Abstract:
This study is on the “Impact of Emotional Intelligence on the Productivity of Petroleum Firms in Nigeria”. Specifically, the study sought to pursue the following objectives, to: (1) determine how Emotional Intelligence influences employees’ behaviour at work, (2) determine the extent to which Emotional Intelligence affects organizational productivity, (3) identify the importance of Emotional Intelligence interpersonal competencies on organizational resource acquisition and (4) ascertain the nature of relationship between Emotional Intelligence social skills competency and strategic constituencies satisfaction. In line with the above objectives, four hypotheses were formulated to act as guide to the study. The four hypotheses were tested at 5% level of significance. The Linear Regression was used for hypotheses 1 and 2, Chi-square for hypothesis 3 and Pearson’s Product Moment Correlation Coefficient for hypothesis 4. A computer aided SPSS was used to aid the analyses. The study was carried out using inductive design. The population of the study is 11,600, with a sample size of 637 determined using the Freund and Williams’ Method. The Simple Random Sampling (SRS) technique was used to determine the sample points. The sample size was distributed in line with the Zigmund method. Data were generated using both primary and secondary sources. Data were presented in tables and analysed using sample mean and sample standard deviation. From the analyses, it was discovered that Emotional Intelligence influences employees’ behaviour at work positively, affected organizational productivity positively, influences harmonious organizational resource acquisition and has a very positive relationship with strategic constituencies satisfaction. From the foregoing, therefore, recommendations were made among which include that; (1) Managers of the Petroleum firms in Nigeria should develop transformational leadership among their workforce. (2) Managers should create effective relationship management. (3) Managers should endeavour to develop interdependence among their organizational teams, front line managers and individuals. (4) Managers should always act as catalysts to their workforce.
