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.

1
 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.

2
 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.

3
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

4
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

5
• 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

6
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

7
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] .

8
• 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

9
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

10
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

11
 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.

12
 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
th
by the followers of the 19 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

13
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
th
August 14 , 1934, he bought the shares of his partner
Clarke and became the exclusive owner of his business.
That was just the BEGINNING…..

14
 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,

Gurgaon, Chennai, Bhubaneshwar, Cochin, Agra, Jaipur

and Udaipur. The Oberoi Group also operates Trident

15
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.’

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
16
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.

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
17
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.

NEED FOR THE STUDY:

18
 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.

OBJECTIVES
19
 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.

METHODOLOGY

The research process consists of series of

actions that are necessary for effectively carrying out

20
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.

Alternate Hypothesis:

The employees of Trident Chennai are not

emotionally strong and need to be strongly counseled to
control their emotions in various situations.

21
• 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.

• Arriving at a sample size : A sample size of 100

has been taken for conducting the study.

22
 • 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.

 Analysis and Interpretation:

The analysis on the emotional

capability of the respondents was done based on the

23
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

transformed into documents and the same has to be

corroborated upon by the hotel authorities. Since this

24
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.

• Data Availability Constraint:

25
 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.

REVIEW OF LITERATURE:

26
 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

also will refer to some of the research linking

emotional intelligence with important work-related
outcomes such as individual performance and
organizational productivity.

27
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.

The term encompasses the following five

characteristics and abilities:

28
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:

Confidence
Curiosity
Intentionality
Self-control
29
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
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.

30
 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.

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.

31
 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

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

32
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.

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.

33
 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.

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
34
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

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.
35
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,
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).

36
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
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

37
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
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
38
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
“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).

39
 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
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)

40
 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
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."

41
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

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.

42
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.

43
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

Inference:

The above table indicated that out of the 50

respondents 46% are females and 54% are males.

44
Inference:

From the above pie chart it is deduced that 46%

of the respondents are females while 54% of the
respondents are male.

45
Designation profile of
Respondents

Table 3 indicates the designation profiles of the

candidates.

Designation No. of Percentage

status People

Manager 8 16

Supervisor 12 24

Assistant 14 28

Less than 16 32
Assistants

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.

46
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.

47
 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.

ACTUAL VALUES:

EFFECT MALE FEMALE TOTAL

PANIC 31 19 50

LOGICAL 23 27 50

TOTAL 54 46 100

EXPECTED VALUES

48
EFFECT MALE FEMALE

PANIC 27 23

LOGICAL 27 23

2
(0-E) (0- (O-E) /E
E) 2

4 16 0.516

-4 16 0.842

-4 16 0.69

4 16 0.59

TOTAL 2.646

CRITICAL VALUE: 3.841

X2
Inference : Since the tabulated value of 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.
49
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:

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

2
(0-E) (0- (O-E) /E
E) 2

2.5 6.25 0.416

-2.5 6.25 0.625

-2.5 6.25 0.17

2.5 6.25 0.15

50
 TOTAL 1.367

2 :
Critical value of X 3.84

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

51
 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

2
(0-E) (0- (O-E) /E
E) 2

-2.5 6.25 0.156

2.5 6.25 0.138

2.5 6.25 0.625

-2.5 6.25 1.25

TOTAL 2.169

2
Critical Value of X for 1 degree of freedom at 5% level
of significance : 3.84
52
 2
Inference : Since the calculated value of X 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.

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.

53
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 Stron Agr Neithe Dis Stron To

tions gly ee r agr gly tal
agree (3) agree / ee Disag
(4) Disagr (1) ree
ee (2) (0)

9 4 20 11 8 7 50

10 12 4 14 10 10 50

11 9 5 8 9 19 50

12 9 14 27 50

13 11 8 14 6 11 50

16 14 7 29 50

54
17 9 7 8 4 22 50

EX EX 2 MEAN

106 296 2.12

98 294 2.68

76 230 1.52

64 200 1.44

102 310 1.16

99 281 1.98

77 243 1.54

Variation Between Attributes

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

2 2 2 2
=106 /50 + 98 /50 +… 77 / 50 – 622 /50

=31.54

55
Variation among Attributes

EX 2 – T 2 /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

Source of Sum of D.f Mean F- Value

Variation Squares Square

Between 31.54 7-1 5.25 5.25/2.18

attributes =6 = 2.408

Among 748.62 35-5 2.18

attributes =30

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:

56
 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.

 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

57
 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 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
58
 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
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
59
 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
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
60
of TRIDENT, Chennai are emotionally strong and are
able to channelize their emotions to be the best at their
work.

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

61
TRIDENT History and operations

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

62
 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.

63
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?

• 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.

64
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.
• 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.

65
12.I SOMETIMES FEEL STRONG, CAPABLE & CONFIDENT.

• REGULARLY
• OFTEN
• 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.

66
 17. THE AMOUNT OF PRESSURE & STRESS ON MY JOB IS REASONABLE
& RARELY EXCESSIVE.

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

COMMENTS:

------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
---------------------------------------------

67