The study design was centered on the Mini Emotional Intelligence Test that determines the level of EQ i.e. whether one has a high EQ or a low EQ. This contains twenty social and emotional competencies organized into four main clusters or behavioral groups namely:
Self-Awareness
Self-Management
Social Awareness and
Social Skills.
Twenty employees were randomly selected from Tata Infotech. Participants were both genders i.e. male as well as female. Participants were required to have a minimum of two years in a management position within Tata Infotech and fluency in English.
After selection, the human resource representative provided additional participant information which was used by me to find out the functional area of responsibility, performance ratings and potential ratings for the previous two performance years. Participants were coded by broad Functional Area, Administration, Marketing, Operations, or Research and Development.
They were also identified as high-performing (HiPR) if their rating numbers were in the "exceed expectations" range, or greater than 4.0 on a five-point scale for performance. Performance ratings were determined by a combination of achievement against business objectives, the "what" of performance, as well as behavior on the job, the "how" as measured by Tata Infotech Credo and the Standards of Leadership.
Potential ratings were determined by a combination of an individual's performance rating for taking on added responsibility in the organization.
An individual considered to be a "high potential" will typically have a track record of accomplishment over several performance periods and be perceived as ready to move up at least one level in the organization or assume a wider span of control and responsibility at the current job level.
Both the performance rating and potential code are success indicators within the organization and determine promotion, compensation and position in succession planning schemes.
Twenty employees completed the survey and data was captured into a database in accordance with coded variables.
Self-Awareness
Self-Management
Social Awareness and
Social Skills.
Twenty employees were randomly selected from Tata Infotech. Participants were both genders i.e. male as well as female. Participants were required to have a minimum of two years in a management position within Tata Infotech and fluency in English.
After selection, the human resource representative provided additional participant information which was used by me to find out the functional area of responsibility, performance ratings and potential ratings for the previous two performance years. Participants were coded by broad Functional Area, Administration, Marketing, Operations, or Research and Development.
They were also identified as high-performing (HiPR) if their rating numbers were in the "exceed expectations" range, or greater than 4.0 on a five-point scale for performance. Performance ratings were determined by a combination of achievement against business objectives, the "what" of performance, as well as behavior on the job, the "how" as measured by Tata Infotech Credo and the Standards of Leadership.
Potential ratings were determined by a combination of an individual's performance rating for taking on added responsibility in the organization.
An individual considered to be a "high potential" will typically have a track record of accomplishment over several performance periods and be perceived as ready to move up at least one level in the organization or assume a wider span of control and responsibility at the current job level.
Both the performance rating and potential code are success indicators within the organization and determine promotion, compensation and position in succession planning schemes.
Twenty employees completed the survey and data was captured into a database in accordance with coded variables.