EMOTIONAL INTELLIGENCE ANALYSIS AT TRIDENT - I YR PROJECT

EXECUTIVE SUMMARY

ABSTRACT

Stress has always been a part of our lives, more

so now with the advent of the latest technology and the

competition among businesses to always be on the

forefront. As such expectancies soaring from even the

simplest of jobs are leading to higher stress levels not

only among adults but also among children. In view of

this fact, it has become extremely imperative to balance

the stress in our lives. Also, employers look more at a

person’s emotional level quotient than his intelligence

level. Therefore, the hotel industry was chosen and a

study was conducted on some of the employees to

better understand the emotional intelligence levels of

the employees working in a fast paced industry.

OBJECTIVE

To understand the role of emotional intelligence and

its effect on the Hospitality Industry.

Understand how emotions can influence thoughts,

behavior, goals, decision making and work/ personal

relationships.

Interpret an assessment of their current EI

competencies.

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Better understand the impact of emotions on

performance.

Identify their EI strengths and areas for

improvement.

SCOPE OF STUDY:

The study was conducted at the Trident Hotel,

Chennai to analyze the effect of emotional intelligence

in the hospitality industry. The study was also targeted

at collecting valuable insights about employee

behaviour and relationships in an organization.

RESEARCH METHODOLOGY

The research process consists of a series of actions

that are necessary to carry out the research efficiently

and effectively. The actions that are sequenced in a

detailed manner are in four phases, namely

Defining the Research Problem

Methods of Data Collection

Analysis and Interpretation

Reporting the Results.

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LIMITATIONS

Though the research was conducted

in a planned and systematic manner, there were a few

hurdles that could not be overcome. These constituted

as the limitations of the research. Care was taken that

the below mentioned limitations did not have much

effect on the results of the research.

Time constraint

Limited coverage

Data availability constraint

FINDINGS AND SUGGESTIONS

It was found that the employees of TRIDENT

HOTEL, Chennai are emotionally secure and are

capable of channelizing their emotions

effectively to perform their work to the best of

their abilities.

On the other hand, valuable insights were

obtained as to how people in a fast paced

industry are able to effectively channelize their

emotions, thereby changing even adverse

situations into favourable ones, thus keeping

control of the situations at all times.

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AN OVERVIEW OF THE CURRENT

HOSPITALITY INDUSTRY & ITS

OPERATIONS

From time immemorial, Hotels have always been

classified in people’s memories as places where one’s

basic needs are catered to, in return for money. The

importance of this as an industry further increased with

the advent of steam engines and later aeroplanes.

However, there has been a conscientious effort on the

part of the hotel industry to change this outlook over

the past 2 decades. The results of this are the hotels

that we see today. Hotels today not only cater to the

basic needs of the guest like food and shelter but

provide much more than that, like personalized services

for both personal as well as business aspects such as

boardrooms, conference halls, Laundry services, spa

therapy, business center, fitness centers etc. In spite of

the continuous emergence of various forms of hotels

and other challenges such as economy, recessions and

epidemic illnesses, the industry continues to perform

its primary role that of serving people.

HOTEL OPERATIONS:

An accommodation hotel of any size today,

requires the assistance of certain basic functions or

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departments for the smooth and efficient running of the

hotel. Some of the basic functions are listed below

Front office department:

It acts as the public face of the

hotel, primarily by greeting hotel patrons and checking

in guests. It also provides assistance to guests during

their stay, right from the registration and reservation of

guests to their accommodation, food and beverage and

receiving of payments. As all the transactions passes

through this department, it is known as the nerve centre

of the hotel and is typically composed of ;

The Reception

The Reservation

Concierge

PBX (Phone Service System)

Telephone - Technology Department.

Food and Beverage Department:

This takes of all the food and

beverage orders in the hotel. This includes keeping

stock of inventories, taking care of festivals etc , while

basically generating a good reputation as well as

service and sales for the hotel. It consists of;

The Restaurants

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The Banquests

The Bars

In Room Dining etc.

The Kitchen:

This is the heart of the hotel, performing an endless

round the clock duty to complete all the demands of the

hotel and keep the guests satisfied. Every standard

hotel today has a vast kitchen with various skilled

chefs to take care of the variegated tastes of their

guests, right from Continental , Chinese, Indian, Italian

to any dish the guest asks for undertaken with

satisfaction guaranteed.

The Housekeeping Department:

This is perhaps the largest department of the entire

hotel as it takes care of the entire responsibility of

maintain the standards of the hotel according to the

guests perceived image. The entire task force is

dedicated to the upkeeping of the hygiene and the

beautiful image of the hotel in front of the guests.

Their duties vary from cleaning the guest rooms,

hygiene maintenance, laundry services of guests and of

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all the linen used in the restaurants, uniforms apart

from room services to guests etc.

Apart from these prominent functions are certain

other back- office functions such as

The Engineering Dept- takes care of the entire

maintenance of electricity, air conditioning and other

things necessary for the smooth functioning of the

hotel.

The Sales Department- takes care of all the PR

activities as well as tries to get accounts from potential

customers from their PR activities as well as try to

transfer accounts of customers from rival hotels.

The HR and Training Department- this

department takes of all the employee welfare activities

apart from the employee remuneration, performance

appraisals, compliance with legal laws of the industry

and government as well as training both the hotel

employees as well as the Industrial trainees and

judging them and maintaining records

The Spa, Fitness and Business Centres and

The Gardens: all these departments have been

mostly included in the last era, to provide more

personalized services for guests at affordable prices as

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well as to gain guest loyalties by providing to them “ A

Home away from Home” experience. While the gardens

have always been a part and parcel of the hotel

activities, they have gained more importance with

guests realizing the need to de-stress by looking at

plants.

According to the services, size, locality, facilities

provided and the clientele catered to hotels are

classified into;

Market segment- Economy / limited services

hotel, Mid market hotel ,All suite hotels, Time-share

hotels ,Condotel / Condiminium, Executive hotels ,

Luxury / Deluxe hotels .against future needs.

Property type- Traditional hotel, Motels, Bread

and breakfast inns ,Commercial hotel ,Chain

hotel ,Casino hotel, Boutique hotels, Resorts Spa’s,

Conference resorts.

Size- Small hotels [150 rooms] ,Medium hotels [up

to 299rooms] ,Large hotels [up to 600rooms] .

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Other Classifications are based on- Level of

services ,Owner ship and application ,Plans ,Type of

patronage ,Length of guest stay ,Location etc …

The classes of hotels are awarded based on all the

above mentioned factors.

Growth Of The Hotel Industry:

Over the last decade and half,

the mad rush to India for business opportunities has

intensified and elevated room rates and occupancy

levels in India. The successful growth story of 'Hotel

Industry in India' seconds only to China in Asia

Pacific. The Hotel Industry is inextricably linked to the

tourism industry and the growth in the Indian tourism

industry has fueled the growth of Indian hotel industry.

The thriving economy and increased business

opportunities in India have acted as a boon for Indian

hotel industry. The arrival of low cost airlines and the

associated price wars have given domestic tourists a

host of options. The 'Incredible India' destination

campaign and the recently launched 'Atithi Devo

Bhavah' (ADB) campaign have also helped in the

growth of domestic and international tourism and

consequently the hotel industry.

Consequently Revenues of Hotel and

Restaurant (H&R) industry in India during the financial

year 2006-07 was INR604.32 billion , a growth of

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21.27% over the previous year, primarily driven by

foreign tourist arrivals ,which increased by 14.17%.

Currently there are some 1,980 hotels approved and

classified by the Ministry of Tourism, Government of

India, with a total capacity of about 110,000 hotel

rooms.

The hospitality industry, is poised to grow

at a faster rate and reach INR826.76 billion by 2010. It

is estimated that over the next two years 70,000-80,000

rooms will be added across different categories

throughout the country.

Potential of the Hotel Industry:

The hotel industry in India is going through an

interesting phase. The industry has a capacity of

110,000 rooms. According to the tourism ministry, 4.4

million tourists visited India last year and at the

current rate, the demand will soar to 10 million by

2010 – to accommodate 350 million domestic travelers.

The hotels of India have a shortage of 150,000 rooms

fueling hotel room rates across India. With tremendous

pull of opportunity, India has become a destination for

hotel chains looking for growth.

It is estimated that the hospitality sector is

likely to see US$ 11.41 billion rise in the next two

years, with around 40 international hotel brands

making their presence known in the country by 2011.

Simultaneously, international hotel asset management

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companies are also likely to enter India. Already, US-

based HVS International has firmed up plans to enter

India, and industry players believe others like Ashford

Hospitality Trust and IFA Hotels & Resorts among

others are likely to follow suit.

As such, India has the potential to become the

number one tourist destination in the world with the

demand growing at 10.1 per cent per annum, the World

Travel and Tourism Council (WTTC) has predicted.

The WTO (World Travel Organisation) predicts that

India will receive 25 million tourists by year 2015

What the future holds :

Despite the global recession, inflation, terrorism and

other factors, the overall outlook for the Indian

hospitality market is optimistic and will remain so says

HVS 

India remains the second fastest growing economy in

the world and the economic growth of the country is at

7.1% of the GDP as declared by Mr. Pranab Mukherjee,

Finance Minister, India.

The Tourism Ministry, Government of India, has set

a target of 10 million tourists to India by 2010

The WTO (World Travel Organisation) predicts that

India will receive 25 million  tourists by year 2015

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The current projected investments as projected by

the tourism industry for the following years are given

below;

Projected investments years 2009-015

Rooms being built across hotel categories: 114,000,

source HVS

Investment in rupees: INR 40,463.10

Challenges of the hotel Industry:

The current recession has forced companies to go in

for electronic channels and cut down on travel, thus

affecting the hotel industry.

Also, the attacks on foreigners in Goa and on 26/11

have made foreigners apprehensive of coming to India,

and this has affected both the tourism as well as the

hotel industry.

Apart from these, some of the other problems that

today’s hotels have to contend with are the potential

competition from other hotels , the power crisis’s and

managing the hotel air conditioning in a proper fashion

to prevent any harm or loss of life.

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HISTORY:

Mr. Mohan Singh Oberoi was born in

Bhaun on Aug 15, 1898. His father Sardar Akhtar Singh

who had gone to Peshawar ,in search of a job , fell prey

to an influenza epidemic and died before saying

goodbye to his 18yr old wife and 6 month old son.

His widow Bhagwanti refused to reconcile herself to a

second-class status and left for her father’s house. The

young boy Mohan was schooled in Bhaun, until the age

of 14 after which he left for Rawalpindi to continue his

higher studies at the Dayanand Anglo Vedic School run

by the followers of the 19 t h century reformer Sri.

Dayanand Saraswati. It was here that he saw his first

Englishman and his first hotel “FLASHMAN’S” . It

became his wildest fantasy to own the hotel. While

finishing his collegiate education at Lahore, run by the

same DAV missionaries , he chanced to meet his

father’s side of the family, who were by now wealthy &

influential. By moving in with his uncle, Sardar Sunder

Singh, he got exposed to the world of

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Production and business and soon found that he had an

eye for design and detail at his uncle’s shoe shop.

Hence, he quit his collegiate education and

turned to completely earning and interacting with

customers. Unfortunately, the Jallianwalla Bagh

Massacre forced his uncle’s business to close down.

Despondent, Mohan Singh returned to Bhaun ,

where he was married to Ishran Devi. Soon after the

marriage, Mohan Singh and his family shifted to

Muree(now in Pakistan), to avoid the plague and save

the life of their first born child. As the odd jobs were

not enough to support his family, Mohan Singh moved

to Shimla, where he laid eyes on his first hotel, Cecil.

He looked at the clientele of the hotel and decided to

get a job there. Despite the “NO VACANCY” sign,

Mohan Singh met the manager, Mr. Grove on his way

to his afternoon siesta and impressed him with his

speech and succeded in getting a small clerk job at the

hotel at Rs. 50 per month. Through his hard work,

determination and pleasant attitude he soon rose

through the ranks & was made the guest clerk. It was

during this time that, he learned the art of

Housekeeping from his new boss, Earnest Clarke. He

also, left the hotel with Clarke to run the Delhi Club,

where he was made a partner on March 17,1930. On

August 14 t h , 1934, he bought the shares of his partner

Clarke and became the exclusive owner of his business.

That was just the BEGINNING…..

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Four Years later, he acquired the lease rights of

the Grand Hotel, in Calcutta, which he converted into a

highly profitable venture. By obtaining a controlling

interest of shares in the Associated Hotels Of

India( AHI) he met several important leaders of free

India, who were also his first guests. This was soon

followed by opening The Oberoi Intercontinental in

New Delhi in 1965, in agreement with an international

group. The I-Con, as it was popularly called became

the finest brand of luxury hotel in India.

This was enhanced by the opening of the 35

storey Oberoi Sheraton in Bombay, in 1973, which

helped consolidated the Oberoi Group in India,

bringing both domestic as well as Foreign travelers to a

record occupancy of 85%. He soon followed it up by

introducing his second brand of hotels, the “Trident.”

These hotels combined state of the art facility & warm

and friendly service in a relaxed environment, making

it the ideal choice for businessmen and leisure

travelers. The first hotel which was opened under this

name was , The TRIDENT Chennai , in 1987.

The TRIDENT Chennai which was opened in

1987, has167 rooms and boasts of not only state of the

art facilities, but also of providing excellent step

trainees as staff to the organization. Presently, there

are eight TRIDENT hotels in India located in Mumbai,

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Gurgaon, Chennai, Bhubaneshwar, Cochin, Agra, Jaipur

and Udaipur. The Oberoi Group also operates Trident

hotels in the Saudi Arabian Cities of Jeddah and

Khamis Mashayt.

The last decade has witnessed the debut of new

luxury Oberoi leisure hotels in India and abroad. In

India, these hotels include The Oberoi Rajvilas,

Jaipur; The Oberoi Amarvilas, Agra; Wildflower Hall,

Shimla in the Himalayas; The Oberoi Vanyavilas,

Ranthambore; The Oberoi Cecil, Shimla and the The

Oberoi Udaivilas, Udaipur. Overseas, these hotels

include The Oberoi Lombok in Indonesia, The Oberoi,

Mauritius and The Oberoi, Sahl Hasheesh in Egypt.

Apart, from these hotels, the Oberoi Group also

manages cruise liners in 5 countries around the world.

Today, The Oberoi Group, founded in

1934, owns & manages 31 hotels, and cruise liners in 5

countries under the ‘OBEROI HOTELS & RESORTS’

and ‘TRIDENT ‘brands.

The Group is also engaged in ‘FLIGHT

CATERING, AIRPORT RESTAURANTS, TRAVEL

AND TOUR SERVICES, CAR RENTALS, PROJECT

MANAGEMENT AND CORPORATE AIR

CHARTERS.’

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The Oberoi Group also established The Oberoi

Centre of Learning and Development in New Delhi in

1966.This, institute which was founded to give quality

training in hospitality management is now regarded as

one of the best institutes in Asia, with approximately

100 graduating each year. Over the years, OCLD has

established two programs, the STEP for students

graduating out of high school and the second for final

year college students who aim to pursue a course in

management. The STEP, which is done in collobration

with Indira Gandhi National Open University (IGNOU),

consists of selecting final year high school students for

pursuing a course in hotel management along with

practical on the job exposure for 3 years along with a

correspondence degree in Tourism from IGNOU. This

program which is the vision of the chairman, Mr.

P.R.S. Oberoi, has not only succeeded in giving loyal

& quality staffs to the organization but has also

succeeded in reducing the attrition rate to a great

extent.

The second program of OCLD, is OCER,

wherein graduate students are selected from around the

country through interviews and are posted at various

Oberoi properties in the country and are trained to

become future managers, through on the job training.

Both these programs have become very popular

over the years and the numbers of persons attending

interviews for each program are increasing every year.

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The Trident Chennai, located at 1/24, GST

Road, Chennai is 3 kms away from the International

Airport and is built on 5.85 acres. Started in 1987, it

boasts of 167 rooms with extra features as spa, fitness

centre and personalized service in addition to the

luxurious surroundings and facilities provided to the

guests. Over the years, it has renovated to provide

additional services such as Business Centres, Club

Rooms for flight crew, The Executive floor and the

recently introduced Trident Executive Lounge and

reception, which are available only for executives.

It also boasts of the Alaap and Chettinaad Halls

for conferences and press meets apart from several

boardrooms for quick conferences.

It also has added several safety features such as

fire detectors and sprinklers apart from having fire

extinguishers at every part of the hotel along with

complete map of fire exits for every floor provided in

ever room of the hotel. In light of the recent terror

attacks in Mumbai and Swine flu epidemic, it also

provides extra safety measures during check ins

through passport verification and complete check up

before check in.

Thus, the Trident Chennai is one of the finest

brands of hotels in the country with several awards and

loyal clientele as a testimony to its name.

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NEED FOR THE STUDY:

In today’s rapidly changing work

environment, it is very important that one not only gets

a job, but also knows how to retain it. It has been

proved time and again that persons with higher

emotional quotients have always topped in their careers

while persons scoring low, are more likely to be

replaced. This is more so important in the Hotel

industry where the constant pressure to maintain the

standards of the hotel as well as cater to the guests

needs, often leads to high tempers flying between the

staff. This often leads to poor work performance, bad

working environment and higher attrition levels. Going

by this trend, the need for this study is to emphasize

the importance of handling stress the right way & to

analyze how much emotions contribute to a person’s

reactions in a situation & ways of controlling the

various emotions to bring out the best in the

employees.

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OBJECTIVES

To understand the role of emotional intelligence and

its effect on the Hospitality Industry.

Understand how emotions can influence thoughts,

behavior, goals, decision making and work/ personal

relationships.

Interpret an assessment of their current EI

competencies.

Better understand the impact of emotions on

performance.

Identify their EI strengths and areas for

improvement.

20

METHODOLOGY

The research process consists of series of

actions that are necessary for effectively carrying out

the research process. The steps and their detailed

sequencing are given below in four phases namely;

Defining the Research Problem:

This research is an attempt to throw light

on the impact of emotions on a person’s behaviour and

reactions during various situations. This will provide

an insight as to how people control their emotions &

channelize them to obtain their goals.

Rationale of the Study:

This study was an attempt conducted on the employees

of the Trident Hotel Chennai, to understand the

emotional control of the employees while facing

various situations in a fast paced industry.

Hypothesis

Null Hypothesis:

The employees of Trident Chennai are

emotionally strong and are capable of handling difficult

situations well.

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Alternate Hypothesis:

The employees of Trident Chennai are not

emotionally strong and need to be strongly counseled

to control their emotions in various situations.

Sampling Techniques

Since the research is of a descriptive

nature, the following techniques have been used for

analyzing the data collected:

Percentage Method

One way ANOVA.

Likert Scale (In questionnaire.

Sampling Design

Defining the Universe : In this research, the

universe is taken as finite. The entire employee count

of the Trident Hotel Chennai has been considered as

universe here.

Defining the Sampling Unit : The employees of the

Trident Hotel, Chennai are considered as the sampling

unit.

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Arriving at a sample size : A sample size of 100

has been taken for conducting the study.

Techniques for Sampling : Simple Random

Sampling has been used to get all the information of

the questionnaire.

Methods of Data Collection

The methods of Data collection include both

primary and secondary data collection.

Primary Data: The information collected through

this includes;

Direct interaction with the employees of the Trident

hotel. The data was collected by means of a

questionnaire, which respondents were personally

asked to fill in the prescence of the administrating the

questionnaire. A sample size of 100 was taken for the

conduction of the study.

Secondary Data: The information collected for the

study by means of secondary data includes;

Information from Websites.

Hotel Documents.

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Analysis and Interpretation:

The analysis on the emotional

capability of the respondents was done based on the

details and information retrieved from the survey

conducted.

Reporting the Results :

The results from the study conducted

were presented in the form of Findings and

Suggestions.

Limitations:

Though the Research was done in a

planned and systematic manner, there were however

certain hurdles which could not be overcome. These

hurdles posed as the limitations of the research. Care

was taken that the below mentioned limitations did not

have too much effect on the results of the research.

Time Constraint :

The analysis of the study was conducted by

means of a questionnaire circulated to respondents in

the hotel. The shift pattern of the various employees

coupled with the season being the off- season for

various employees, the time frame constituted a serious

hindrance to the number of respondents covered in the

study. Also, the findings are currently being

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transformed into documents and the same has to be

corroborated upon by the hotel authorities. Since this

involves a time frame which will require more time, the

time constraint constitutes a limitation for the project.

Limited Coverage :

The study was conducted at a time when

the employee count was low due to;

Recession

Off-season of the employees.

These reasons were major factors because

of which the coverage of the study was limited to the

100- 150 respondents available in the hotel. The

summer season being a free season for kids, many

employees took it as their off- season to spend a few

days of quality time with their families. This further

lead to a limited coverage with many employees

leaving to visit their loved ones and spend time with

them.

Also, the shifts and working hours of the

employees posed as another major factor in the

coverage for the study.

All the above cited reasons posed as a

major time constraint because of which the sample size

could not be extended. Thus the respondents covered

were limited which restricted the scope of performing

analysis.

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Data Availability Constraint:

The respondents were often reluctant to

furnish personal details about themselves in the

questionnaires. Moreover, certain respondents were not

interested in doing the questionnaire.

These greatly decreased the data available for

analysis. Furthermore, questionnaires circulated to

certain respondents were never returned back as well as

many of the questionnaires returned back were

incomplete. Additionally, many of the data furnished

among some questionnaires were untrue and hence had

to be rejected by the administration.

All the above restricted the total data

available for analysis. However, this was tried to

overcome by conducting analysis based on their age

and occupation levels.

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REVIEW OF LITERATURE:

A Theoretical Approach to the Study:

Ever since the publication of Daniel Goleman’s

first book on the topic in 1995, emotional intelligence

has become one of the hottest buzzwords in corporate

America. For instance, when the Harvard Business

Review published an article on the topic two years ago,

it attracted a higher percentage of readers than any

other article published in that periodical in the last 40

years . Johnson & Johnson read that article; he was so

impressed that he had copies sent out to the 400 top

executives in the company worldwide.

Given that emotional intelligence is so popular in

corporate America, and given that the concept is a

psychological one, it is important for I/O psychologists

to understand what it really means and to be aware of

the research and theory on which it is based. So in my

presentation today, I’d like to briefly lay out the

history of the concept as an area of research and

describe how it has come to be defined and measured. I

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also will refer to some of the research linking

emotional intelligence with important work-related

outcomes such as individual performance and

organizational productivity.

In a 1994 report on the current state of emotional

literacy in the U.S., author Daniel Goleman stated:

".. .in navigating our lives, it is our fears and envies,

our rages and depressions, our worries and anxieties

that steer us day to day. Even the most academically

brilliant among us are vulnerable to being undone by

unruly emotions. The price we pay for emotional

literacy is in failed marriages and troubled families, in

stunted social and work lives, in deteriorating physical

health and mental anguish and, as a society, in

tragedies such as killings..."

Goleman attests that the best remedy for battling our

emotional shortcomings is preventive medicine. In

other words, we need to place as much importance on

teaching our children the essential skills of Emotional

Intelligence as we do on more traditional measures like

IQ and GPA.

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The term encompasses the following five

characteristics and abilities:

1. Self-Awareness-- Knowing your emotions,

recognizing feelings as they occur, and discriminating

between them

2. Mood Management-- Handling feelings so they're

relevant to the current situation and you react

appropriately

3. Self-Motivation-- "Gathering up" your feelings and

directing yourself towards a goal, despite self-doubt,

inertia, and impulsiveness

4. Empathy-- Recognizing feelings in others and

tuning into their verbal and nonverbal cues

5. Managing Relationships -- Handling interpersonal

interaction, conflict resolution, and negotiations

Research in brain-based learning suggests that

emotional health is fundamental to effective learning.

According to a report from the National Center for

Clinical Infant Programs, the most critical element for

a student's success in school is an understanding of

how to learn. (Emotional Intelligence , p. 193.) The key

ingredients for this understanding are:

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Confidence

Curiosity

Intentionality

Self-control

Relatedness

Capacity to communicate

Ability to cooperate

These traits are all aspects of Emotional Intelligence.

Basically, a student who learns to learn is much more

apt to succeed. Emotional Intelligence has proven a

better predictor of future success than traditional

methods like the GPA, IQ, and standardized test scores.

Hence, the great interest in Emotional Intelligence on

the part of corporations, universities, and schools

nationwide. The idea of Emotional Intelligence has

inspired research and curriculum development

throughout these facilities. Researchers have concluded

that people who manage their own feelings well and

deal effectively with others are more likely to live

content lives. Plus, happy people are more apt to retain

information and do so more effectively than

dissatisfied people. Building one's Emotional

Intelligence has a lifelong impact. Many parents and

educators, alarmed by increasing levels of conflict in

young schoolchildren--from low self-esteem to early

drug and alcohol use to depression, are rushing to teach

students the skills necessary for Emotional

Intelligence. And in corporations, the inclusion of

Emotional Intelligence in training programs has helped

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employees cooperate better and motivate more, thereby

increasing productivity and profits.

"Emotional Intelligence is a master aptitude, a

capacity that profoundly affects all other abilities,

either facilitating or interfering with them."--Daniel

Goleman.

Martin Seligman has developed a construct that

he calls "learned optimism”. It refers to the causal

attributions people make when confronted with failure

or setbacks. Optimists tend to make specific,

temporary, external causal attributions while pessimists

make global, permanent, internal attributions. In

research at Met Life, Seligman and his colleagues

found that new salesmen who were optimists sold 37

percent more insurance in their first two years than did

pessimists. When the company hired a special group of

individuals who scored high on optimism but failed the

normal screening, they outsold the pessimists by 21

percent in their first year and 57 percent in the second.

They even outsold the average agent by 27 percent.

In another study of learned optimism, Seligman

tested 500 members of the freshman class at the

University of Pennsylvania. He found that their scores

on a test of optimism were a better predictor of actual

grades during the freshman year than SAT scores or

high school grades.

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The ability to manage feelings and handle stress

is another aspect of emotional intelligence that has

been found to be important for success. A study of

store managers in a retail chain found that the ability to

handle stress predicted net profits, sales per square

foot, sales per employee, and per dollar of inventory

investment.

Emotional intelligence has as much to do with

knowing when and how to express emotion as with

controlling it. For instance, consider an experiment that

was done at Yale University by Sigdal Barsade . He

had a group of volunteers play the role of managers

who come together in a group to allocate bonuses to

their subordinates. A trained actor was planted among

them. The actor always spoke first. In some groups the

actor projected cheerful enthusiasm, in others relaxed

warmth, in others depressed sluggishness, and in still

others hostile irritability. The results indicated that the

actor was able to infect the group with his emotion, and

good feelings led to improved cooperation, fairness,

and overall group performance. In fact, objective

measures indicated that the cheerful groups were better

able to distribute the money fairly and in a way that

helped the organization. Similar findings come from

the field. Bachman found that the most effective

leaders in the US Navy were warmer, more outgoing,

emotionally expressive, dramatic, and sociable.

Another well known example : Empathy is a

particularly important aspect of emotional intelligence,

and researchers have known for years that it

32

contributes to occupational success. Rosenthal and his

colleagues at Harvard discovered over two decades ago

that people who were best at identifying others’

emotions were more successful in their work as well as

in their social lives. More recently, a survey of retail

sales buyers found that apparel sales reps were valued

primarily for their empathy. The buyers reported that

they wanted reps who could listen well and really

understand what they wanted and what their concerns

were.

Thus far all results have been describing

research suggesting that "emotional intelligence" is

important for success in work and in life. However,

this notion actually is somewhat simplistic and

misleading. Both Goleman and Mayer, Salovey, &

Caruso have argued that by itself emotional

intelligence probably is not a strong predictor of job

performance. Rather, it provides the bedrock for

competencies that are. Goleman has tried to represent

this idea by making a distinction between emotional

intelligence and emotional competence. Emotional

competence refers to the personal and social skills that

lead to superior performance in the world of work.

"The emotional competencies are linked to and based

on emotional intelligence. A certain level of emotional

intelligence is necessary to learn the emotional

competencies." For instance, the ability to recognize

accurately what another person is feeling enables one

to develop a specific competency such as Influence.

33

Similarly, people who are better able to

regulate their emotions will find it easier to develop a

competency such as Initiative or Achievement drive.

Ultimately it is these social and emotional

competencies that we need to identify and measure if

we want to be able to predict performance.

Assuming that emotional intelligence is

important, the question of assessment and measurement

becomes particularly pressing. What does the research

suggest about the measurement of emotional

intelligence and competence? In a paper published in

1998, Davies, Stankov, & Roberts concluded that there

was nothing empirically new in the idea of emotional

intelligence. This conclusion was based solely on a

review of existing measures purporting to measure

emotional intelligence at the point in time when they

wrote that paper. However, most of those measures

were new, and there was not yet much known about

their psychometric properties. Research now is

emerging that suggests emotional intelligence, and

particularly the new measures that have been developed

to assess it, is in fact a distinct entity. However, there

still is not much research on the predictive validity of

such measures, and this is a serious lack. Let me

briefly summarize what we really know about the most

popular ones.

34

The oldest instrument is Bar-On’s EQ-I , which

has been around for over a decade. This self-report

instrument originally evolved not out of an

occupational context but rather a clinical one. It was

designed to assess those personal qualities that enabled

some people to possess better "emotional well-being"

than others. The EQ-I has been used to assess

thousands of individuals, and we know quite a bit about

its reliability and its convergent and discriminant

validity . Less is known about its predictive validity in

work situations. However, in one study the EQ-I was

predictive of success for U.S. Air Force recruiters. In

fact, by using the test to select recruiters, the Air Force

saved nearly 3 million dollars annually . Also, there

were no significant differences based on ethnic or

racial group.

A second instrument is the Multifactor

Emotional Intelligence Scale. The MEIS is a test of

ability rather than a self-report measure. The test-taker

performs a series of tasks that are designed to assess

the person’s ability to perceive, identify, understand,

and work with emotion. There is some evidence of

construct validity, convergent validity, and

discriminant validity, but none for predictive validity.

A third instrument is the Emotional Competence

Inventory. The ECI is a 360 degree instrument. People

who know the individual rate him or her on 20

competencies that Goleman’s research suggests are

linked to emotional intelligence. Although the ECI is in

its early stages of development, about 40 percent of the

items come from an older instrument, the Self-

Assessment Questionnaire, that was developed by

35

Boyatzis . These earlier items had been "validated

against performance in hundreds of competency studies

of managers, executives, and leaders in North

America," Italy, and Brazil. However, there currently is

no research supporting the predictive validity of the

ECI.

Another measure that has been promoted

commercially is the EQ Map. Although there is some

evidence for convergent and divergent validity, the

data have been reported in a rather ambiguous fashion.

One other measure deserves mention, even though it is

less well-known than the others. Schutte, Malouff,

Hall, Haggerty, Cooper, Golden, & Dornheim have

developed a 33-item self-report measure based on

Salovey and Mayer’s (1990) early work. There is

evidence for convergent and divergent validity.

Emotional intelligence scores on this measure were

positively associated with first-year college grades and

supervisor ratings of student counselors working at

various mental health agencies. Also, scores were

higher for therapists than for therapy clients or

prisoners.

Finally, it might be helpful to keep in mind

that emotional intelligence comprises a large set of

abilities that have been studied by psychologists for

many years. Thus, another way to measure emotional

intelligence or competence is through tests of specific

abilities. Some of these tests seem rather strong. To

name just one example, there is Seligman’s SASQ,

36

which was designed to measure learned optimism and

which has been impressive in its ability to identify high

performing students, salespeople, and athletes, to name

just a few (Schulman, 1995).

Some researchers have raised concerns with the extent

to which self-report EI measures correlate with

established personality dimensions such as those within

the Big Five (Gignac, 2005; Malouff, Thorsteinsson, &

Schutte, 2005). Generally, self-report EI measures and

personality m because they both purport to measure

traits, and because they are both measured in the self-

report form (Zeidner, Matthews, & Roberts, 2002).

Specifically, there appear to be two dimensions of the

Big Five that stand out as most related to self-report EI

– neuroticism and extraversion . In particular,

neuroticism has been said to relate to negative

emotionality and anxiety (Costa & McCrae, 1992).

Intuitively, individuals scoring high on neuroticism are

likely to score low on self-report EI measures (Zeidner,

Matthews, & Roberts, 2002). While many studies have

looked at the relationship between neuroticism and

self-report EI measures, few have examined that

37

relationship with the TMMS (Trait Meta Mood Scale)

and SEI (Schutte EI Scale) specifically (Gignac,

Palmer, Manocha, & Stough, in press). A study by

Davies, Stankov, and Roberts (1998) reported a strong

negative correlation between total TMMS scores and

neuroticism scores (r = -.40). Another study by Warrick

and Nettlebeck (2004) reported a moderate negative

correlation between neuroticism and the

TMMS total score (-.27), although there was a notable

limitation in their sample size (n = 84). As for the SEI ,

an initial study by Schutte et al. (1998) reported a

moderate negative correlation between neuroticism and

total SEI scores (r = -.28), although the sample size

was also notably small (n = 23). In a larger study (n =

354) by Saklofske (2003), the SEI optimism subscale

was reported to have a strong negative relationship

with neuroticism (r = -.52). Collectively, there does

appear to be evidence of an overlap between

neuroticism and self-report EI measures such as the

TMMS and SEI. However, it is unclear in the literature

exactly what level of correlation between personality

and self-report EI is so high as to suggest that it self-

report EI is redundant.

The interpretations of moderate-to-high

correlations between self-report EI an personality have

been varied and inconsistent. Some researchers have

asserted that correlations in the .40 range constitute

38

outright construct redundancy (eg, Davies, Stankov &

Roberts, 1998), while others have suggested that self-

report EI is a personality trait in itself (eg, Petrides &

Furnham, 2001). Gignac (2005) asserted that it would

be difficult for any self-report individual difference

measure to demonstrate exceptional incremental

validity above and beyond the Big Five, and

recommended that factor analytic methodology be used

to test for construct redundancy (as opposed to zero-

order correlations). Before conclusive and convincing

arguments can be asserted as to whether self-report EI

is redundant or related to personality, it would be

useful to statistically extricate the effects of

neuroticism from the relationship between the TMMS

and SEI, and determine whether the EI subscales still

form a general factor (EI g) after the extrication . While

the overlap between EI and personality is a large

concern, there are other factors that bring the

psychometric properties of self-report EI inventories

into question.

Self-report EI measures, much like

personality measures, are comprised of highly face-

valid items. This may make understanding what test

items are ‘really asking’ routinely easy, and could

expose the inventories to a phenomenon known as

39

“faking good.” More formally termed socially desirable

responding (SDR), “faking good” is defined as a

response pattern where test-takers systematically

represent themselves with an excessive positive bias

(Paulhus, 2002). This bias has long been known to

contaminate responses on personality inventories

(Holtgraves, 2004; McFarland & Ryan, 2000; Peebles

& Moore, 1998; Nichols & Greene, 1997; Zerbe &

Paulhus, 1987), and act as a mediator of the

relationships between self-report measures (Nichols &

Greene, 1997; Ganster et al., 1983).

It has been suggested that responding in a

desirable way is a response set, which is a situational

and temporary response pattern (Pauls & Crost, 2004;

Paulhus, 1991). This is contrasted with a response

style, which is a more long- term trait-like quality.

Considering the contexts certain self-report EI

inventories are used in (eg, employment settings), the

problems of response sets in high-stakes scenarios

become clear (Paulhus & Reid, 2001). Highlighting the

extent to which response biases are considered a

confound to accurate personality measurement, some

researchers even believe it is necessary to warn test-

takers not to fake good before taking a personality test

(e.g., McFarland, 2003). In summary, given the

inherent similarities between personality testing and

self-report EI testing (both are self-report, both

measure traits, and both are said to converge

moderately-to-highly), it may be reasonable to assert

that socially desirable responding has the capacity to

40

contaminate responses on self-report EI measures.

Specifically, should self-report EI measures be largely

contaminated by SDR, their construct validity may be

compromised (Cronbach & Meehl, 1996)

A significant criticism is that emotional

intelligence has no "benchmark" to set itself against.

While IQ tests are designed to correlate as closely as

possible with school grades, emotional intelligence

seems to have no similar objective quantity it can be

based on.

The criticism of the works of Mayer and

Salovey include a study by Roberts et.al. (2001) . That

research warns that EQ may actually be measuring

conformity. However, Mayer et.al. (2001) , provide

further theoretical basis for their theories.

Nevertheless, many psychological researchers do not

accept emotional intelligence to be a part of "standard"

intelligence (like IQ).

Goleman's work is also criticized in the psychological

community. Eysenck ((2000) ), for example comments

41

that Goleman "exemplifies more clearly than most the

fundamental absurdity of the tendency to class almost

any type of behaviour as an 'intelligence'. . . .If these

five 'abilities' define 'emotional intelligence', we would

expect some evidence that they are highly correlated;

Goleman admits that they might be quite uncorrelated,

and in any case if we cannot measure them, how do we

know they are related? So the whole theory is built on

quicksand; there is no sound scientific basis."

PROFILE INTERPRETATION

Age of Respondents

Table 1 indicates the respondent’s age profile.

Age (in years) No. of people Percentage

20-30 17 34

30-40 12 24

40-50 10 20

Greater than 50 11 22

42

Total 50 100

Inference:

The results from the table above show that the

respondents are not evenly distributed among all ages.

It is seen that while 34% of the respondents belong to

the 20-30 age group, 24% of the respondents belong to

the 30-40 age group , 20% belong to the 40-50 age

group while 22% of the population belong to age

groups greater than 50.

43

Inference:

From the above pie diagram we infer that the

respondents are not evenly distributed with the

maximum no of respondents of 34% corresponding to

20-30 age group while it is seen that the rest of the

respondents cater to the other age groups with 24% in

the 30-40 age groups, 20% in the 40-50 age groups and

22% are classed to be greater than the age group of 50.

Gender of the Respondents

Table 2 indicates the gender profile of the respondents

Gender No. of people Percentage

Female 23 46

Male 27 54

Total 50 100

44

Inference:

The above table indicated that out of the 50

respondents 46% are females and 54% are males.

Inference:

45

From the above pie chart it is deduced that 46%

of the respondents are females while 54% of the

respondents are male.

Designation profile of

Respondents

Table 3 indicates the designation profiles of the

candidates.

Designation

status

No. of

People

Percentage

Manager 8 16

Supervisor 12 2446

Assistant 14 28

Less than

Assistants

16 32

Total 50 100

Inference:

From the table we deduce that 16% of the

respondents are managers, 24% of the respondents are

supervisors, 28% of the respondents are assistants

while 32% of the respondents all have designations

lesser than assistants at the hotel.

47

Inference:

From the chart, we deduce that 16% of the

respondents are managers, 24% of the respondents are

supervisors, 28% of the respondents are assistants

while 32% of the respondents all have designations

lesser than assistants at the hotel.

Chi square analysis of gender responses

in various situations:

1. Danger Situations

H0: In situations such as accidents, people tend

more to panic than be logical.

H1: In situations such as accidents, people are more

logical and try to help others rather than panic.

48

ACTUAL VALUES:

EFFECT MALE FEMALE TOTAL

PANIC 31 19 50

LOGICAL 23 27 50

TOTAL 54 46 100

EXPECTED VALUES

EFFECT MALE FEMALE

PANIC 27 23

LOGICAL 27 23

(0-E) (0-

E)2

(O-E)2/E

49

4 16 0.516

-4 16 0.842

-4 16 0.69

4 16 0.59

TOTAL 2.646

CRITICAL VALUE: 3.841

Inference : Since the tabulated value of X 2 is less

than the critical value of Chi square, it is inferred

that in accident situations, people tend to panic

more than to be logical. Hence the null hypothesis is

accepted.

2.WORK ENVIRONMENT.

H0: In the work environment, while employees do not

tolerate others taking credit of their work, they do not

yell and create a scene but rather handle it in a

professional manner.

H1: In the work environment, employees do not

tolerate others taking credit of their work and tend to

yell and create a scene without regard to the situations.

ACTUAL VALUES:

50

RESPONSE MALE FEMALE TOTAL

YELL 15 10 25

NO RESPONSE 35 40 75

TOTAL 50 50 100

EXPECTED VALUES:

RESPONSE MALE FEMALE

YELL 12.5 12.5

NO RESPONSE 37.5 37.5

(0-E) (0-

E)2

(O-E)2/E

2.5 6.25 0.416

-2.5 6.25 0.625

-2.5 6.25 0.17

2.5 6.25 0.15

51

TOTAL 1.367

Critical value of X 2 : 3.84

Inference: Since the tabulated value of X 2 is less than

the critical value of X 2 , it is inferred that in work

situations where people take credit for their work, they

do not create a scene but rather behave & solve any

discrepancies in a calm & professional manner. Hence,

the null hypothesis is accepted.

3. LOGICAL REASONING & CALMNESS

WHILE HANDLING GUEST/ CUSTOMER

PROBLEMS & TAKING DECISIONS.

H0: When faced with problems and taking difficult

decisions, all caders of employees consider both

sides of the situation & others opinions before they

make a decision. They also respond in a calm and

unperturbed way to their guests regardless of the

problems they face.

H1: When faced by problems and making difficult

decisions, employees do not consider both sides of

the situation, but rather prefer to take their own

decisions. They also do not respond in a calm

manner to their guests & are highly susceptible to

mood swings.

ACTUAL VALUES

52

RESPONSE MALE FEMALE TOTAL

LOGICAL 40 45 85

YELL 10 5 15

TOTAL 50 50 100

EXPECTED VALUES

RESPONSE MALE FEMALE

LOGICAL 42.5 42.5

YELL 7.5 7.5

(0-E) (0-

E)2

(O-E)2/E

-2.5 6.25 0.156

2.5 6.25 0.138

2.5 6.25 0.625

-2.5 6.25 1.25

53

TOTAL 2.169

Critical Value of X 2 for 1 degree of freedom at 5% level

of significance : 3.84

Inference: Since the calculated value of X 2 is less than

the critical value, it is deduced that employees in the

hospitality industry always remain unperturbed in the

face of handling angry guests and are also very logical

while making decisions. Thus the null hypothesis is

accepted.

Survey Results

One Way ANOVA Method

H0: Emotions play a very important role in influencing

a person’s behaviour and reactions in a situation and

the employees at the hotel are able to control their

emotions effectively to create a positive impact on

their work.

54

H1: Emotions do not play a significant role in

influencing a person’s behaviour in a situation and the

employees at the hotel are unable to control their

emotions effectively to create a positive impact on

their work.

Table 4 indicates the responses of the respondents to

the various situations in the questionnaire.

Total no. of respondents = 50

N= 50 X 7= 350

T (EX) = 622

ACTUAL VALUES

Situa

tions

Stron

gly

agree

(4)

Agr

ee

(3)

Neithe

r

agree /

Disagr

ee (2)

Dis

agr

ee

(1)

Stron

gly

Disag

ree

(0)

To

tal

9 4 20 11 8 7 50

10 12 4 14 10 10 50

55

11 9 5 8 9 19 50

12 9 14 27 50

13 11 8 14 6 11 50

16 14 7 29 50

17 9 7 8 4 22 50

EX EX2 MEAN

106 296 2.12

98 294 2.68

76 230 1.52

64 200 1.44

56

102 310 1.16

99 281 1.98

77 243 1.54

Variation Between Attributes

Ta2/ Na + Tb 2/Nb +….. Tn 2/ Nn – T 2/N

=1062/50 + 982/50 +… 77 2/ 50 – 622 2/50

=31.54

Variation among Attributes

EX2 – T2/N

= 1854- 1105.38 = 748.62

Total Sum of Squares:

= Sum of Squares between attributes + Sum of

Squares among attributes

=31.54+ 748.62 = 780.16.

ANOVA TABLE

57

Source of

Variation

Sum of

Squares

D.f Mean

Square

F- Value

Between

attributes

31.54 7-1

= 6

5.25 5.25/2.18

= 2.408

Among

attributes

748.62 35-5

=30

2.18

Critical Value of F- test at 5% level of significance

for (6, 30) degrees of freedom is 2.42.

Thus the null hypothesis is accepted.

Inference:

The employees of TRIDENT, Chennai are

emotionally secure and are capable of handling

complex situations well.

FINDINGS

The Percentage analysis on the profile

variables of the respondents such as age,

gender and designation shows that 46% of the

respondents are male while 54% of the

respondents were females.

58

The age profile analysis showed that the

maximum no. of respondents 24%, are of the

20-30 age group, with the next highest

percentage 20% of respondents being in the

age group of 30-40.

The Designation profile analysis showed that

32% of the respondents were belonged to

designations “less than assistants” while

closely followed by 28% of respondents in the

“Assistants” category and 24% & 16%

respondents in the “Supervisors” &

“Managers” category respectively.

The Chi- Square analysis on the gender

responses in various situations showed that in

during certain dangerous situations, most of

the employees tend to panic rather than

rationally think in those situations.

The second Chi-Square analysis done on the

behaviour of employees in the work

environment, has proved that employees in an

organization ,behave in a very professional

manner and settle all their discords peacefully

within themselves.

The third Chi-Square analysis done on the

level- headedness and rational thinking of

employees while handling guests and making

decisions, has shown that in the hospitality

59

industry, the employees are extremely well

informed and apart from handling guests in a

calm manner also make decisions after

consulting with all their specialists and other

related employees in their respective

departments.

Finally, the analysis on seven important

parameters of Emotional Intelligence have

proved that employees in the hospitality

industry are emotionally secure and are

capable of effectively channelizing their

emotions into producing the best of their

labour.

SUGGESTIONS

Though the emotional stability of the

employees of the hotel is very good,

unfortunately the many pressures of the job

combined with the constant need to achieve

perfection and provide satisfaction to the guests

60

might produce small tensions between the

employees, which might lead to small frictions

between them and might eventually become one

of the major causes for job satisfaction. Hence

constant counseling as well as classes on Anger

management can be conducted once in 2-3

months to better enable the employees to

perform their job with satisfaction.

ACHIEVEMENTS

During my 2 month internship at the

TRIDENT Hotel, Chennai, I have helped the

training department in creating a library

database, thereby retracing several important 61

books as well as helping them to keep up to

date on lent books. Apart from this, I have

also created a recruitment database for the

hotel comprising of the top 50 colleges in

Tamil Nadu and India, thereby easing their

task of recruitment.

During my tenure, I have also helped our

mentor in preparing the month’s HR MIS

reports as well as the ACTIVITY

CALENDER for the entire year.

I have also helped in the book keeping of files

in the department as well as been a part of the

Induction & Orientation Process of the Step

Trainees (2009- 2012) of TRIDENT, Chennai.

CONCLUSION

From the numerically collected data and

analyses on parameters, it has been deduced

that the employees of TRIDENT, Chennai are

emotionally strong and are able to channelize

their emotions to be the best at their work.

62

o However, it would also be very nice if

this ability could be further improved,

through counseling and training classes.

o Thus, even though the area of the study

was small, the data obtained has greatly

proved that emotional intelligence plays

a very important role in the hospitality

industry and their ability to channelize

their emotions have constituted to be one

of the biggest factors for the level of

success and positions this industry has

reached in the world today.

BIBLIOGRAPHY

Hotel Manuals :

The Indian Hospitality Guide

TRIDENT History and operations

63

Other Books

Research Methodology by C.R. Kothari

Websites:

www.Wikipedia.com

www.google.com

www.competencymapping.com

www.emotionalintelligence.com

Articles by David Goleman

Articles by Mayer…..

ANNEXURE

64

Questionnaire on the

Emotional Intelligence of

TRIDENT, Chennai

NAME :

AGE :

DESIGNATION :

HOW EMOTIONALLY SAVVY ARE YOU???

1. THE TRAIN IN, WHICH YOU ARE TRAVELLING, MEETS WITH AN ACCIDENT? WHAT DO YOU DO?

PANIC AND START SCREAMING AT EVERYONE NEARBY. PICK UP YOUR MOBILE AND CALL FOR HELP. CHECK TO SEE IF ANYONE NEEDS YOUR HELP. YOU’RE SHOCKED. YOU’RE NOT IN A POSITION TO DO ANYTHING. BOTH 2 & 3.

2. TIME YOU ARE SPENDING WITH AN OLD FRIEND SEEMS LESS & LESS ENJOYABLE. THE TWO OF YOU ARE DRIFTING APART. WHAT DO YOU DO?

HONESTLY TELL YOUR FRIEND IT’S NOT FUN ANYMORE. EXPRESS YOUR CONCERNS & WORK IT OUT TOGETHER. STOP RETURNING PHONE CALLS OR INVITATIONS. QUIETLY LET THE RELATIONSHIP DIE. RELATIONSHIPS CHANGE. PEOPLE CHANGE. CONTINUE ON AS BEFORE. IT’S JUST A PASSING PHASE IN YOUR RELATIONSHIP.

3. YOU’VE JUST BOUGHT A NEW BIKE & ARE DRIVING HOME. SUDDENLY A BOY STEPS IN FRONT OF YOUR BIKE & YOU HIT A TELEPHONE POLE, WHILE TRYING TO AVOID HIM. WHAT DO YOU DO?

65

FLY INTO A RAGE, YELLING AT THE BOY. CHECK FIRST THAT THE BOY IS UNHARMED, THEN SCOLD HIM FOR NOT LOOKING BOTH

WAYS, BEFORE CROSSING THE STREET. CALMLY ASSESS THE DAMAGE & RECORD THE BOY’S NAME & ADDRESS FOR A POLICE

REPORT. KEEP QUIET, ALLOWING THE BOY TO GO HOME. TAKE THE BOY HOME & DEMAND COMPENSATION FROM HIS PARENTS.

4. YOUR COLLEAGUE TAKES CREDIT FOR A WORK THAT YOU’VE DONE. WHAT DO YOU DO?

IMMEDIATELY CORRECT THE MISTAKE, BY CONFRONTING HIM PUBLICLY ABOUT THE WORK DONE.

LET IT GO BUT TAKE YOUR COLLEAGUE ASIDE & TELL HIM YOU WILL NOT TOLERATE SUCH BEHAVIOUR.

IGNORE IT. IT’S NOT A GOOD THING TO CRITICIZE YOUR FRIEND IN PUBLIC. DO THE SAME THING BACK TO YOUR FRIEND. BOTH 1 & 2.

5. YOU ARE SPEAKING TO AN EXTREMELY ANGRY GUEST OVER THE PHONE. WHAT DO YOU DO?

HANG UP. IT DOESN’T PAY TO TAKE ABUSE FROM ANYONE. SAY IT’S NOT YOUR DEPARTMENT & TRANSFER THE CALL TO ANOTHER PERSON. TELL THE GUEST YOU’RE SORRY & KEEP HIM WAITING WHILE TRYING TO FIND THE

SOURCE OF THE PROBLEM. LISTEN TO THE GUEST CAREFULLY & REPHRASE WHAT YOU’RE FEELING. TELL THE GUEST THAT YOU UNDERSTAND HIS FRUSTRATION AND OFFER HIM A

SOLUTION, WHICH WILL RESOLVE HIS PROBLEM.

6. YOUR TEAM IS FACING A PROBLEM TO WHICH IT HAS NOT BEEN ABLE TO COME UP WITH A SOLUTION. WHAT DO YOU DO?

SUGGEST A SOLUTION YOURSELF & ASK EVERYONE TO FOLLOW IT. CALL A MEETING TO SPECIFICALLY ADDRESS EVERYONE’S IDEAS ON THE PROBLEM. YOU & YOUR TEAM ANALYSE THE PROBLEM FOR IT’S SOURCE. CHECK TO SEE IF A SIMILAR PROBLEM HAS OCCURRED EARLIER. BOTH 1 & 4.

FOR THE NEXT SET OF QUESTIONS, PLEASE TICK THAT WHICH DESCRIBES YOU BEST IN THAT SITUATION.

7. WHEN YOU GET UPSET, YOU

REMAIN CALM & COOL ON THE SURFACE. SHOW THAT YOU’RE ANGRY BUT IN A RESTRAINED MANNER.

66

YELL AND CREATE A SCENE, DESPITE YOUR BEST INTENTIONS. LOSE CONTROL COMPLETELY & YELL AT EVERYONE. TRY TO CALM YOURSELF, BY CONCENTRATING HARD ON YOUR WORK.

8. WHEN SOMEONE IS ANGRY AT YOU, YOU REACT BY;

BECOME DEFENSIVE & ANGRY AT HIM. TRY TO CALM THEM DOWN BY SAYING YOU’RE SORRY. PUT YOURSELF IN HIS / HER SHOES & TRYING TO FIGURE OUT WHAT MADE

HIM OR HER ANGRY IN THE FIRST PLACE. HAVE A CUP OF TEA WITH THEM & SORT THEIR PROBLEMS. JUST WALK AWAY & ALLOW THEM TO SOLVE THEIR PROBLEMS.

9. YOU HAVE BIG MOOD SWINGS.

ALL THE TIME. OCCASSIONALLY SOMETIMES RARELY NEVER.

10. YOU WORK BEST UNDER PRESSURE.

STRONGLY AGREE. AGREE NEITHER AGREE / DISAGREE. DISAGREE. STRONGLY DISAGREE.

11. WHEN YOU MESS UP, DO YOU SAY WORDS LIKE “ STUPID” , “ LOSER” OR “ I CAN’T EVEN DO THIS RIGHT”.

MOST OF THE TIME. OCCASSIONALLY SOMETIMES RARELY NEVER.

12. I SOMETIMES FEEL STRONG, CAPABLE & CONFIDENT.

REGULARLY OFTEN

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SOMETIMES RARELY ALMOST NEVER.

13. I NEVER STOP THINKING ABOUT MY PROBLEMS.

MOST OF THE TIME. OFTEN SOMETIMES RARELY ALMOST NEVER

14. ON IMPORTANT ISSUES, YOU

MAKE UP YOUR OWN MIND & RARELY LISTEN TO ANYONE ELSE. LISTEN TO WHATEVER YOUR FRIENDS SAY. WEIGH BOTH SIDES & DISCUSS WITH YOUR FRIENDS BEFORE COMING TO A

DECISION. DISCUSS WITH YOUR FAMILY & AGREE WITH WHATEVER THEY SAY. BOTH 2 & 4.

15. YOU ENTER A PARTY OR FUNCTION, TO FIND IT FULL OF STRANGERS. WHAT DO YOU DO?

STRIKE UP A CONVERSATION WITH SOMEONE. WAIT SOMEWHERE UNTIL YOUR FRIENDS SHOW UP. SIMPLY SIT IN A CORNER & WATCH OTHERS CHAT. JOIN ANY NEARBY GROUP & GIVE COMMENTS AS & WHEN THE OCCASION ARISES. LEAVE THE PARTY / FUNCTION.

16. BEFORE CRITICIZING SOMEONE, YOU PUT YOURSELF IN THEIR PLACE & THEN TAKE ACTION.

STRONGLY AGREE. AGREE NEITHER AGREE / DISAGREE. DISAGREE. STRONGLY DISAGREE.

17. THE AMOUNT OF PRESSURE & STRESS ON MY JOB IS REASONABLE & RARELY EXCESSIVE.

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STRONGLY AGREE. AGREE NEITHER AGREE / DISAGREE. DISAGREE. STRONGLY DISAGREE

COMMENTS:

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