Organizacionnaâ psihologiâ (Organizational Psychology)

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Oxana Isaeva 1, Gerasim Mkrtychyan 1
  • 1 National Research University Higher School of Economics, 30 Sormovskoye Highway, Nizhny Novgorod, 603014, Russian Federation

Emotional intelligence of HR managers: is it really improves management performance?

2019. Vol. 9. No. 2. P. 52–69 [issue contents]
Purpose. The aim of the study is to determine the role of emotional intelligence in the performance of an HR manager. Research design. At the first stage of the research the level of emotional intelligence formation is defined in the group of HR managers working in Nizhny Novgorod business companies (N =161) using the test of emotional intelligence, developed by E. A. Sergienko and E. A. Khlevnaya. At the second stage the views of HR managers (N = 49) on the role of emotional intelligence in their performance are revealed by using the questionnaire. Results. Diagnosis of emotional intelligence reveals that the average level of emotional intelligence formation is typical for the HR managers. Meanwhile, subjects with high and low levels are also distributed around the middle level. The average level of emotional intelligence and the lack of correlation with professional experience and career growth suggest that in modern conditions the influence of emotional intelligence on the efficiency of HR managers has decreased. The probable reasons for this are the automation and computerization of workflows that have reduced the share and importance of direct HR contacts withemployees of the organization. According to the survey results, HR managers highly appreciate the role of emotional intelligence in professional activities. At the same time, they are not fully aware of the difference between emotional intelligence and other types of intellectual abilities and the role of its individual structural elements. According to HR managers, emotional intelligence is necessary whilesolving a wide range of professional tasks, most of which are related to the performance of traditional functional duties: recruitment, training and motivation of personnel. Comparison of the results of diagnosis of emotional intelligence formation and the assessment of its role in professional activity reveals a “gap” between them. There are two possible explanations: 1) the high assessment by HR managers of the role of emotional intelligence relies on traditional ideas about the content and means of performing this activity and does not fully reflect the changes occurring in it; 2) the average level of emotional intelligence formation is the result of its lack of development by using training programs.The value of the results. Can be used in professional counseling, in the selection and training of HR.

Citation: Isaeva O., Mkrtychyan G. (2019) Rol' emotsional'nogo intellekta v deyatel'nosti menedzhera po upravleniyu personalom [Emotional intelligence of HR managers: is it really improves management performance?]. Organizacionnaâ psihologiâ (Organizational Psychology), vol. 9, no 2, pp. 52-69 (in Russian)
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