情绪智力与组织沟通对尼日利亚银行员工感知团队效能的影响

B. Ehigie, Adeshola Abiodun Odunela, Rebecca Ibhaguelo Ehigie
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引用次数: 0

摘要

目的本研究旨在探讨情绪智力(EI)和组织沟通对尼日利亚银行员工团队合作效能的影响。由于无法达到监管机构的标准,尼日利亚银行业遭受了金融危机,导致萧条。随着企业成长对团队合作的重视,文献显示EI和组织沟通是团队合作效能的预测因子。设计/方法/方法对230名银行员工进行横断面调查,通过多阶段抽样选择,使用有效可靠的结构化问卷,包含所有研究变量,用于数据收集。问卷调查包含研究量表进行管理和数据收集。发现团队效能感与自我情绪评价、他人情绪评价(OEA)、情绪实际运用和情绪调节(ROE)、组织沟通效能感存在显著正相关。层次回归分析显示,年龄、性别、工作状态和学历共同预测团队效能,但只有学历有显著影响。EI维度的纳入表明,只有OEA、情绪的实际使用和ROE以及组织沟通是显著的预测因子。研究局限性/启示收集的数据基于参与者的自我报告。有人建议,可以制定更客观的措施。研究结果仅限于银行业,不能推广到其他工作组织。这项研究是在发展中国家尼日利亚进行的;因此,研究结果可能不适用于发达国家。实际意义教育因素可以应用于团队成员的参与。另一方面,商业银行应该投资定期培训项目,提高员工的沟通技巧和情商。人力资源人员可以利用这些研究成果来加强商业银行员工的选择和安置。通过这些研究结果,实证地揭示了一些心理学理论在解释团队有效性方面的不足,并增加了关于团队有效性的文献。因此,商业银行应该投资于定期培训项目,以提高员工的沟通技巧和情商,并利用这些发现来加强尼日利亚银行的选择和安置。从目前的研究结果可以明显看出,团队成员受教育程度越高,他们的团队在团队合作中就越有可能有效。然而,定期培训(在职和在职)情商及其相关方面,并采用适当的沟通方式,可以用来弥补教育上的不足。因此,受教育程度较低的人如果得到授权,就可以在团队中充分发挥作用。人力资源经理应该注意到,如果在团队合作中进行有效沟通方面有足够的培训,银行新员工将成为更好的团队合作者。社会启示从这些研究结果中可以看出,情商和适当的组织沟通是增强团队互动从而提高团队效率的行为工具。原创性/价值揭示了如何通过EI和组织沟通的综合因素使团队有效,特别是在尼日利亚的银行员工中。与其他一些研究不同,本研究发现了可以提高团队效率的特定情商因素,而不仅仅是一般的情商。实证验证了一些关于情商与组织沟通的理论。这项研究展示了如何在尼日利亚经济的银行部门提高团队的效率。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Emotional intelligence and organizational communication in perceived teamwork effectiveness among bank employees in Nigeria
Purpose This study aims to examine emotional intelligence (EI) and organizational communication as predictors of teamwork effectiveness among bank employees in Nigeria. The Nigerian banking industry suffered financial crisis, leading to depression, following inability to meet standards of the regulatory body. With current emphasis on teamwork for business growth, literatures suggest EI and organizational communication as predictors for teamwork effectiveness. Design/methodology/approach A cross-sectional survey of 230 bank employees, selected through multistage sampling, using a valid and reliable structured questionnaire that incorporated all research variables was used for data collection. A questionnaire containing the research scales was administered and data were collected. Findings Positive relationship was established between perceived teamwork effectiveness and components of EI, including self-emotion appraisal, other’s emotion appraisal (OEA), actual use of emotion and regulation of emotion (ROE) and perceived organizational communication effectiveness. Hierarchical regression analysis reveals that age, gender, job status and educational qualification jointly predicted teamwork effectiveness, although only educational qualification contributed significantly. The inclusion of EI dimensions showed that only OEA, actual use of emotion and ROE were significant predictors, along with organizational communication. Research limitations/implications Data collected were based on self-report of the participants. It is advised that more objective measures could be devised. The findings are limited to the banking industry and cannot be generalized to other work organizations. The research was conducted in Nigeria, a developing country; thus, the findings may not be generalized to the developed nations. Practical implications Educational factor could be applied in engaging team members. On the alternative, commercial banks should invest in periodic training programs to enhance employee communication skills and EI. Human resources personnel could use these research outcomes to enhance the selection and placement of employees in commercial banks. By these research findings the adequacies of some psychological theories in explaining team effectiveness have been empirically implicated, and the literature on team effectiveness has been increased. Consequently, commercial banks should invest in periodic training programs to enhance employee communication skills and EI, and use these findings to enhance selection and placement in Nigerian banks. It is evident from the results of the present study that the more educated team members are the more likely their teams would be effective in the teamwork. However, periodic training (both off the job and on the job) on EI and its pertinent dimensions, and adoption of appropriate communication styles, could be used to compliment educational deficiencies. Thus, the less educated persons could function adequately in teams if they receive the empowerment. The human resources managers are to note that new bank employees would be better team players when there are adequate orientated on programs on how towards effective to communicate at teamwork functions. Social implications It is evident from these research findings that EI and appropriate organizational communication are behavioral tools that could enhance team interaction and consequently improve team effectiveness. Originality/value It is revealed how teams could be made effective through the combined factors of EI and organizational communication, especially among bank employees in Nigeria. Unlike some other studies, this research discovered the specific EI factors that could enhance team effectiveness, not just general EI. It empirically validated some theories that are proposed in relation to EI and organizational communication. This study showcased how teams could be made more effective in the banking sector of the Nigerian economy.
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