) is yet to be taken seriously whenever recruiting new employees and leaders to achieve the organization’s goals.
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Efficient resource management practices promote and enhance the success of projects in different fields. Unfortunately, the role of emotional intelligence whenever pursuing organizational goals has been ignored (Thory 2013). The inability to manage emotions is a major predicament that affects the performance of the project. This gap explains why numerous challenges continue to affect the sector’s performance. Since many interviewing procedures do not reveal candidates’ EI abilities, there is a need for managers to empower and guide their followers to control their emotions. This practice will eventually support the success of every project.
The questions presented below will be considered throughout the research study:
- How can workers develop emotional intelligence (EI) in a particular project?
- How can different organizations recruit for EI for evidence-based resource management and capabilities?
- How can managers utilize and propagate the concept of EI to promote responsiveness and deliver their projects on time?
An effective research methodology ensures that quality information is gathered to inform the targeted discussions and recommendations (Mansour 2016). A detailed qualitative study is expected to deliver meaningful insights. This means that several articles published in academic journals and books will be identified and analyzed. Quality articles will be identified through the use of these keywords: emotional intelligence, resource management, and organizational culture.
Additionally, quality information will be collected by interviewing several employees from these two organizations: the Department of Culture and Tourism and Majid Al Futtaim Company. The respondents will explain how EI empowers them to pursue various projects and deliver desirable results. The relationship between EI and happiness will also be studied. The interviewer will encourage the targeted respondents to examine how the two can affect project delivery.
The targeted data will focus on these key areas:
- The number of projects the concept of EI can support
- How organizations can hire employees proficient in EI
- How managers can encourage their workers to improve their EI competencies
- The importance of EI in different organizational projects
- Strategies and initiatives that can guide companies to make EI part of their organizational cultures
As indicated earlier, the targeted data will be gathered by analyzing the selected journal articles carefully. The insights gained from the interviewees will then be used to develop meaningful discussions.
A detailed data analysis procedure is unnecessary because a qualitative approach will support the intended study process. The observations and inferences obtained from the articles will result in an informative discussion (Viskupičová 2016). The information gained from every respondent will result in superior action plans that can guide managers to improve their EI capabilities and empower their followers.
The proposed study will offer meaningful concepts to support the power of EI in organizations. Individuals who have high EI scores appreciate, discern, and manage emotions in an attempt to deliver positive results. Managers will also be encouraged to embrace the concept if they want to succeed and achieve their potential. The completed study will, therefore, offer evidence-based insights for supporting the performance of various organizational projects.
Mansour, SA 2016, Emotional intelligence: the road to success, Dog Ear Publishing, Indianapolis, IN.
Thory, K 2013, ‘Teaching managers to regulate their emotions better: insights from emotional intelligence training and work-based application’, Human Resource Development International, vol. 16, no. 1, pp. 4-21.
Viskupičová, H 2016, ‘Emotionally intelligent leadership as a key determinant of strategic and effective management of human capital’, Journal of Human Resource Management, vol. 19, no. 1, pp. 68-78.