Job performance
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| - | '''Emotional intelligence''' ('''EI'''), '''emotional leadership''' ('''EL'''), '''emotional quotient''' ('''EQ''') and '''emotional intelligence quotient''' ('''EIQ'''), is the capability of individuals to recognize their own [[emotions]] and those of others, discern between different feelings and label them appropriately, use emotional information to guide thinking and behavior, and manage and/or adjust emotions to adapt to environments or achieve one's goal(s). | + | '''Job performance''' assesses whether a person performs a [[job (role)|job]] well. Job performance, studied academically as part of [[industrial and organizational psychology]], also forms a part of [[human resources management]]. Performance is an important criterion for organizational outcomes and success. John P. Campbell describes job performance as an individual-level variable, or something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance, which are higher-level variables. |
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| - | Although the term first appeared in a 1964 paper by Michael Beldoch, it gained popularity in the 1995 book by that title, written by author and science journalist [[Daniel Goleman]]. Since this time, EI, and Goleman's 1995 analysis, have been criticized within the [[scientific community]], despite prolific reports of its usefulness in the popular press. | + | |
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| - | [[Empathy]] is typically associated with EI, because it relates to an individual connecting their personal experiences with those of others. However, a number of models exist that aim to measure levels of (empathy) EI. There are currently several models of EI. Goleman's original model may now be considered a ''mixed model'' that combines what has since been modeled separately as ''ability EI'' and ''trait EI''. Goleman defined EI as the array of skills and characteristics that drive leadership performance. The ''trait model'' was developed by [[Konstantinos V. Petrides]] in 2001. It "encompasses behavioral dispositions and self perceived abilities and is measured through self report". The ''ability model'', developed by [[Peter Salovey]] and [[John D. Mayer|John Mayer]] in 2004, focuses on the individual's ability to process emotional information and use it to navigate the [[social environment]]. | + | |
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| - | Studies have shown that people with high EI have greater [[mental health]], [[job performance]], and [[leadership skills]] although no [[causal relationships]] have been shown and such findings are likely to be attributable to [[general intelligence]] and specific [[personality traits]] rather than emotional intelligence as a construct. For example, Goleman indicated that EI accounted for 67% of the abilities deemed necessary for superior performance in leaders, and mattered twice as much as technical expertise or IQ. Other research finds that the effect of EI on leadership and managerial performance is non-significant when ability and personality are controlled for, | + | |
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| - | Criticisms have centered on whether EI is a real [[intelligence]] and whether it has [[incremental validity]] over [[IQ]] and the [[Big Five personality traits]]. | + | |
| == See also == | == See also == | ||
| - | + | * [[Core self-evaluations]] | |
| - | * [[Anabel Jensen]] | + | * [[Goal orientation]] |
| - | * [[Claude Steiner]] | + | * [[High commitment management]] |
| - | * [[Emotional literacy]] | + | * [[Onboarding]] |
| - | * [[Emotional thought method]] | + | * [[Organizational commitment]] |
| - | * [[Four Cornerstone Model of Emotional Intelligence]] | + | * [[Performance appraisal]] |
| - | * [[Joshua Freedman]] | + | * [[Typical versus maximum performance]] |
| - | * [[Life skills]] | + | * [[Trait activation theory]] |
| - | * [[Marc Brackett]] | + | |
| - | * [[Outline of human intelligence]] | + | |
| - | * [[People skills]] | + | |
| - | * [[Positive psychology]] | + | |
| - | * [[Religiosity and emotional intelligence]] | + | |
| - | * [[Psychological mindedness]] | + | |
| - | * [[Soft skills]] | + | |
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Job performance assesses whether a person performs a job well. Job performance, studied academically as part of industrial and organizational psychology, also forms a part of human resources management. Performance is an important criterion for organizational outcomes and success. John P. Campbell describes job performance as an individual-level variable, or something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance, which are higher-level variables.
[edit]
See also
- Core self-evaluations
- Goal orientation
- High commitment management
- Onboarding
- Organizational commitment
- Performance appraisal
- Typical versus maximum performance
- Trait activation theory
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