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Relationship Relationship between Emotional Intelligence and Psychological Contract Breach Ahmed Wajahat Email:[email protected]

1.Introduction: In the current stressful job environment the Emotional Intelligence (EI) plays an important role almost in every kind o f job across the organizations. It helps people to do their job and tasks with an ease. EI gives self confident to different situations in different circumstances. circumstances. Freshman & Rubino (2002:1) wrote about the importance of the ³EMOTIONAL INTELLIGENCE (EI) is currently a hot topic in management consulting and leadership training circles. As an examp le, when the Harvard Business Review printed an article on EI in 1998, it gained a greater  percentage of readers than any an y previously published article in that journal for t he last 40 years.´ On the other hand t he term psychological contract (PC) depicts the employer- e mployment mployment relationship. Psychological contract (PC) characterizes the employee-employer re lationship lationship and emphasizes e mphasizes organizations attainment of favorable outcomes by understanding employee¶s expectations. Simply put, psychological contract refers to what an employee owes to the t he organization and what can be expected from organization in return. PC is a mental agreement in which both parties do promises which ultimate purpose is to achieve o rganizational goals. But when these promises pro mises or  obligations are not fulfilling by any one party, breach occur. A breach of contract happens when either employee or employer breaks one o ne of the terms. Breach is cognitive co gnitive assessment of contract fulfillment that is based on an employee¶s percept ion of what each party has promised. pro mised. So this research purpose is by using EI we mitigate mitigate the t he perception of PC breach and employee e mployee makes better relationship with the employer.

1.1Research question: ³Investigate the significance of emotional intelligence that minimizes the effect of psychological contract breach.´

1.2Research objective: To show that employee on high EI are productive, loyal to the employer and making strong employment relationship with the employer or o rganization.

1.3 Hypothesis: H0: There is no Relationship between high emotiona l intelligence and less psychological contract breach.

H1:

1.4Scope of research: The scope of o f research is encompasses to the doctors of RMI and North West Hospital Peshawar  Pakistan. And the application app lication of this research to improve the emotional intelligence skill in professional professional life and giving them a idea that how can they tackle tack le the stressful situations. situations.

1.5Limitation: The limitation is scarcity of financial resources and a lso time for conducting this research.

2. Literature review: In response to changes in the nature n ature of employment and work, wo rk, a large body of literature focusing on exchange relationships between employees and their organization has emerged in the past two decades. Among the various employment relationship constructs that have emerged, research on psychological contract has blossomed. Psychological contracts are defined ³as a person¶s perceptions and expectations about the mutual obligations in an employment exchange excha nge relationship´ (Rousseau, 1989). Concepts that have attracted attention in research on psychological psycho logical contracts include perceived breach and felt felt violation. Jill kickull stated that ³unlike formal emp loyee-employer loyee-employer contracts, co ntracts, the PC inherently perceptual and therefore one¶s party part y interpretation of terms and conditions of obligations may not be shared. (cf: McLean Parks and schmedemann, 1994; Rousseau 1995, 1998). And also Rousseau (1997:521) explained it as ³Psychological ³Psycho logical contracts are beliefs individuals hold about the exchange relationship between themselves and an employer, in essence, what people understand the employment employment relationship to mean mean [e.g. a High-involvement relationship relationship or  limited transactional employment (Rousseau 1995)].´ By definition psychological contract is a percept ual and idiosyncratic (Aggarwal & Bhargava, 2008). Idiosyncratic nature means that every individual relationship will be vary as they perceive form the Organization obligations. So that why the organization gives the same thing to every employee although, the perception could vary from employee to employee.( Aggarwal & Bhargava, 2008 ). In early researches the psychological contract assumed as unconscious thing in employment relationship. The recent work has been done on the individual beliefs and employer in the form of a agreement. After Argyris Argyris (1960) and Levinson Levinson (1962) the Rousseau (1990) took properly initiative to work on psychological contract. This gained a scientific nature over o ver a period of time.

Researcher found that psychological psycho logical contract breach is quite different terminology from unmet expectations. According to Robinson, Kraatz and Rousseau (1994) found that ³violated contract terms evoked much more intensely negative responses than did unmet expectat ions, a finding predicted by psychological contract theory´ (Rousseau, 1989; Rousseau and McLean Parks, 1993; Rousseau, 1995). Research reveals that ³employees vary regarding whether they believe their psychological contract is with their immediate supervisor, top management, o r with a personication of the itself´ (Rousseau, 1995; Rousseau, 1998). According to Morrison and Robinson, ³Perceived breach refers to the cognition that one¶s organization has failed to meet one or more obligations within one¶s psychological contract in a manner commensurate with one¶s contributions . . . perceived breach represents a cognitive assessment of contract fulfillment that is based on an employee¶s perception of what each party has promised and provided to the other´ (1997: 230). Morrison and Robinson (1997) defined `psychological contract breach' as ³the employee's cognition that the organization has failed to meet one or more of its obligations and psychological contract violation as the emotional or affective state that frequently follows such a perception´ in Turnley and Feldman paper (2000:26). The term emotional intelligence introduced in 1960s (Van Ghent, 1961) and psychiatry (Leuner, 1966). Mayor and solvey wrote two articles on EI to define what is EI, made a theory and measurement tool for it. To understand the concept of EI, once has to understand the other two concepts which are considered the basis of EI. i.e., emotion and intelligence. Roberts, Zeidner & Matthews (2001:P197) says that ³General intelligence refers to a person¶s overall capacity for adaptation through effective cognition and information processing. It may be seen as a general competence of the mind (mental ability) or of higher Order faculties such as understanding, reasoning, problem solving, and learning, especially of complex, structured material (cognitive ability; Brody, 1992).´ Tram, Hara and T.Sy investigated the significance of employees EI and manager EI with job satisfaction and performance. They found that there is significant relationship of EI with the both job satisfaction and performance. Tram et. al concluded that there is positive relationship between them. They also checked and found that the interaction between managers¶ EI and employees¶ EI on job satisfaction and job performance. One of the interesting fact about EI cited by Jordan, Ashkanasy and Hartel (2002) is that EI possess number of abilities, which includes one¶s own and other¶s emotions and able to understand the relationship between the emotions and its likely transitions as well as able to manage these emotions (Mayer & Salovey, 1997). Jordan, Ashkanasy and Hartel (2002) state the argument of Mayer and Solvey, 1997 which specified that EI is different term and construct co nstruct from other forms of intelligences and personality. Mayer and Solvey (1997) specified that EI is directly with the people specification and dealing with emotional content and emotions. In particular research authors stated that ³The most recent model of emotional intelligence (Mayer & Salovey, 1997) includes four components: perception, assimilation, understanding, and management. In the multidimensional model, perception provides a platform for assimilation, which, in turn, provides a foundation for understanding, and understanding then contributes to emotional management. Although each of the factors can be

considered independently, in combination they contribute to emotional intelligence´. Jordan et.al proposed that EI play as a moderate variable and makes a link between job insecurity and work  behavior. Study shows that negative behavior which affect the commitment can be cope by using EI to decrease the job related tension and ultimately the job insecurity. Carmeli (2003) found that EI has relationship with positive work attitude, altruistic altruistic behavior and work outcomes. And moderates the e ffect of work-family conflict on career commitment but not on the effect of job satisfaction. He discussed in managerial context and said t hat managerial skills should require in general. This study enhances t he literature of EI for developing positive work related attitude and the contextual and task performance. And examined the level to which severe component of managerial skill, skill, EI and augments positive work related behavior o f senior  manager employed. Another Anot her finding of this research was that highly EI senior managers tend to be more satisfied with their work. Another aspect which aut hor discussed in paper is work family conflict and EI. Results shows that people p eople on high EI can adjust ad just their family matters very effectively. .

3.Theoretical framework:

Emotional Intelligence

Independent variable

Psychological contract breach

Dependent variable

4.Methodology:

Taking the sample of 250 do ctors¶ from RMI and North West Hospital .Applying the regression and correlation to check the relationship and impact of EI on PC breach. Sampling technique will non probability because the respondents are not as much active. act ive. Primay source data: Questionnaire (EI Goleman, Goleman, 1995; Psyocho Psyochological logical contract breach breach of Sandra L. Robinson; Elizabeth Wolfe Morrison, 2000) Secondary source: Academy of management review Journal of vocational Behavior  Journal of European industrial Journal of Organizational Behavior  Journal of Managerial Psychology y y y y y y

http://www.direct.gov.uk/en/Employment/Employees/EmploymentContractsAndConditions/DG_10027521

5.Reference:

Abraham Carmeli, 2003. µThe relationship between e motional intelligence and work attitudes, behavior and outcomes. An examination among senior managers¶. Journal of Managerial Psychology Vol. 18 No. 8, 2003 and Rights Journal, 2: 121±139. Emotional Intelligence: Theory, Findings, and I mplications Fatima Ali Junaid SMA_2008_Proceedings-Page0140 http://www.direct.gov.uk/en/Employment/Employees/EmploymentContractsAndConditions/DG_10027521

Morrison, E.W & Robinson, S. L. 1997. When employees feel betrayed: A model of how psychological. Presented at Society So ciety for Industrial Organizational Organizational Psychology, Psycho logy, April, San Diego. Peter J. Jordan Neal M. Ashkanasy & Charmine E. J. Hartel, (2002) µEmotional Intelligence As A Moderator Of Emotional And Behavioral Reactions To Job Insecurity¶ - Academy of  Management Review 2002, Vol. 27, No. 3, 361-372. Psychological Contracts: A Review of Literature Psychological Inquiry 2004, Vol. 15, No. 3, 197-215 Richard D. Roberts, Moshe Zeidner, Gerald Matthews, 200 1. µDoes Emotional Intelligence Meet Traditional Standards for an Intelligence? Some New Data and Conclusions¶. Vol. 1, No. 3, 196±  231 Rousseau, D. M. (1995). Psychological Ps ychological Contracts in Organizations, Sage, Thousand Oaks, CA. Rousseau, D. M. (1997). µOrganizational Behavior In the New organizational Era¶. AnnuI AnnuI.Rev. Psychol. 1997.48:51I 1997.48:51I5±46.T 5±46.T IONAL Rousseau, D. M. (1998). `Why workers still identify with their organizations', organizations', Journal of  Organizational Behavior, 19, 217±233. Rousseau, D. M. 1989. Psychological and implied contracts in organizations. Employee Responsibilities and Rights Journal, 2: 121±139. Rousseau, D. M. and Tijoriwala, S. (1996). It Takes a Good Reason to Change a Psychological Contract.

Thomas Sy , Susanna Tram, Linda A. O¶Hara,19 May 2005 µRelation of employee and manager  emotional intelligence to job satisfaction satisfaction and performance¶. Journal of Vocational Behavior 68 (2006) 461±473 Upasana Aggarwal and Shivganesh Bhargava, Bharga va, (August 2008) µReviewing the relationship re lationship between human resource practices and psychological contract and their impact on employee attitude and behaviours A conceptua l model¶. Journal of European Industrial William h. Turnley1 and Daniel c. Feldman (2000). ³Re-examining the effects of psycho logical contract violations: unmet expectations and job d issatisfaction issatisfaction as mediators´ Journal Jo urnal of  Organizational Behavior J. Organiz. Behav. 21, 25±42 (2000)

Cross reference: Emotional Intelligence: Theory, Findings, and I mplications Fatima Ali Junaid SMA_2008_Proceedings-Page0140 McLean Parks, J., and D. Schmedemann: 1994, µWhen Promises become Contract s: implied implied contracts and handbook provisions on job security¶, Human Resource Management 33, 403-424

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Efficient market Hypothesis: A Case of KSE-100 Index

1. Introduction a.

Background (Definition-classification, overview-origin, current overview. Specific overview)

b. Significance (Case building) / Rationale/ broad problem area c.

Problem Statement /Research Questions / Hypotheses

d. Objective e. Scope / Delimitation f.

Limitations

g.

Organization of the study (Chapter1, Chapter2, chapter3..Chapter n)

2. Literature review a. Quotation () b. Citation (Important concept, papers, contri bution) c.

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3. Data & methodology a.

Data (type, sources, treatment/computation, questionnaire, questionnaire-source)

b. Questionnaire (Sources, modification) c.

Sampling (Sample size-how much, justify, Sampling Design, Justify)

d. Method (descriptive, correlation, regression, t test ANOVA, etc) 4. Analysis & Discussion a.

Descriptive statistics (Overview)

b. Method (Technical Analysis, Hypothesis select or reject) c.

Commentary / Discussion

5. Conclusion & Recommendation (Suggestions) a.

Conclude (discussion, justification)

b. Recommendations / suggestions (Policy makers, Follow up Researchers) 6. References (style, APA) a.

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7. Appendices (Tables, Charts, Graphs, Visual material, Questionnaire)