Abstract
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict, and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates a strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends conflict management as an integral part of effective human resource management.
Highlights
In the meantime, sub-board committees are set up and appointed with a role for the same attempt to enhance board governance
Note: ROA is of income before tax scaled by total assets ACINDEP and ACEXP are audit committee independence and experienced members, LEVER is the ratio of total long-term debts over total assets, INDTYP it dummy variable; representing three industry types "manufacturing, investment, and service sectors. ;***,**,*are significance levels at 1,5 and 10%, respectively
Note : Table 4 report regression results using ordinary least squares (OLS), ACINDEis is calculated by the number of independent members ROA is of income before tax scaled by total assets, LEVERG is the ratio of total long-term debts over total assets, INDTYP it dummy variable; representing three industry types "manufacturing, investment, and service sectors. ;***,**,*are significance levels at 1,5 and 10%, respectively
Summary
Sub-board committees are set up and appointed with a role for the same attempt to enhance board governance. Company efficiency is increased by enhancing the Board's oversight and decreased information asymmetry through the participation of an efficient committee. This alleviates the dilemma of the Department as the audit committee requests that the details be duly disclosed (Gibbins et al, 2010). The following research question is directly addressed by this study: Different financial irregularities place greater liability on the board Those financial irregularities raised concerns about the audit committee's monitoring efficacy in conflict resolution (Ebrahim, 2007).
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