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Emotional Intelligence
Emotional Intelligence
Emotions are reactions to an object, not a trait. They are object specific.
For example, you show your emotions when you are happy about something,
angry at someone, afraid of something moods, on the other hand, are not
directed at an object. Emotions can turn into moods when you lose focus
on the contextual object.
The term Emotional Intelligence (EI) was used by Peter solve of Yale
University and John Mayer of New Hampshire University for the first time
to involve a set of personal and social abilities of an individual.
Emotional intelligence is the ability to command respect by building
relationship or the ability to get along with the people and situations.
Individual Responsibility
Increased autonomy and self-determination in questions of professional development
Employability
Focus on continuous development and professional agility rather than specific activity
Central Objectives in Sustainable HRM
Contributing to achievement of economic objectives
Promoting individual responsibility
Ensuring adequate pay and promoting employee health
Enhancing employability
Major Instrument of Sustainable HRM
Recruitment: requirement & job profiles; labour market research
Deployment: health management; staff composition; advanced working-time
management
Development: encouraging continuous education; career planning;
promoting individual responsibility & participation
HR marketing: image analysis & improvement
Retention: sophisticated incentive systems
Disemployment: exit interviews; outplacement
Management & Leadership: participative management styles; MBO;
assessment of superiors
Paradox
According to Oxford Dictionary a paradox is a statement or tenet contrary to
received opinion or expectation; often with the implication that it is marvelous
or incredible
Paradox is the simultaneous existence of two inconsistent states, such as,
between innovation and efficiency, collaboration and competition, or new and
old.
A paradox is an idea involving two opposing thoughts or propositions which,
however, contradictory, are equally necessary to convey a more imposing,
illuminating, life-related or provocative insight into truths than either factor can
muster in its own right.
What the mind seemingly cannot think it must think; what reason is reluctant to
express it must express.
Keys of Paradox theory
The first key paradox addresses the problem that organizations need to
deploy employees efficiently and effectively to reach organizational objectives
and to remain competitive.
The second key paradox addresses the individual employee level and the
ability of employees to perform, regenerate and develop themselves.
The third paradox is short &long-term paradox: HR practitioners find
themselves faced with contradictory demands between short-termed profit
making (e.g. labour-cost pressure) on the one hand and long-term
organisational viability on the other.
Applications
Four reasons have been identified for corporate failures of successful
companies:
(1) excessive and fast growth (sales growth, large number of acquisitions,
intensive investment in growth areas),
(2) uncontrolled change (endless restructuring, loss of corporate identity),
(3) autocratic leadership (powerful, overly ambitious CEOs, blind faith in
them, weak boards), and
(4) an excessive success culture (strong competition between employees, high
degree of employee stress, poor communication).
To avoid failure, companies should pursue:
Sustainable growth (limited growth at a firm specific optimum rate),
Stable change (both stability and change),
Shared power (a healthy balance between CEO and board powers, and
A healthy organizational culture with both trust and competition, i.e. an
overall balanced approach.
Paauwes Model
Paauwes model also integrates the duality between what he calls relational
rationality and economic Rationality.