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The Effects of Emotional Intelligence and Cultural Orientations on Job Satisfaction

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The Effects of Emotional Intelligence and Cultural Orientations on Job Satisfaction Running head: CROSS CULTURAL RESEARCH ON EI AND JS 1 The Effects of Emotional Intelligence and Cultural Orientations on Job Satisfaction: A Comparison of Vietnamese and the U.S. Manufacturing Workers Linh M. Nguyen Wittenberg University Author Note Linh M. Nguyen, Business Department, Wittenberg University. The author gratefully acknowledges the guidance and support for this research project from Wendy C. Gradwohl, Eugene A. Pierce, Lauren S. Crane, Jeffrey B. Brookings, Clifford E. Brown, Chris Flood, Perry A. Payne, Brad Rechel, Tom Gilmore, Shelsa Mcentee-Smith, Walt Henderson, Khoi D. Vo, Quyet T. Nguyen, Mai T. Le. Correspondence concerning this research should be addressed Linh M. Nguyen, 639 Faculty Ct., Springfield, OH 45504. [email protected] CROSS CULTURAL DIFFERENCES ON EI AND JS 2 Table of Contents Abstract ........................................................................................................................................... 3 Introduction ..................................................................................................................................... 4 Job Satisfaction ........................................................................................................................... 4 Emotional Intelligence ................................................................................................................ 4 Individualism-Collectivism......................................................................................................... 7 Manufacturing Workers ............................................................................................................ 14 Method .......................................................................................................................................... 15 Participant Recruitment ............................................................................................................ 15 Measures ................................................................................................................................... 17 Results ........................................................................................................................................... 20 Descriptive Analyses ................................................................................................................ 20 Tests of Hypotheses .................................................................................................................. 20 Discussion ..................................................................................................................................... 27 Limitation .................................................................................................................................. 29 Future Research ........................................................................................................................ 31 Conclusion .................................................................................................................................... 32 References ..................................................................................................................................... 34 Appendix A ................................................................................................................................... 41 Appendix B ................................................................................................................................... 42 Appendix C ................................................................................................................................... 48 CROSS CULTURAL DIFFERENCES ON EI AND JS 3 Abstract This study focuses on emotional intelligence and cultural orientation, specifically individualism-collectivism, as antecedents of job satisfaction. While emotional intelligence and collectivism have been shown to be associated with job satisfaction (e.g., Carmeli, 2003; Van Rooy & Viswesvaran, 2004; Hui & Yee, 1999), there is a lack of research on these topics in Vietnam and among manufacturing workers. The current research hypothesizes that there are positive correlations between emotional intelligence, collectivism and job satisfaction. Furthermore, these relationships are expected to be found across cultures. To test these hypotheses, a cross-cultural study was conducted (N = 136 Vietnamese manufacturing workers, N = 39 U.S. manufacturing workers). Results supported the hypotheses that both collectivism and emotional intelligence are correlated with job satisfaction and collectivism and emotional intelligence are correlated with each other. Exploratory analyses suggest that emotional intelligence mediates the relationship between collectivism and job satisfaction. The results of the study emphasize the need to consider collectivistic orientation and emotional intelligence in hiring and training. CROSS CULTURAL DIFFERENCES ON EI AND JS 4 The Effects of Emotional Intelligence and Cultural Orientations on Job Satisfaction: A Comparison between Vietnamese and the U.S. Manufacturing Workers Introduction Job Satisfaction Job satisfaction (JS) is one of the best studied concepts in the field of Industrial- Organizational Psychology. It is defined as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences” (Lock, 1976). It has been proven to link to important job outcomes such as job performance (e.g., Judge, Thoresen, Bono, & Patton, 2001), turnover (e.g., Holtom, Mitchell, Lee, & Eberly, 2008) and employee attendance (e.g., Zeffane, Ibrahim, & Al Mehairi, 2008). There are multiple theories on factors that affect JS; among them are external and internal factors. The external factors are pay, promotion, supervisor, relationship with coworkers and the job itself (Bell, 1987). The internal factors include personality traits (e.g., Judge et al., 2001), such as agreeableness, extraversion, and conscientiousness, and positive/negative affectivity (Brief, 1998). More recent research has considered other individual differences such as emotional intelligence (EI) (e.g., Sy, Tram, & O'Hara, 2006) and individualism and collectivism (IC) (e.g., Judge et al., 2001), which are the foci of the current study. Specifically, the study examines how JS is influenced by EI and IC and what specific components of EI have the largest effects on JS within Vietnam and the U.S. samples. Emotional Intelligence Emotional intelligence is defined as a set of interrelated skills that allows people to process emotionally relevant information efficiently and accurately (Mayer, Caruso, & Salovey, CROSS CULTURAL DIFFERENCES ON EI AND JS 5 1999). Mayer and Salovey (1997) categorized EI into four branches: perceiving, using, understanding and managing emotions. Perception of emotions is the ability to recognize and decipher the emotions on faces, from voices or written statements. This also includes the ability to perceive one’s own emotions. Perception of emotions can be considered to be the most basic branch of EI because it is the prerequisite for other abilities (Mayer & Salovey, 1997). The second branch, utilization of emotions, is the ability to use emotions to facilitate other activities such as thinking and problem solving. Emotionally intelligent individuals can motivate themselves to persist in challenges and direct their moods to fit with what is needed for the current task. The third branch, understanding emotions, is the ability to tell the cause and meaning of perceived emotions. The final branch, managing emotions, is the ability to regulate both self and others’ emotions. For example, an emotionally intelligent individual can stay calm under pressure and create a fun work environment for the team (Salovey & Grewal, 2005). Expectedly, EI is linked to positive job outcomes such as job performance (e.g., Sy et al., 2006; Shooshtarian, Ameli, & Aminilari, 2013), organizational citizenship behavior (e.g., Hoffman, Blair, Meriac, & Wohr, 2007), leadership potential (e.g., Van Rooy & Viswesvaran, 2004) and job engagement (e.g., Carmeli, 2003; Lopes, Grewal, Kadis, Gall, & Salovey, in press). Emotional intelligence and job satisfaction. Studies support that emotionally intelligent individuals create more satisfying relationships with co-workers and supervisors (Van Rooy & Viswesvaran, 2004), both of which are facets of job satisfaction. For instance, Lopes et al. (in press) conducted a study in a small team at a Fortune 500 insurance company to test the correlation between EI and ratings by coworkers and supervisors. Employees with higher EI CROSS CULTURAL DIFFERENCES ON EI AND JS 6 were rated as easier to deal with and more responsible for creating a positive work environment. The supervisors also rated these employees to be more sociable, more interpersonally sensitive, more tolerant of stress and to have more leadership potential. In essence, emotionally intelligent individuals create great work environments, which should lead to higher job satisfaction for themselves, their coworkers, and supervisor. If the supervisors rate them highly in terms of their leadership potential, then high EI individuals are more likely to receive promotions and higher pay, both of which are also facets of JS. Research also shows that high EI individuals are better at managing and performing their jobs (e.g., Van Rooy & Viswesvaran, 2004, Carmeli, 2003). By definition, emotionally intelligent employees are better at handling their emotions to align
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