CHAPTER FIVE

CONCLUSION AND RECOMMENDATION

The conclusion from Research Question One

1. What is the nature of emotional intelligence in organizational commitment?

The first research question was designed to identify the effects of emotional intelligence on organizational commitment.

All participants agreed that emotional intelligence impacts organizational commitment. They decided that if emotional intelligence can be used effectively, the employees will have more organizational commitment, and the inevitable success will emerge in organizations. Again, the participants answers indicated a positive relationship between emotional intelligence and organizational commitment, reinforcing previous studies (Gardner, 2003). that reported that individuals who score high in emotional intelligence are more committed to their organizations.

According to the given answers, the EI had a positive relationship with three organizational commitment components: affective commitment, continuance commitment, and normative commitment. The commitment of employees to remain in the organization will be high if the human resource managers or department heads are ready to satisfy their needs. The most effective Emotional Intelligence practices for the organizational commitment of organizations are:

• prioritizing emotional intelligence,
• developing greater self-awareness,
• practicing self-regulation,
• cultivating intrinsic motivation,
• trying to become more empathetic,
• improving social skills.

According to the participants answers, it is clarified that problematic implications of emotional intelligence in the workplace cause problems in managing cohesive, high-performing teams. Thus, emotional intelligences complex substances affect how employers and employees communicate with their teams and how employees communicate with each other. Suppose emotional intelligence is not applicated in any work organization. In that case, that organization will lack the capability of creating safe environments for exchanging ideas and feedback, productive teamwork and performance, high morale, employee engagement, job satisfaction, and managing workplace stress and conflict carefully.

The conclusion from Research Question Two

What is the experience of identifying emotional labor on organizational commitment?

The second research question was designed to explore the relationship between emotional labor on organizational commitment, and the participants answers were shared in the previous chapter. It is clearly indicated that Emotional Labor practices impact the organizational commitment of an organization, and it does matter a lot.

High and efficient level of emotional work (labor) gives employees more insight to behave more professionally and with that way they become committed to the organization they are working for. In this regard, instead of showing emotions directly, trying to be more professional and friendly to customers and co-workers would be the most effective way to be committed to an organization.

At the end, it is clarified that emotional labor itself is a big challenge for human beings. Although the emotional labor for the customers and the organization is a wanted thing, the effects of emotional labor within the organization and within working individuals may be largely negative (i.e., job dissatisfaction). These adverse effects directly affect the employees in the service encounters and spread to customers and organizations. Employees who also give effort for emotional labor experience stress, depression, panic disorder, psychological distress, and job dissatisfaction. These negative sides of the emotional labor also must be considered by the leaders of the organizations and it can be considered to be compensated with more positive workplace conditions, providing mental health help services, vacation, higher level of salary, gifts and so on.

1. Recommendations

This studys results support the views that emotional labor and emotional intelligence dimensions have influenced organizational commitment. Specifically, findings suggest that emotional intelligence affects the quality of emotional labor, and both directly affect organizational commitment. Lack of these decreases the quality of work-life and organizational commitment. Interestingly, the study confirms the mediating role of emotional labor on the relationship between emotional intelligence and organizational commitment.

This study makes several theoretical contributions to the current literature. First, the study responds to a recent examining how emotional intelligence and emotional labor affect the organizational commitments of workers in workplaces. The study also contributes to the limited body of psychological well-being of the workers in their organizations. The present study also contributes by modeling the importance of psychological well-being and support for raising the emotional awareness of the workers, which is rarely addressed in organizational research. Thus, the current study provides empirical evidence into the direct effects of having and using emotional intelligence for emotional labor and organizational commitment and its impact on organizational and workers well-being.

5.3 Practical Implications

The study suggests several implications for organizational leaders and colleagues based on the findings. First, the study findings show that using emotional intelligence effectively can increase the quality of work and enhance their capacity for companionship with their colleagues. Therefore, the following set of recommendations offers to work for organizations to be able to provide more efficient work in organizations.

• Organizations should educate their employees to have more emotional intelligence.
• Continue to support and motivate the employees that are having it and use it effectively.
• Reinforce the employees who have shown altruism toward their colleagues and customers.
• Employees should maintain to have emotional labor as well as taking care their mental and physical wellness.
• The employers/leaders of any organization must encourage and support spiritually and financially the employees who are doing high level emotional labor,
• To raise the quality and amount of emotional labor, the organizations leaders should be aware that they should educate their team members with the workshops for raising and teaching them the implications of emotional intelligence.

At the same time, the leaders&managers of the organizations should do everything to increase the capacity of having the following essential subsets below. This might be creating or sending their workers to related psychology workshops to give the opportunity to their employees to develop their emotional intelligence&interpersonal skills and raise the capacity of the employees to be more committed to the organization.

Following terms are the terms every manager&leader should have the intention to raise and develop these phenomena in their employees in order to have higher and better emotional labor in their organizations and organizational commitment to their organizations from their employees:

• Motivation: People with a high degree of emotional intelligence are usually motivated because they can handle challenging situations and do not lose motivation. With this fact, it can be said that if the employees are having higher emotional intelligence, they can defer immediate gratifying results for long-term success.

• Empathy: This is the second-most important element of emotional intelligence. Since empathy is the ability and personal capacity to identify with and understand those around, their wants, needs, and viewpoints. Employees with empathy are good at recognizing the feelings of others and have the capability to put themselves in someone elses shoes. As a result, empathetic employees may usually be excellent at managing relationships, listening, and relating to others. They avoid stereotyping and judging too quickly.

• Self-Awareness: If employees have high emotional intelligence, they will usually be very self-aware. In this case, the employees may understand their emotions, and because of this, they do not let their feelings rule them, and they are confident because they trust their intuition and may not let their emotions get out of control. Besides this, they may know their strengths and weaknesses, and they work on these weak areas of them to improve them so that they can perform better. It can be stated that this self-awareness is an essential part of emotional intelligence.

• Self-Regulation: This ability is the tool to control emotions and impulses. If the employees who do self-regulation successfully typically may not allow themselves to become too angry or jealous, they may not demonstrate impulsive or careless decisions. They may try to think wisely before they take action. The characteristics of self-regulation are awareness, thoughtfulness, comfort with change, integrity, and the ability to say no to impulses.

• Social Skills: Having good social and interpersonal skills is another sign of skills with high emotional intelligence. Employees with strong social and interpersonal skills are typically real team players. Rather than prioritizing their own needs and success, they first help others develop and shine. These employees can manage disputes, are excellent communicators, are masters at building and maintaining relationships, and are more committed to their job and workplace.

5.4. Limitations and Directions for Future Research

The study concludes with some implications and avenues for further research. The data was collected mainly from the people who work in Afghanistan: from a collectivist culture. Thus, the results may not apply to all of the world with individualistic cultures. Another significant limitation of the study is that the open-ended interview questions bring the complicated process of concluding the results. Therefore, this study may need to be re-validated with a combination of quantitative and qualitative approaches. The main research questions were supported with the open-ended interview questions, and these two research questions and those interview questions may be endorsed with the scales which were designed to measure emotional labor and organizational commitment.

Further research may use this combined research approach to have quantitative data besides qualitative data. Further research may look into other moderating variables, including mindfulness and perceived social support (e.g., support by colleagues, work leaders, family members, and friends). The future research model can also be expanded by employing other psychological facts. Finally, the effects of emotional intelligence and emotional labor on organizational commitment were revealed in the study.

Requirement:

please add discussion on results in above chapter.