For verification of this paper, please visit on http://www.socialresearchfoundation.com/resonance.php#8

Emotional Intelligence is the self-perceived ability to identify, control, and assess the emotions of one self and others. Emotional Intelligence is a quite recent behavioral model, rising to eminence with Goleman's (1995) book called 'Emotional Intelligence'. Emotional Intelligence is increasingly essential for Job development and developing individual because the Emotional Intelligence provide a new way to understand and assess individual's behaviours, management styles, attitudes, interpersonal skills, and potential.There are people who are academically brilliant and yet are socially and inter-personally incompetent. Hence, the essential premise of Emotional Intelligence is that to be successful requires the effective awareness, control and management of one's own emotions, and those of other people. The initial definition of emotional intelligence is stated as a set of skills and abilities contributing to evaluation of emotions, regulation of emotions, and use of emotions in reasoning (Mayer &Allen, 1991). According to Boyatzis, Goleman, & Rhee (2000) there are five listed components of emotional intelligence that an effective leader exhibits: self-awareness, social skills, social awareness, relationship management, empathy and motivation.

According to Boyatzis, Goleman, & Rhee (2000) there are five listed components of emotional intelligence that an effective leader exhibits: self-awareness, social skills, social awareness, relationship management, empathy and motivation. Zeidan (2020) investigated the relationship between Emotional Intelligence, Organizational Commitment and Turnover Intentions among 321 employees of two large banks in the UAE employees. The analysis showed a strong correlation between Emotional Intelligence and turnover intentions. The result of the study also reveals that organizational commitment mediated the relationship between Emotional Intelligence and turnover intentions. Johar, Awada and Isa (2020) studied the impact of emotional intelligence on employee normative commitment to the organization. The study was conducted on a sample of 196 civil servants serving the Local Authority in the southern zone of Peninsular Malaysia. Emotional Intelligence Self-Description Inventory (EISDI) and Employee Commitment Survey Revised Version (ECS-R) were used. The results showed that the emotional intelligence dimension of facilitating thinking with emotion, dimension of regulation and management of emotion had an impact on normative commitment.

Khalid, Khaleel, Ali and Islam (2018) examine the influence of emotional intelligence on organizational commitment and job performance among 235 employees from pharmaceutical companies in Punjab, Pakistan. The study found that the employees’ perception and evaluation of their emotions have a potential to bring a positive variation in their eventual performance. Similarly, awareness with the emotions of supervisors, colleagues and subordinates and aptitude to deal with them will lend a hand to create a progressive working environment. Navas and Vijayakumar (2018) found that person with high emotional intelligence shows a positive attitude towards the organization and Emotional Intelligence had a significant effect on organizational commitment, job stress and job satisfaction. Ates and Buluc (2015) studied the relationship between emotional intelligence, motivation and organizational commitment among primary schools teachers. The results of the study stated that the primary schools teachers have good level of emotional intelligence, motivation and organizational commitment. The study also suggested that there is a positive relationship between their emotional intelligence, motivation and organizational commitment. Johar and Shah (2014) studied the impact of Emotional Intelligence on Organizational Commitment through employee self-esteem factor. The findings reveled that Emotional Intelligence had an indirect effect on organizational commitment when self-esteem as mediator factor is controlled.

Alavi, Mojtahedzadeh, Amin and Savoji (2013) investigated the relationship between emotional intelligence and organizational commitment among office staff of Ramin Thermal Power Plant. The sample consists of 100 employees by convenient sampling. Cyberia-shrink emotional intelligence Questionnaire and Allen-Meyer organizational commitment Scale were used. The results of the study showed that there is a positive significant relationship between emotional, intelligence and organizational committees. Antony (2013) suggested that there is a positive relationship existed between Emotional Intelligence, Organizational Commitment and Organizational Citizenship Behavior. A study conducted by Eskandarpour and Amiri (2012) found out that there was a significant difference between different dimensions of emotional intelligence and their effectiveness. According to Mayer, Salovey, and Caruso (2008) conducted a study on emotions in the workplace suggests that emotions may drive productivity gains, innovations and accomplishments of individuals, teams, and organizations. Cote and Miners (2006) stated the idea that the staffs with High emotional intelligence were happier than others and held more commitment with their respective organizations. Similarly, a study by Petrides & Furnham (2000) on the relationship between emotional intelligence, personality and job performance found that several of the emotional intelligence subscales have a significant relationship with job performance and employee commitment.

Organizational Commitment is the important concept in the field of industrial psychology and organizational behavior. Employee commitment is considered to be an important determinant of organizational efficiency and performance. According to Brockner, Senior and Welch (2014) stated that employee commitment is also refers as overall job attitude.According to Gutierrez, Candela and Carver (2012)committed employees with high motivation to contribute their time and energy to the chase of organizational goals are increasingly acknowledged as the primary asset available to an organization. The organizational commitment is the emotional bond and attachment between the employees and their organizations. In the view of  Stazyk, Pandey, a and Wright (2011) organizational commitment is the relative strength of an individual‘s identification and involvement in a particular organization which can be characterized by three factors such as a (i) affective commitment,(ii) normative commitment and (iii)continuance commitment. Nordin (2012) examine the relationship  of  emotional  intelligence,  transformational  and  transactional  leadership  behaviour  on  organizational  commitment. The findings suggested that there  was  positive-moderate  relationship  between  emotional  intelligence,  leadership  behaviour  and  organizational  commitment. Anari (2012) investigated the interrelationship between emotional intelligence, job satisfaction and organizational commitment among high‐school English teachers. The participants were selected by stratified sampling and simple random selection. The study indicates that there is a positive significant relationship and interrelationship between emotional intelligence, job satisfaction and organizational commitment. It is also found that there is no significant difference among high‐school English teachers of different genders and ages in respect to their job satisfaction and organizational commitment.

Operational Definitions

1. Emotional Intelligence –Emotional Intelligence as understanding of one’s own feelings and those of others, and to employ them in decision-making process (Goleman, 1998).

2. Organizational Commitment – According to Meyer and Herscovitch (2001), ‘Organizational commitment is identified as the psychological state or state of mind that binds an employee with its organization’.

3. Non-Resident Indian (NRI) Employees - Employees working outside India but holding Indian citizenship.

4. Resident Indian (RI) Employees - Employees working in India and holding Indian citizenship.

Emotional Intelligence is increasingly relevant for professional growth and development.  Emotional Intelligence provides a new way to understand and assess people's behaviours, attitudes, management styles and interpersonal skills. Emotional Intelligence is an important consideration in all aspects of an organization like human resources planning, Job profiling, recruitment interviewing and selection and customer relations. Moreover, in today’s age of globalization; the process, by which businesses or other organizations start operating on a global scale, is an important concept which is taken care of by the organizations. Hence, employees are keen to expand their horizons by migrating overseas in search of new job opportunities. In this context, Indians are also looking for jobs outside the country and settling overseas to pursue different jobs. Also, understanding the Organizational Commitment of the employees in relation to their Emotional Intelligence would facilitate the organizations to take up measures to improve the performance and efficiency of their employees. Therefore, the investigators became keen to study Emotional Intelligence in relation to employees’ Organizational Commitment of Non – resident Indians (NRI) and Resident - Indians (RI). 

Variables Independent Variables 1. Emotional Intelligence (EI) 2. Non-Resident Indian (NRI) and Resident Indian (RI) Employees. Dependent Variable 1. Organizational Commitment (OC) Relevant Variables 1. Gender: only males were selected for the study 2. Age: only males between 25-50 years were selected 3. Educational qualification: Employees would be at least graduates. 4. Citizenship: all employees were holding Indian citizenship. 5. Experience: Those employees with minimum work experience of at least one year in the same organization were selected. 6. Nature of Organization: Only private Organizations were selected for the present study.

The study was conducted on a sample of 200 employees (100 Indian Resident and 100 Non-Indian Resident) working in India and abroad. Employees selected for the sample were at least graduates and their age range was between 25 to 50 years. Only male employees were included. All of the employees selected were Indian Citizens.

t- test was used.

Table 1:  Showing t- Test between Organizational Commitment   (OC) of Non- Resident Indian (NRI) and Resident Indian (RI) Employees.

Groups	N	Mean of OC scores	SD	t- value	Level of Significance
NRI	100	92.34	15.73	8.789	p < 0.01
RI	100	74.63	12.61

Table 1: indicates that the mean value for NRI is 92.34 and that of RI is 74.63, whereas S.D is 15.73 and 12.61 respectively. The t value calculated is 8.78, which is significant at 0.01 level (t = 8.78, p < 0.01).This indicates that there is a significant difference in the Organizational Commitment of Non-Resident Indian and Resident Indian employees. Thus, the first hypothesis stating that, “There is no significant difference between Non-Resident Indian and Resident Indian Employees on their Organizational Commitment” has been rejected.  The result of Table 1: showing the mean of Organizational Commitment scores of Non-Resident Indian and Resident Indian employees has been depicted graphically in graph 1

Graph 1: Mean Scores of Organizational Commitment (OC) of Non- Resident Indian (NRI) and Resident- Indian Employees (RI).

Table 2: Showing t- Test between Organizational Commitment of High Emotional Intelligence and Low Emotional Intelligence.

Emotional Intelligence	N	Mean of OC scores	SD	t- value	Level of Significance
HIGH	101	87.79	17.02	3.799	p < 0.01
LOW	99	79.09	15.34

Table 2 indicates that the mean value of Organizational Commitment of High Emotional Intelligence group of Employees is 87.79 and the mean score of Organizational Commitment of Low Emotional Intelligence is 79.09, whereas S.D is 17.01 and 15.34 respectively. The t- value calculated is 3.79 which is significant at 0.01 level (t = 3.79, p < 0.01).This indicates that there is a significant difference between high and low Emotional Intelligence of employees’ Organizational Commitment. Thus, the second Hypothesis stating that “There is no significant difference in high and low Emotional Intelligence of Employees on their Organizational Commitment” has been rejected. The mean scores of Organizational Commitment of table 2 have been depicted graphically in Graph 2.

Graph 2: Mean Scores of Organizational Commitment (OC) of High Emotional Intelligence and Low Emotional Intelligence.

Table 3:  Showing t- Test between the mean scores of Emotional Intelligence of NRI and RI Employees

Group of Employees	N	Mean of EI scores	SD	t- value	Level of Significance
NRI	100	148.46	10.434	6.3	p < 0.01
RI	100	139.18	10.37

The above Table 3 indicates that the calculated value is t = 6.30, which is significant at 0.01 (t = 6.30, p < 0.01). This clearly indicates that the Emotional Intelligence in NRI group of employees is significantly different. In other words, it can be stated that NRI’s have higher Emotional Intelligence then RI employees. (Mean value NRI = 148.46, Mean value RI = 139.18). Graph 3 shows the mean scores of EI of NRI and RI employees.

Graph 3: Mean Scores of Emotional Intelligence (EI) of Non- Resident Indian (NRI) and Resident Indian Employees (RI).

The findings of the present investigation are as follows:

1. The Organizational Commitment is significantly higher in Non- Resident Indian Employees than Resident- Indian Employees (Table 1).

2. There is a significant difference in the mean scores of Organizational Commitment of high and low Emotional Intelligence group of Employees (Table2).

3. Additional analysis showed that there is a significant difference in the Emotional Intelligence of Non- Resident Indian Employees than Resident- Indian Employees (Table 3).

A number of studies support the results of the present investigation-

Suleman, Syed, Mahmood and Hussain (2020) examined the relationship between emotional intelligence and job satisfaction among secondary schools heads in Khyber Pakhtunkhwa with a sample of 402 using a multistage sampling technique. The finding of the study showed that there was a moderate positive correlation between emotional intelligence and job satisfaction. Five dimensions of emotional intelligence (emotional stability, managing relations, altruistic behaviour, integrity and self-development) were found significant predictors of job satisfaction.

Victoriya and Angayarkanni (2019) aimed at analyzing the relationship between employees with high Emotional Intelligence and its impacts on organizational commitment among BPO employees with the sample size of 150 women employees. The study suggested that there is positive relationship between organizational commitment and emotional intelligence. It is also noted that employee with high emotional intelligence do better when compare to employee with low emotional intelligence in an organizational. The study revealed that emotional intelligence improves the commitment of employees towards their work and organization. It is suggested that it would be beneficial in the long run to hire employees who have high degree of emotional intelligence to better impact the organizational structure.

Goswami and Mahanta (2018) examined the relationship between Emotional Intelligence and Organizational commitment of employees at the workplace. This study was based on the primary data of 142 executives working in banking and telecom in Guwahati region. Emotional Intelligence was measured using the test developed by Chadha and Singh. Organizational Commitment was measured by test developed by Allen and Mayer.Pearson correlation and ANOVA were used. The study indicated that there is a positive correlation between Emotional Intelligence and Organizational Commitment. There is a significant difference between employees with extremely high, high and moderate Emotional Intelligence on continuance commitment, a dimension of Organizational commitment.  The result also reveals that Emotional Intelligence and Organizational Commitment are positively related to age of employees.

Letam (2017) conducted a study to investigate the relationship between emotional intelligence and organizational commitment. The study was conducted on 65 entrepreneurs, randomly drawn from three industrial sectors - tailoring, furniture and water bottling, in Rivers State.  The Spearman‘s rank order correlation was used. The results showed that there was positive and significant relationship between emotional intelligence and organizational commitment. It was revealed that organizational culture moderates the relationship between emotional intelligence and organizational commitment. Therefore, management must facilitate their employees by providing an organizational atmosphere where employee feel valued, receive essential support to recognize their potential that makes them committed to the organization.

Hassan (2016) the study examine Emotional Intelligence as a predictor of Organizational Commitment among college teachers of Lahore, Punjab, Pakistan. The study was conducted on 20 colleges includes 716 teachers. Self-Report Emotional Intelligence Scale, Job satisfaction Scale, Turnover Scaleand Organization Commitment Scale was used. The result of the study shows that there is a significant difference in emotional intelligence between male and female. The result reveals that there was significant difference between Emotional Intelligence and Job Satisfaction. There is a significant difference between Emotional Intelligence and Organizational Commitment.  The result also suggested that Emotional Intelligence is moderately contributes to Organizational Commitment.

Hussain, Ahmed and Haider (2014) investigated the association among emotional intelligence, job satisfaction, and organizational commitment related to secondary school teachers. The study investigated the influence of gender and age in determining these aspects among teachers. The outcomes indicated that there was a significant positive relationship between emotional intelligence, job satisfaction, and organizational commitment.

1. Alavi, S. Z., Mojtahedzadeh, H., Amin, F., & Savoji, A. P. (2013). Relationship Between Emotional Intelligence and Organizational Commitment in Iran's Ramin Thermal Power Plant. Procedia – Social and Behavioral Sciences, 84, 815-819. 2. Anari, N. (2012). Teachers: emotional intelligence, job satisfaction, and organizational commitment, Journal of Workplace Learning, 24 (4), 256-269. 3. Antony, J. M., (2013). The Influence of Emotional Intelligence on Organizational Commitment and Organizational Citizenship Behaviour, International Journal of Social Science and Interdisciplinary Research, Vol. 2(3), 110-114. 4. Ates, O., & Buluc, B. (2015).The Relationship between Emotional Intelligence, Motivation and Organizational Commitment of Primary School Teachers. Middle Eastern and African Journal of Educational Research, Issue 17, 31-49. 5. Boyatzis, R. E., Goleman, D., & Rhee, K. (2000). Clustering competence in emotional intelligence: Insights from the Emotional Competence Inventory (ECI). Handbook of Emotional Intelligence, 343-362. 6. Brockner, J., Senior, D., & Welch, W. (2014). Corporate Volunteerism, the Experience of Self-Integrity, and Organizational Commitment: Evidence from the Field. Social Justice Research, 27(1), 1-23. 7. Cote, S., & Miners, C. T. (2006). Emotional intelligence, cognitive intelligence, and job performance. Administrative Science Quarterly, 51(1), 1-28. 8. Eskandarpour, B., & Amiri, M. (2012). Survey of relationship between dimensions of emotional intelligence and effectiveness of managers of Ardebil Universities. International Research Journal of Applied and Basic Sciences, 3(7), 1369-1374. 9. Goleman, D (1995). The Influence of Emotional intelligence, Leadership Behavior and Organizational Commitment on Organizational Readiness for Change in Higher Learning Institution. Procedia - Social and Behavioral Sciences. 29, 129 – 138. 10. Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books. 11. Goswami, K. & Mahanta, M. (2018) Impact Of Emotional Intelligence On Organizational Commitment In Service Organizations - An Empirical Study, EPRA International Journal of Economic and Business Review,(6), 2, 88-93. 12. Gutierrez, A. P., Candela, L. L., & Carver, L. (2012). The structural relationships between organizational commitment, global job satisfaction, developmental experiences, work values, organizational support, and person organization fit among nursing faculty. Journal of Advanced Nursing, 68(7), 1601-1614. 13. Hussain M. A., Ahmed I., Haider S. Z. (2014). Investigating the relationship among organizational commitment, job satisfaction and emotional intelligence- evidence from teachers at secondary level in Pakistan. J. Educ. Soc. Sci. 2 127–143. 14. Hussan, M.U. (2016) Emotional Intelligence as a predictor of organizational commitment among college teachers, European Journal of Social Science Studies, (1), 1, 41-64. 15. Hyde, A., Pethe, S., & Dhar, U. (2002). Manual for emotional intelligence scale. Lucknow, India: Vedanta Publications. 16. Johar, H., Awada, N., & Isa, K. (2020). Emotional Intelligence Impact on Organizational Normative Commitment in Public Sector. International Journal of Advance Science and Technology, 29 (10), 890-895. 17. Johar, S. S. H., & Shah, I. M. (2014) The impact of emotional intelligence on organizational commitment through self-esteem of employee in public sector, Academy of Taiwan Business Management Review, Vol. 4(3),1-11. 18. Khalid, J., Khalee, M., Ali, A., & Islam, M. S., (2018). Multiple dimensions of emotional intelligence and their impacts on organizational commitment and job performance. International Journal of Ethics and Systems, 34(2), 221-232. 19. Letam, D. M. (2017) Emotional Intelligence and Organizational Commitment In Three Industrial Sub-Sectors In Rivers State, International Journal Of Advanced Academic Research, Social & Management Science,(3), 9, 1-17. 21. Mayer, J. D., Salovey P., and Caruso, D. R. (2008). Emotional Intelligence: New ability or eclectic traits? American Psychologist, 63(6), 503-517. 22. Meyer, J. P. and Allen, N. J. (1991). Emotional structure and commitment: implications for health care Management. Journal of Health Organization and Management. 19 (2), 120-129. 23. Meyer, J. P., and Herscovitch, L. (2001). Commitment in the workplace: Toward a general model. Human Resources Management, Review, 11, 299-326. 24. Meyer, J.P., & Allen, N. J. (1990).Organizational commitment Scale. Models of Organizational Commitment. Retrieved October, 2011, from http://en.wikipedia.org/wiki/Organizational_commitment. 25. Navas, Sharfras & Vijayakumar, M. (2018). Emotional Intelligence: A Review of Emotional Intelligence Effect on Organizational Commitment, Job Satisfaction and Job Stress. 5(1). 1-7. 26. Nordin, N. (2012). Assessing Emotional Intelligence, Leadership Behaviour and Organizational Commitment in a Higher Learning Institution. Procedia - Social and Behavioral Sciences, 56, 643-651. 27. Petrides, K. V., & Furnham, A. (2000). On the Dimensional Structure of Emotional Intelligence, Personality and Individual Differences 29(2), 313-320. 28. Petrides, K. V., & Furnham, A. (2006). The role of trait emotional intelligence in a gender-specific model of organizational variables. Journal of Applied Social Psychology, 36, 552-569. 29. Stazyk, E. C., Pandey, S. K., & Wright, B. E. (2011). Understanding Affective Organizational Commitment the Importance of Institutional Context. The American Review of Public Administration, 41(6), 603-624. 30. Suleman, Q., Syed, M. A., Mahmood, Z. and Hussain, I. (2020) Correlating Emotional Intelligence with Job Satisfaction: Evidence from a Cross-Sectional Study Among Secondary School Heads in Khyber Pakhtunkhwa, Pakistan. Front. Psychol. 11:240. doi: 10.3389/fpsyg.2020.00240. 31. Victoriya, M. T. &Angayarkanni, R. (2019) Research on Emotional Intelligence and its Impact on Organizational Commitment towards Women Employees Working in BPO Companies in Chennai, International Journal of Recent Technology and Engineering, 8, 2, 737-742. 32. Zeidan, S. (2020). Empirical Investigation of the Relationship between Emotional Intelligence, Organisational Commitment and Turnover Intentions. Journal of Information & Knowledge Management. 19.