Abstract
AbstractThe purpose of the present study is to explore the relationship between emotional intelligence, socio-demographic variable, job stressors and examine the moderating effect of emotional intelligence on the relationship between socio-demographic variable and job stress. The data were analyzed on the sample of 564 retail employees using descriptive statistics, Pearson correlations, and hierarchical multiple regression. The result shows that there is a socio-demographic difference with respect to trait emotional intelligence (EI) and job stress. The proposed model is a good predictor of job stress. Trait EI is more significant influencing factor for job stress than gender, age, marital status, education, annual income and work experience. Specifically, the present study suggests that intervention aimed at reducing job stress if it includes enhancement of employees with high emotional intelligence rather than just decreasing external stressors.
Highlights
Over the last three decades, Job stress becomes very crucial factor among the human resource practitioners in India
As far as job stress is concerned, excluding time stress, all the job stress dimensions are significantly related with gender
Previous work examined the relation between trait emotional intelligence (EI), job stress and socio-demographic variable has revealed the existence of significant, but low correlations found between trait EI, job stress and socio-demographic variable (Martins, Ramalho, & Morin, 2010; Schutte, Malouff, Thorsteinsson, Bhullar, & Rooke, 2007)
Summary
Over the last three decades, Job stress becomes very crucial factor among the human resource practitioners in India. The negative effects of job stress on health have been extensively reported (Shirom, 2003; Smith, Sulsky, & Uggerslev, 2002), and all the studies indicated that there is an increase in job stress due to escalating, profound and rapid changes in organizations affect the workforce (McGowan, 2001; Shader, Broome, Broome, West, & Nash, 2001). Organizations are facing issues due to changes in the demographic composition of the workforce, which is due to labor and market trends, legislation, and demographic realities (Triandis, Kurowski, & Gelfand, 1993). Because of the changing composition, human resource managers are encountering demographic diversity “much more frequently and at higher levels both inside and outside their organizations” Because of the changing composition, human resource managers are encountering demographic diversity “much more frequently and at higher levels both inside and outside their organizations” (Triandis et al, 1993, p. 669) than they have in the past
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