Abstract
BackgroundThe study explored the role of emotional intelligence (EI) on employees’ perceived wellbeing and empowerment, as well as their performance, by measuring their quality of care.MethodsThe baseline data for the present project was collected from 78 staff of a Victorian aged care organization in Australia. Self-administered surveys were used to assess participants’ emotional intelligence, general well-being, psychological empowerment, quality of care, and demographic characteristics. The model fit was assessed using structural equation modelling by AMOS (v 24) software.ResultsThe evaluated model confirmed that emotional intelligence predicts the employees’ psychological empowerment, wellbeing, and quality of care in a statistically significant way.ConclusionsThe current research indicates that employees with higher EI will more likely deliver a better quality of patient care. Present research extends the current knowledge of the psychological empowerment and wellbeing of employees with a particular focus on emotional intelligence as an antecedent in an under-investigated setting like aged care setting in Australia.
Highlights
The study explored the role of emotional intelligence (EI) on employees’ perceived wellbeing and empowerment, as well as their performance, by measuring their quality of care
Research indicates that higher EI leads to enhanced psychological wellbeing and higher rates of positive emotional states [5,6,7], and that emotional intelligence training can develop meaningfulness at work and happiness [8, 9]
The results suggest that if EI is related to employees’ wellbeing, empowerment and quality of care, implementation of interventions for employees in the healthcare sector to learn and practice EI skills seem to be valuable for employee empowerment and for enhancing employees’ performance
Summary
The study explored the role of emotional intelligence (EI) on employees’ perceived wellbeing and empowerment, as well as their performance, by measuring their quality of care. Today’s organisations are under increasing pressure to expand the quality of work and ability to compete in the workplace that is continuously changing. These changes involve increased dependency on social skills and new technologies, continuous competency development, risktaking, networking, and innovation. They include changes in organisational structure and relationships, such as reduced hierarchies, blurred boundaries, moves to teams as basic building blocks, and increased complexity of work. EI influences the success with which employees interact with colleagues, the strategies
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