MISY523/ MIS523

MANAGEMENT INFORMATION SYSTEMS

RESEARCH TOPIC:

EMOTIONAL INTELLIGENCE OR
ARTIFICIAL INTELLIGENCE AN
EMPLOYEE PERSPECTIVE

PREPARED BY:
JACOB OLUWAFEMI ADEBISI (22002288)
JAEL NTANKOY ETSWAKA (22103154)
CHAPTER I: INTRODUCTION

In 1955 John McCarthy one of pioneers of Artificial Intelligence says: ‘‘the goal of AI is to
develop machines that behave as though they were intelligent’’
Today, artificial intelligence is omnipresent: chat-bots, virtual assistants and connected
objects. AI is also employed in industry such as communication, information technologies,
health, agriculture, logistics, education, and aviation. It creates profit especially in banking,
human resources, health, tourism, and hotel sectors. As time goes by, the AI takes its marks.
Salovey, P., & Mayer, J. D. (1990). Define emotional intelligence as ‘‘the subset of social
intelligence that involves the ability to monitor one's own and others' feelings and emotions,
to discriminate among them and to use this information to guide one's thinking and actions.’’
Emotional Intelligence is always present (empathy, engagement, leadership, adaptability to
change...). The ability to recognize, express, comprehend, manage and use emotions is called
emotional intelligence (Petrides & Furnham 2003).
In the workplace, we meet both. An employee must be able to use connected devices, but also
to have emotions. Faced with this, the employee finds himself in a position where he has a
preference between the two intelligences, i.e., in the workplace he prefers to deal with one
rather than the other, and this will impact even his performance and commitment to his work.
This is the subject that we will study in the following lines.
AIM OF THE STUDY
The objective of this study is to understand how EI and AI influence employee performance
and how EI influences these performance outcomes under different levels of AI.
RESEARCH QUESTION
The main problem of this project is to know:
 What is the impact of EI and AI on employee performance?
 How EI influence the performance of employee under different level of AI
CHAPTER II: LITERATURE REVIEW

EMOTION
We view emotions as organized responses, crossing the boundaries of many psychological
subsystems, including the physiological, cognitive, motivational, and experiential systems.
Emotions typically arise in response to an event, either internal or external, that has a
positively or negatively valanced meaning for the individual. Emotions can be distinguished
from the closely related concept of mood in that emotions are shorter and generally more
intense. In the present article, we view the organized response of emotions as adaptive and as
something that can potentially lead to a transformation of personal and social interaction into
enriching experience. (Peter Salovey, John D. Mayer. Emotional Intelligence)
EMOTIONAL INTELLIGENCE
The term “emotional intelligence” has been employed on an occasional basis at least since the
mid-twentieth century. For example, emotional intelligence had been mentioned in relation to
psychotherapy treatments (Leuner 1966) and to promoting personal and social improvement
more generally (Beasley 1987, Payne 1986).
Salovey, P., & Mayer, J. D. (1990) defined emotional intelligence as the subset of social
intelligence that involves the ability to monitor one's own and others’ feelings and emotions,
to discriminate among them and to use this information to guide one's thinking and actions.
Dulewicz, V., & Higgs, M. (2000) defines EI as:
 Knowing what you are feeling and being able to handle those feelings without having
them swamp you;
 Being able to motivate yourself to get jobs done, be creative and perform at your peak;
and
 Sensing what others are feeling, and handling relationships effectively.
Interest in studying EI grew dramatically throughout the late 1990s, propelled by a
popularization of the topic (Goleman 1995). With the term’s newly found cachet, and with the
excitement surrounding the identification of a potential new intelligence, many used the term
but often in markedly different ways (Bar-On 1997, Elias et al. 1997, Goleman1995, Mayer &
Salovey 1993, Picard 1997).
ARTIFICIAL INTELLIGENCE
One of the fascinating things about artificial intelligence (AI) is that the exact nature of its
object is surprisingly hard to define. The problem, of course, has two parts, since securing an
adequate grasp of the nature of the artificial would do only as long as we were already in
possession of a suitable understanding of the idea of intelligence. What is supposed to be
"artificial" about artificial intelligence, no doubt, has to do with its origins and mode of
creation in arising as a product of human contrivance and ingenuity rather than as a result of
natural (especially biological or evolutionary) influence. Things that are artificially intelligent,
in other words, differ from those that are naturally intelligent as artifacts that possess special
properties ordinarily possessed by non-artifacts. So, these are things that have a certain
property (intelligence) as a result of a certain process (because they were created, designed, or
manufactured in this way)
Artificial Intelligence (AI) is a concept that has been part of public discourse for decades,
often depicted within science fiction films or debates on how intelligent machines will take
over the world relegating the human race to a mundane servile existence in supporting the
new AI order. Whilst this picture is a somewhat caricature-like depiction of AI, the reality is
that artificial intelligence has arrived in the present and many of us regularly interact with the
technology in our daily lives. (Yogesh K., Dwivedia, Laurie Hughes).
CHAPTER III: METHODOLOGY

In order to respond to our research question, we choose Secondary sources method because
the information collected will be based on existing articles and works.
H1 Impact of EI on employee Performance
The impact of EI is multiplied in the workplace and can be found in personal productivity,
adaptability, self-confidence, leadership. Strong emotional and relationship management can
contribute to work-life balance. This means that EI skills and abilities development may
benefit a wide range of employees within an organization. Furthermore, as the ability to get
things done through people counts as a vital task for managers, it is quite possible that if
managers do not balance their intelligence quotient abilities with EI competencies such as
understanding and empathy, employees might feel insecure and unappreciated. Such feelings
in the workforce often result in seething dissatisfaction leading to absenteeism, passivity, lack
of productivity and attrition. (Simarjeet Makkar1, Sriparna Basu, 2017).
According to Simarjeet Makkar1, Sriparna Basu, 2017 ‘‘The Impact of Emotional Intelligence
on Workplace Behaviour: A Study of Bank Employees’’ The working environment affects the
EI of the individual and the team which may result in either positive, neutral or negative
behaviour which in turn exhibits the extent of the impact that may vary from different
employees. It is very important to know the degree or shades of this impact—whether the
level of the impact is high or low and what may be the scope for improvement.
Steve Langhorn, (2004),"How emotional intelligence can improve management performance"
conclude that: These findings indicate that the performance of the general managers appears
to depend on their ability to be aware of and understand their own emotions (indicated in the
emotional intelligence model as emotional self-awareness). In much of the literature on
emotional intelligence, the ability to understand one’s own emotions represents a critical
starting point in developing the skills of emotional intelligence. Also, the ability to maintain
good relationships with those around them (interpersonal relationships) is key in delivering
managerial performance. Furthermore, the general managers’ ability to identify with their
place of work, the team within the outlet, its role in the local community and possibly the
brand itself are important factors in delivering good performance. The emotional intelligence
model articulates this as social responsibility. There also may be indications here of the
importance of relating to the brand itself, and what it may stand for in the mind of the general
manager.
According to M Poskey (2007) An employee with high emotional intelligence can manage his
or her own impulses, communicate with others effectively, manage change well, solve
problems, and use humor to build rapport in tense situations. These employees also have
empathy, remain optimistic even in the face of adversity, and are gifted at educating and
persuading in a sales situation and resolving customer complaints in a customer service role.
This "clarity" in thinking and "composure" in stressful and chaotic situations is what separates
top performers from weak performers in the workplace.
M Poskey (2007) five emotional intelligence competencies that have an impact to workplace
achievement:
  Intuition & Empathy.
 Political Acumen & Social Skills.
 Self-Awareness
 Self-Regulation
 Self-Expectations & Motivation

H1 impact of AI on employee performance

Artificial intelligence (AI) is becoming an increasingly important part of business
management.
Recent research by Gallup Management Journal reveals that 29% of employees are actively
engaged, 54% are not engaged, and 17% are disengaged (Rao, 2017). In light of these issues
compounded by the introduction and integration of new technologies such as AI into the
workplace, focusing on best practices and tools that enable employees to bring a full range of
cognitive, emotional, and physical energies into their work roles is of critical importance
(Shuck, Adelson, & Reio, 2017).
Employee engagement is about motivation and passion. Employee motivation can be viewed
as the willingness of an employee to exert effort toward accomplishing his or her work.
Employee motivation is a primary driver of both individual and work group performance
(Chen & Kanfer, 2006).
For some employees, artificial intelligence facilitates repetitive and routine work. For
example, HR today, thanks to AI we have the E-HR. Online human resources (E-HR) have
had an impact in areas such as learning and, in particular, recruitment. 'Digital learning' has
made it possible to include online communities of practice, e-books, web-based documents,
the use of games and virtual reality, the exploitation of social media, and much more.
According to Hughes, C., Robert, L., Frady, K., Arroyos, A., (2019), "Artificial Intelligence,
Employee Engagement, Fairness, and Job Outcomes": artificial Intelligence is used to manage
employees through employee engagement. This occurs by motivating employees and
controlling their actions. However, issues of trust, perceived risk, and fairness play a vital role
in determining whether such systems will be effective at managing employees over the long
run. In addition, AI-driven systems must be easy to use and be viewed as useful if companies
hope to encourage their use.
CHAPTER IV: CONCLUSION

This study will integrate these two concepts and explores how emotional and artificial
intelligence influences employee retention and performance.
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