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Genos EI means,
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EI training
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performance
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Table III.
Genos EI means,
standard deviations and
pre-post statistical
analyses: rater-report
CCM
19,1
112
Alternatively, it may be the case that rater-report EI scores are more valid indicators of
EI than self-report EI scores.
In contrast to the self-report EI variable, the rater-reported total EI scores did
correlate statistically signicantly with sales performance (r 0.32). Given the
signicant split-plot ANOVA for the EI sub-scale of EMO (F(1, 48) 3.58, p 0.033),
the ndings of the present study suggest that it may be a sales representatives capacity
to inuence the moods and emotions of others that is likely to play the greatest role in the
successful sales. Future research based on larger sample sizes may help test such a
hypothesis, statistically.
EI may not only act to enhance sales performance, but it may also act as a buffer to
stressful situations. In a study based on a 122 nurses, Brand (2007) found that Genos EI
scores interacted with the association between work stress and depersonalisation. More
specically, the correlation betweenworkstress anddepersonalisation was much higher
(r 0.51) in those individuals who scored relatively lower on Genos EI, in comparison to
those individuals who scored relatively higher on Genos EI (r 0.23). Thus, higher
levels of EI may help reduce the chances that the experience of work stress will develop
into the more serious psychological state of depersonalisation. Understanding more
precisely how an EI enhancement program facilitates job performance is an interesting
theoretical question to be addressed in future research. From a practitioner perspective,
however, knowing that the program will enhance sales performance by, on average,
9 percent may be sufcient.
Participants involved in this study were also involved in a well-publicised corporate
merger at the time of the studys EI intervention. Media reports of the merger process
indicated that it was problematic. Given this broader context, the results of this studyare
even more telling of the value of EI in the workplace. Previous literature examining
corporate mergers and employee well-being indicates overwhelmingly a negative
association. For example, Lansisalmi et al. (2000) identied the key outcomes of
organisational mergers to be collective stress. In another study, Linde and Schalk
(2008) examined the impact of a corporate merger on the employee psychological
contract. The results indicated that mergers have the potential to breach the
psychological contract, which impacts an employees obligations to the organisation at
three important levels:
(1) performance;
(2) extra-role behaviour; and
(3) ethics.
More specically, poorly conducted corporate mergers tend to result in reduced
employee performance, lower levels of employee discretionary effort, and lower levels
of trust shown towards the employer by the employee. The results of the present study
suggest that performance to budget by the control group reduced from the second to
fourth quarters (Figure 1). Given the organisational dynamic at the time of this study,
this result is not particularly surprising. Conversely, the intervention group was found
to increase its performance to budget in the fourth quarter of the time period over
which performance data were collected. It is plausible to suggest that the EI training
may have countered any violation in the psychological contract for those involved in
the intervention, which resulted in improved sales performance.
EI training
and sales
performance
113
Limitations
Perhaps, the most signicant limitation associated with this investigation is related to
the fact that there were no long-term data to evaluate whether the EI training program
had any long-term benets. Ideally, the sales representatives would have been followed
up six or 12 months after the training program to determine whether the benecial
observed effects were robust over time. Asecond limitation is relevant to the absence of a
measure of socially desirable responding, which may have been useful in adjusting or
partialling self-report EI scores within the statistical analyses. Perhaps, the self-report
EI and performance correlation would have been larger and statistically signicant,
controlling for individual differences in socially desirable responding. Finally, a larger
sample size would have afforded the opportunity to examine the individual EI sub-scale
effects on performance. It is possible that certain EI dimensions have a greater impact on
sales performance than others.
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Corresponding author
Gilles E. Gignac can be contacted at: gilles.gignac@genosinternational.com
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