The relationship between manager emotional intelligence and job satisfaction: A quantitative study of call center employees

by Stoneback, David T., Ph.D., CAPELLA UNIVERSITY, 2011, 92 pages; 3482835

Abstract:

Like many employers, call centers are searching for ways to attract and retain talented individuals who can meet the needs of their customers. This quantitative study examined an identified problem in addressing the job satisfaction of employees in call centers (N = 49). It was hypothesized that the level of emotional intelligence (EI) in managers (N = 10) may have an impact on employee satisfaction. This problem and the hypothesis led to a series of questions concerning whether any of the four branches of emotional intelligence impact employee satisfaction.

Many of the studies within the existing body of knowledge focused on EI and other factors such as bottom line results, employee engagement, and leadership effectiveness. What was known at the time of the study was that attrition in call centers is high and that there must be a series of factors related to this fact. Employee satisfaction was identified as a potential factor.

To measure employee satisfaction, the Job Satisfaction Survey tool was used while the MSCEIT tool was used to measure manager emotional intelligence. The results of the MSCEIT for each manager were tested against the JSS results for their employees that participated in the study. The outcomes found that for each of the four branches (perceive use, understand, and manage) there was no statistically significant link. The study concluded that there was no discernable impact of manager's EI on the satisfaction of their employees. However, there was a relationship found between employee satisfaction and gender of manager.

The conclusion of these results suggests that there is further opportunity to develop knowledge in this field. Further research should be developed to understand the relationship manager gender plays in employee satisfaction. It is suggested that additional variables be added to future studies and that the scope of future studies extend beyond internal factors and look at macro factors external to the workplace. Additionally, it is suggested that the body of knowledge may benefit from a longitudinal study that examines and tracks results for manager EI and employee satisfaction over time.

AdviserFrank DeCaro
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement; Occupational psychology; Organizational behavior
Publication Number3482835

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