S +sakthi

EFFECTS OF EMOTIONAL INTELLIGENCE ON EMPLOYEE ENGAGEMENT AND
WORK PERFORMANCE WITH REFERENCE TO COLLEGE FACULTIES IN

CHENNAI AND CHENGALPATTU DISTRICTS
S. Sakthi1, Dr. B. Akila2, N. Srividya3

Department of Commerce
Faculty of Science and Humanities, SRM Institute of Science and Technology, Kattankulathur,
Tamilnadu, India.
Email: [email protected]
ABSTRACT
Emotional Intelligence is the capability of understanding emotions of oneself and also the
emotions of other individuals. One must express and control emotions appropriately when one
feels it goes wrong. On the other hand, Employee Engagement refers to the individual's
involvement in working effectively in the workplace. Employee Engagement gets affected when
the employee's emotions control them. When such Emotions are effectively managed, the
employees automatically get involved in their work, leading to effective organizational
performance. This paper concentrates on studying the effects of EI on Employee Involvement and
work performance, To know the various factors affecting employee engagement and also to
measure how employees are engaged in their work. This helps to know whether there is a
relationship between Emotional Intelligence, Employee Engagement, and Work Performance. The
study is focused on the Faculties of various colleges in the Chennai and chengalpattu districts. The
data is collected using a structured questionnaire. Both Primary and Secondary information is used
for the current study. Some statistical tools like Descriptive Statistics, Factor Analysis, Chi-Square
Test, ANOVA and SEM analysis were used to get the results.
Keywords: Emotional Intelligence, Employee Engagement, Work Performance, College
Faculties.
SDGs RELATED TO RESEARCH

United Nations, an intergovernmental organization, has also started focusing on the health
and welfare of the employees in the Organizations. They have developed SDG through which they
have planned to achieve goals.
Sustainable Development Goals serve as a blueprint to attain a better and more sustainable
future for the people. It includes 17 goals with interlinked objectives. Some of them related to this
research paper include; Well-being and Good health, economic growth and decent work, and
innovation of industries and infrastructure. The SDGs focus on improving healthy training and
development and retaining a healthy workforce, especially in developing countries. They also plan
to improve economic productivity by updating technologies and adding labor-intensive sectors. It
also includes decent creation of jobs, entrepreneurship, and innovation to encourage the MSMEs.
(sdgs)[1]
INTRODUCTION
ISSN:1539-1590 | E-ISSN:2573-7104 © 2023 The Authors

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Vol. 5 No. 2, (2023)
EFFECTS OF EMOTIONAL INTELLIGENCE ON EMPLOYEE ENGAGEMENT AND WORK PERFORMANCE WITH
REFERENCE TO COLLEGE FACULTIES IN CHENNAI AND CHENGALPATTU DISTRICTS
Emotional Intelligence is where one can identify their own emotions, understand their
emotions, and manage their emotions and the emotions of others (Peter Salovey and John Mayer
1990) [2]. Every individual has their own emotion. One can show different emotions at different
times. These emotions can be positive and negative, depending on the situation. One has to control
their emotions when it goes negative and can retain them if it is positive and can improve more.
Emotionally Intelligent persons are said to be enthusiastic in their work and try to understand the
emotions of others with whom they work.
Employee Engagement refers to the involvement and enthusiasm of the employees in their
work. (Kahn 1990)[3] Employee engagement is "the using of organization members' to their work
roles; in engagement, people employ and express themselves physically, mentally, and
emotionally during role performances." Individuals are said to be more engaged when they are
free from the forces which affect their work, mainly their emotions. Emotions play a significant
role in the employee's engagement towards their job. Too much of negative emotions affect such
engagement towards their job.
This study is carried out to determine the various effects of EI on Employee engagement
and work performance of college faculties. The study also focused on the factors influencing
Employee Engagement and how they can be measured. A model is framed based on the concepts
and reviews, and the model is tested to get the results. The study was focused on the faculties of
various colleges in the Chennai and Chengalpattu districts. The researcher collected the data from
the faculties without any partitions.
STATEMENT OF THE PROBLEM
Each individual has emotions that may be good or bad, depending upon the situation. When
Negative emotions are expressed too much, the work is automatically disturbed for the individual
and co-workers. Managing such emotions are good for oneself as well as others. When individuals
don't control Emotions at a certain level, it gets severe and affects their mental health, affecting
work performance.
Workplace emotions may differ from personal life emotions. Both may have positives and
negatives. Some may have control over emotions, and some may not have such control. If the
emotions are not under control, different impacts may arise. This will affect the employee's work
engagement level and the employees who they surround. Therefore it is a need to study the various
effects of Emotional Intelligence on Employee Engagement and how it affects work performance.
OBJECTIVES OF THE STUDY
The research objectives include the following:
1. To find out the various effects of EI on Employee engagement and work performance
2. To know the various factors influencing Employee Engagement and how it is measured
3. To find the relationship between Emotional Intelligence, Employee Engagement, and work
performance
HYPOTHESES OF THE STUDY
 There is no Association between Age and Variables of Emotional Intelligence
ISSN:1539-1590 | E-ISSN:2573-7104 3810 © 2023The Authors

Vol. 5 No. 2 (2023)
 There is no significant relationship between Factors affecting Employee Engagement and

Income
 The EI Model does not have a Perfect Fit
LIMITATIONS OF THE STUDY
 The study is restricted only to the faculties of colleges. Top management and school
teachers were not a part of this study.
 The researcher has focused on three study variables; Emotional Intelligence, Employee
Engagement, and Work performance. Other variables can also be considered for future
research
 The outcomes may differ from sector to sector because of the External and Internal
Environmental forces, which cause the employees to manage their Emotions.
REVIEW OF LITERATURE
1. Gupta (2016) [4] has analyzed Emotional Intelligence and Work-life balance, where the
researcher found that employees who manage their emotions can perform well. The
researcher concluded that certain behaviors interfere with work and personal life. This
could sometimes affect their performance and their ability to do work.
2. Dr. Pratima Sarangi and Dr. Bhagirathi Nayak (2016) [5] have studied Employee
Engagement in a Manufacturing company. This was done by examining the factors
contributing to productivity and overall impact on the organization. The researcher used
Questionnaire as the source to collect data from the employees. The researcher has used
the 10 C's of Employee Engagement defined by Gambler (2007) to measure Employee
Engagement. Their study revealed that every employee has different opinions about
employee engagement. Using the 10 C's, the employee has agreed to 6 parameters that are
useful for effective Employee Engagement.
3. Schrita Osborne Mohamad and S. Hammoud (2017) [6] examined the Effectiveness of
Employee Engagement in the workplace. They have found the strategies that some business
leaders use to engage employees. They conducted a semi-structured Interview. There were
numerous challenges in the employee's work, and the leaders also wanted to have trust
among their employees. Leaders play an influential role in motivating employees for their
Commitment to the job. It is also found that a positive work environment and work culture
promotes work performance.
4. Vashisht R and Singh K. Sharma (2018) [7] studied the EI with Conflict and Stress using
Meta-Analysis. The researcher used the past 15 years' data on the given relationship of
factors. The research results indicate that EI and Conflict show a positive relation, and
stress shows a negative one.
5. Ravi Kant (2019) [8] has conducted a study on the Emotional Intelligence of University
students. The researcher has focused on the student's emotional intelligence level and to
find the difference between Emotional Intelligence and other demographic variables. The
researcher has seen a significant difference in Emotional Intelligence among Male and

Vol. 5 No. 2 (2023)
Female students. Each department's student's Emotions vary from other departments. It
was concluded that the students were emotionally Intelligence, and few differences were
found between them.
6. M. Kumar (2020) [9] has studied about Emotional Intelligence of School students. The
researcher has developed EI scales. The researcher focused on the level of EI and the
difference between EI and other variables like occupation, Income, and between schools.
The researcher also used Dr. Reuven Baron's Scale to measure the EI quotient. It was
concluded that EI concepts should be included in the Syllabus of Schools for emotional
development. This helps the students expand their brands and increase their decision-
making choices.
7. Suganthi Supramaniam and Kuppusamy Singaravelloo (2021) [10], in their research,
have focused on the Impacts of EI on the performance of the organization concerning
public administration. The researcher concludes that there is a positive effect of EI on
organizational performance. The researcher also suggested that Emotional Intelligence
should be adopted actively to increase the maturity and awareness to face environmental
changes.
8. Radu Marin (2021) [11] has analyzed and studied how Engaged employees are said to be
more competitive and efficient in creating organizational success. The researcher also
focused on the problems in determining employee engagement programs and answered the
questions the organizations face. The researcher has concluded that people who are in
contact with other employees have the power to increase their level of management. And
also, due to globalization, several changes may occur related to culture, diversity, and other
aspects.
9. Dr. Melanie Lourens, Dr. R. Indradevi, et al. (2022) [12] researched EI roles in
Employee Engagement. The researchers have studied the effects of Emotional Intelligence
which affects managers' emotional maturity and the engagement of employees. They have
concluded that EI has improved the performance of the employees and helps them
understand emotions and minimize stress through proper control in the workplace, which
helps in achieving the organizational goals. They have concluded that EI plays a significant
role in Employee Engagement.
10. Dr. Smita A. Kalokar and Dr. Amit Sahu (2022) [13] have reviewed various literature
related to Employee Engagement. The researchers have studied 23 articles on Employee
Engagement and concluded that every organization must have effective employee
engagement to succeed. The organization must also provide opportunities for thinking,
decision-making, and work with Commitment which serves as motivation to work and get
engaged with work. The researchers have concluded that effective employee engagement
is a lifelong process that requires vast Improvement.
RESEARCH METHODOLOGY

Vol. 5 No. 2 (2023)
It is the way in which the researcher has carried out the research. It includes the methods
adopted for sampling, size, sources of data, etc.
Sources of Data
The data sources the researcher used for the study are primary and Secondary data.
Primary Data
The primary data is collected using a structured questionnaire. The Questionnaire includes
four parts divided into Demographic Variables, Emotional Intelligence, Employee Engagement,
and Work Performance. 5 scale type questions were used to collect and analyze the data.
Secondary Data
The secondary data is collected using various websites, books, Research Articles, Thesis,
and other online sources.
Sampling Method
The researcher has used Convenience Sampling for data collection since the population of
the Sampling area is Unknown.
Sampling Area and Target Population
The research area and the target population used for collecting the data are various faculties
from colleges in Chennai and Chengalpattu districts.
Sample Size
The sample size of the respondents used for collecting the data is 357
Period of Study
The researcher wanted to collect data from the teachers of various colleges in different
parts of the Chennai and Chengalpattu districts. Therefore, the period of study is 2 months.
Mode of Questionnaire used for Data collection
The researcher used Physical Questionnaire distributed to the faculties and Google forms
circulated through WhatsApp, Gmail, and Instagram.
Statistical Tools used
Some statistical tools like SPSS, AMOS, and Excel were used to compute the data.
Statistical Techniques used
Statistical Techniques like Reliability Analysis, Simple Percentage Analysis, ANOVA,
Chi-Square, Factor Analysis, and SEM were used to Analyse the data.
ANALYSIS AND INTERPRETATION

RELIABILITY ANALYSIS
Table 1 shows the Reliability statistics of the Questionnaire
Reliability Statistics
Cronbach's Alpha N of Items
.921 51
Source: Computed Data
INTERPRETATION

Vol. 5 No. 2 (2023)
From the above Reliability Statistics, it is found that Cronbach's Alpha value is 0.921,
which is highly reliable for data collection. Therefore, the Reliability of the Questionnaire is
Excellent and Proved.
SIMPLE PERCENTAGE ANALYSIS
Table 2 shows the Frequency and Percentage Analysis of Demographic Variables
S.no Factors Options Frequency Percentage
1 Age 26 – 30 121 34
2 Gender Female 180 50
3 Qualification Doctorate 114 32
4 Designation Assistant Professor 113 32
5 Marital Status Unmarried 283 79
6 Annual Income Above Rs. 5,00,000 107 30
7 Work Experience 1 Year to 10 Years 124 35
8 Working Hours Less than or Equal to 8 Hours 237 66
FACTOR ANALYSIS
Table 3 shows the KMO and Barlett's Test of Factors of Emotional Intelligence
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .834
Bartlett's Test of Approx. Chi-Square 1939.012
Sphericity df 66
Sig. .000
INFERENCE
The above table shows the Kaiser-Meyer-Olkin and Bartlett's Test of Sphericity. KMO test
is used to measure the sampling adequacy. The KMO test value is 0.834, which is more than 0.5;
hence it can be considered that the sampling is adequate and acceptable for data reduction.
Bartlett's Test of Sphericity is done to decide whether the factor analysis results are helpful
for consideration and whether the analysis can be continued. Bartlett's Test of Sphericity shows a
significant value of 0.000 which signifies a higher level of relationship between the variables,
which allows the researcher to proceed with Factor Analysis.
Table 4 shows the Communalities Factors Influencing Teamwork in the Workplace
Communalities
Variables Initial Extraction
EI1 1.000 .656
EI2 1.000 .478
EI3 1.000 .842
EI4 1.000 .824
EI5 1.000 .768
Vol. 5 No. 2 (2023)
EI6 1.000 .787

EI7 1.000 .713
EI8 1.000 .619
EI9 1.000 .832
EI10 1.000 .587
EI11 1.000 .712
EI12 1.000 .756
Extraction Method: Principal Component Analysis.
INFERENCE
All the variables in the Communality table are initially expected to have 100% variance.
Each variable has a value of 1.00, which means 100% variance. The extracted values range from
0.478 to 0.842, showing that the minimum variance share of the variable after extraction is 47%
and the maximum variance share of the item is 84%.
Table 5 shows the Rotated Component Matrix of Emotional Intelligence
Rotated Component Matrixa
Factors Factor Name Variables Factor Variance Eigen

Loadings Values
EI1 .865
EI2 .774
Factor 1 Self – Awareness EI3 .760 25.059 3.007
EI4 .726
EI5 .827
EI6 .657
Factor 2 Self – Expression EI7 .647 20.223 2.427
EI8 .597
EI9 .870
Factor 3 Self – Care EI10 .699 14.857 1.783
EI11 .839
Factor 4 Self – Motivation EI12 .691 9.459 1.135
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
INFERENCE
The Eigenvalue for Factor 1 is 3.007, with 25.059% of the variance. These factors are
named "Self – Awareness," Factor 2 is 2.427 with 20.223% of the variance, and these factors are

Vol. 5 No. 2 (2023)
Termed "Self - Expression," Factor 3 is 1.783 with 14.857% of the variance, and these factors
are called "Self-Care," Factor 4 is 1.135 with 9.459% of the variance, and these factors are called
"Self – Motivation."
CHI-SQUARE TEST
H0: There is no Association between Age and Variables of Emotional Intelligence
Table 6 shows the Chi-Square Tests of Emotional Intelligence with Age
Chi-Square Tests
Factors Pearson Chi-Square Value df Asymp. Sig. (2-sided)
a
Age * EI1 Pearson Chi-Square 88.322 12 .000
a
a
a
a
a
a
a
a
a
a
a
a
a
a
INFERENCE
The Chi-square table above shows the results of the Chi-Square test of Age and Variables
of Emotional Intelligence. The Significant value of the Chi-square at the 5% level should be less
than 0.05. From the analysis results, it can be inferred that all the values of Variables with Age
are less than 0.05, that is, 0.000. This shows an association between Age and the Variables of
Emotional Intelligence. Hence, the Null hypothesis, there is no association between Age and the
variables of Emotional Intelligence, is rejected.
ONE WAY ANOVA

H0: There is no significant relationship between Factors affecting Employee Engagement and
Income
Table 7 shows the One Way ANOVA of Factors affecting Employee Engagement and
Income
ANOVA
Vol. 5 No. 2 (2023)
Sum of df Mean F Sig.

Squares Square
Attitude Between Groups 55.085 4 13.771 37.031 .000
Within Groups 130.903 352 .372
Total 185.989 356
Job Between Groups 11.009 4 2.752 5.171 .000
Satisfaction Within Groups 187.361 352 .532
Total 198.370 356
Culture Between Groups 38.423 4 9.606 21.975 .000
Total 192.291 356
Health Between Groups 32.030 4 8.007 7.432 .000
Within Groups 379.253 352 1.077
Total 411.283 356
Technology Between Groups 30.102 4 7.526 6.185 .000
Within Groups 428.323 352 1.217
Total 458.426 356
Career Between Groups 16.148 4 4.037 7.622 .000
Development Within Groups 186.430 352 .530
Total 202.577 356
Recognition Between Groups 65.040 4 16.260 25.370 .000
Total 290.644 356
Pay Structure Between Groups 26.088 4 6.522 16.263 .000
Total 167.249 356
Transparency Between Groups 60.299 4 15.075 11.740 .000
Within Groups 451.993 352 1.284
Total 512.291 356
Relationship Between Groups 32.276 4 8.069 6.140 .000
Within Groups 462.603 352 1.314
Total 494.880 356
INFERENCE
From the table above, it is found that Factors affecting Employee Engagement are
significant with Income Since the p-values of all the variables are 0.000, which is less than 0.05.
Hence, The Null Hypothesis (H0), there is no significant relationship between Factors affecting
Employee Engagement with respect to Income, is rejected. This shows that there is a relationship.

Vol. 5 No. 2 (2023)
STRUCTURAL EQUATION MODEL

H0: The EI Model does not have a Perfect Fit
Figure 1 shows the SEM for Emotional Intelligence
Structural Equation Model of Emotional Intelligence, Employee Engagement, and Work

Performance
INFERENCE
The above figure shows that the model is constructed using SEM analysis, which reveals
that all the values are associated with the regression result (Emotional Intelligence). To develop a
perfect model, modification indices have been used. By adopting modification indices, the
variables relate to the covariance to deliver accurate results in SEM analysis. The above model has
satisfied the recommended values and is shown below:
Table 8 shows the model fit Indices
Fit Statistics Obtained Recommended
Chi-Square 0.123 >0.05
CMIN/DF 2.563 <3
NFI 0.995 >0.90
RFI 0.918 >0.90
CFI 0.995 >0.90
PCFI 0.086 >0.90
TLI 0.932 >0.90
RMSEA 0.044 <0.05
INFERENCES ON MODEL FIT
The above table reveals the model fit Indices of Emotional Intelligence and its relevant
factors. It is clear from the table that all the measures are within the recommended limits. The Chi-
square value of the model is 0.123, which is more than 0.05. (NFI) is found to be 0.995, which is

Vol. 5 No. 2 (2023)
more than 0.9, and is said to be suitable for the model. Based on the (RFI) of 0.918 and the (CFI)
of 0.995 are up to the recommended level of above 0.9. (PCFI) is found to be 0.086, more than
0.9, and (TLI) of 0.932, more than 0.9, and (RMSEA) values also satisfy the recommended value
to validate the model. Hence the researcher has concluded that the null hypothesis stated above is
rejected. Therefore, the constructed model is said to be Fit and is accepted.
FINDINGS AND DISCUSSION
The reliability analysis of the Questionnaire proved to be excellent to proceed with further
analysis. 0.921 is the value of Cronbach's Alpha, which is said to be more than 0.9; hence, the
researcher proceeded with data collection. The simple percentage analysis and Frequency analysis
of the demographic variables results show the highest percentage of the variables, which includes:
Age of the respondents between 26 – 30, falls for 34% of the respondents with a frequency of 121,
50% of the respondents are Gender are Female with the frequency of 180, 32% of the respondents
are Qualified as Doctorate with Frequency of 114, 32% of the respondents are designated as
Assistant Professor with a frequency of 113, 79% of the respondents are Unmarried with a
frequency of 283, 30% of the respondents belong to the Income category of Above Rs. 5,00,000
with a frequency of 107, 35% of the respondents belong to the Work Experience category of 1
Year to 10 Years with a frequency of 124, 66% of the respondents are working for about less than
or equal to 8 hours with a high frequency of 237.
The factor analysis results show KMO Bartlett's Test of Sphericity value of 0.834, and the
significant value is 0.000, which is used to check the adequacy of samples. This show that the
researcher can proceed with Factor analysis. The communality table reveals the extracted values,
which range from 0.478 to 0.842, showing that the minimum variance share of the variable after
extraction is 47% and the maximum variance share of the item is 84%. Then the Emotional
Intelligence variables are divided into four factors, namely, Factor 1, "Self – Awareness," Factor
2 is Termed "Self - Expression," Factor 3 is called "Self-Care," Factor 4 is called "Self –
Motivation."
The Chi-square analysis shows the results of the Chi-Square test of Age and Variables of
Emotional Intelligence. The Significant value of the Chi-square at the 5% level should be less than
0.05, and the results significant at the 5% level. This shows an association between Age and the
Variables of Emotional Intelligence. Therefore, the Null hypothesis there is no association between
Age and the variables of Emotional Intelligence is rejected.
The results of ANOVA show that the Factors affecting Employee Engagement are
significant, with Income at a 5% level. Hence, it is concluded that the hypothesis there is no
significant relationship between Factors affecting Employee Engagement with respect to Income
is rejected, and this shows that there is a relationship.
The SEM model of Emotional Intelligence with Employee Engagement and Work
Performance is said to be fit, and the measures are up to the recommended limits. The Chi-square
value of the model is 0.123, which is more than 0.05. (NFI) is found to be 0.995, which is more
than 0.9, and is said to be suitable for the model. Based on the (RFI) of 0.918 and the (CFI) of
0.995 are up to the recommended level of above 0.9. (PCFI) is found to be 0.086, more than 0.9,

Vol. 5 No. 2 (2023)
and (TLI) of 0.932, more than 0.9, and (RMSEA) values also satisfy the recommended value to
validate the model. Hence, the researcher has concluded that the null hypothesis is rejected and
constructed. The model is analysed to be Fit and is accepted.
CONCLUSION
This study reveals that Emotional Intelligence and Employee Engagement build to achieve
better work performance for the employees in the organization. When the Emotions of the
individuals are appropriately managed, it will be helpful for them to concentrate on their work,
leading to better work performance. The management and the individuals must develop their skills
to manage their emotions by providing various training, awareness program, soft skills program,
etc. This will bring a psychological change among the individuals and be helpful for the
organization. The employees are said to be engaged in their work when they are hassle-free. Most
employees may not react much to the situations that trigger their emotions, but crossing certain
levels may lead to a burst out of feelings, affecting their Engaging story and work performance.
United Nations Sustainable development goals can be updated concerning the Emotional
Intelligence aspect in the case of organizations and individuals; they have focused on several
aspects of health, poverty, equality, etc. They can also consider this Concept of Emotional
Intelligence, which can be included in several goals like Health and Well-being, Economic Growth
and productive employment, Infrastructure, and Innovation. All these goals are directly or
indirectly related to the employees' emotions in the organization. If they consider these concepts,
they can transform the world before 2030.
RECOMMENDATIONS
After various analyses and research conducted, the researcher has proposed the following
recommendations for the Organizations and WHO to achieve Sustainable Development Goals
effectively:
 The employees in the workplace can be provided with various soft skills training like Time
management, Leadership, Teamwork, Negotiation, Presentation skills, Emotional
Intelligence, and Critical thinking. All these training aspects may develop the personality
of the individuals who are working in various organizations
 Most organizations ignore recognizing the employees who do their job to the extent that it
improves their productivity. They get the work done by the employees and start giving
other work. This can be one of the reasons for the employee to leave the organization
 Frequent measurements of the performance of employees should be done to know whether
the employees are working for their Improvement or they are trying to impose the work on
others. If the performance is measured, the organization can correct or give training to the
employees to improve what they lack.
REFERENCES
[1] https://sdgs.un.org/goals
[2] Peter Salovey and John Mayer (1990) "Emotional Intelligence" in the
journal Imagination, Cognition, and Personality

Vol. 5 No. 2 (2023)
[3] Kahn, W.A. (1990) 'Psychological conditions of personal engagement and disengagement
at work,' Academy of Management Journal, Vol 33, pp692-724.
[4] Gupta Sachin (2016) "Emotional Intelligence and Work-Life Balance of Employees in
the Information Technology Industry." Arabian Journal of Business and Management
Review. Volume 6, Issue 3, 1000201. ISSN: 2223- 5833 AJBMR.
[5] Rd. Pratima Sarangi and Dr. Bhagirathi Nayak (2016) “Employee Engagement and
Its Impact on Organizational Success – A Study in Manufacturing Company, India” IOSR
Journal of Business and Management (IOSR-JBM), p-ISSN: 2319-7668, e-ISSN: 2278-
487X,. Volume 18, Issue 4 . Ver. I (Apr. 2016), PP 52-57.
[6] Schrita Osborne Mohamad and S. Hammoud (2017) "Effective Employee Engagement
in the Workplace" International Journal of Applied Management and Technology 2017,
Volume 16, Issue 1, Pages 50–67 DOI:10.5590/IJAMT.2017.16.1.04
[7] Vashisht, R., Singh K. Sharma S., (2018) "Emotional Intelligence and its Relationship
with Conflict Management and Occupational Stress: A Meta-Analysis" Pacific Business
Review International Volume 11 Issue 4.
[8] Ravi Kant (2019) "Emotional intelligence: A study on University students" Journal of
Education and Learning Vol. 13, No. 4, November 2019, pp. 441- 446, ISSN: 2089-9823
DOI: 10.11591/edulearn.v13i4.13592
[9] M. Kumar (2020) "A Study on the Emotional Intelligence of Higher Secondary School
Students" Shanlax International Journal of Education, vol. 8, no. 3, 2020, pp. 114–119.
https://doi.org/10.34293/ education.v8i3.2395
[10] Suganthi Supramaniam and Kuppusamy Singaravelloo (2021) "Impact of
Emotional Intelligence on Organisational Performance: An Analysis in the Malaysian
Public Administration" Administrative Sciences 11: 76. https://doi.org/
10.3390/admsci11030076
[11] Radu Marin (2021) "Employee Engagement: An Actual Theme, in a Permanent
Evolution" Journal of Human Resources Management Research, Vol. 2021 (2021),
Article ID 796417, DOI: 10.5171/2021.796417
[12] Dr. Melanie Lourens, Dr. R. Indradevi, et al. (2022) "Role Of Emotional Intelligence
Employment Engagement: An Empirical Study" Journal of Pharmaceutical Negative
Results, Volume 13, Special Issue 5, 2022. Doi: 10.47750/pnr.2022.13. S05.177
[13] Dr. Smita A. Kalokar and Dr. Amit Sahu (2022) "Employee Engagement: A Review
Paper" International Journal of Creative Research Thoughts (IJCRT), Volume 10, Issue
2 February 2022 | ISSN: 2320-2882

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EFFECTS OF EMOTIONAL INTELLIGENCE ON EMPLOYEE ENGAGEMENT AND

WORK PERFORMANCE WITH REFERENCE TO COLLEGE FACULTIES IN

S. Sakthi1, Dr. B. Akila2, N. Srividya3

SDGs RELATED TO RESEARCH

ISSN:1539-1590 | E-ISSN:2573-7104 © 2023 The Authors

ISSN:1539-1590 | E-ISSN:2573-7104 3810 © 2023The Authors

 There is no significant relationship between Factors affecting Employee Engagement and

ISSN:1539-1590 | E-ISSN:2573-7104 3811 © 2023The Authors

ISSN:1539-1590 | E-ISSN:2573-7104 3812 © 2023The Authors

ANALYSIS AND INTERPRETATION

ISSN:1539-1590 | E-ISSN:2573-7104 3813 © 2023The Authors

EI6 1.000 .787

Table 5 shows the Rotated Component Matrix of Emotional Intelligence

Rotated Component Matrixa

Factors Factor Name Variables Factor Variance Eigen

ISSN:1539-1590 | E-ISSN:2573-7104 3815 © 2023The Authors

ONE WAY ANOVA

Sum of df Mean F Sig.

ISSN:1539-1590 | E-ISSN:2573-7104 3817 © 2023The Authors

STRUCTURAL EQUATION MODEL

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ISSN:1539-1590 | E-ISSN:2573-7104 3818 © 2023The Authors

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