The Empirical Research On The Relationship Between Emotional Intelligence Of Insurance Marketing Personnel And Their Job Performance

Since Salovey and Mayer proposed the initial theory of emotional intelligence during the '90s, emotional intelligence has been a hot spot in psychology, education and management research (Wong and Law, 2004). At present, there are a lot of foreign researches on emotional intelligence, which mainly focus on the effects of emotional intelligence on the job performance, work stress and job burnout. There are some disputes about if emotional intelligence can significantly affect the job performance. Empirical researches on the relationship between job performance and emotional intelligence are very rare, as well as the study of a specific trade or occupation. Compared to other jobs, marketing and insurance has its peculiarities. There are higher requirements to insurance marketing personnel to identify feelings of others and emotional self-control, which are included in the contents of emotional intelligence. Therefore, this paper chooses insurance marketing personnel as research subjects, and takes a demonstration study on the relationship between emotional intelligence of insurance marketing personnel and the job performance, with a view to enhance the understanding of emotional intelligence in companies, which will help companies predict the work performance of marketing personnel, and bring the measurement tools of emotional intelligence into the recruitment and training system of marketing personnel.Based on a large number of literature, this study uses the four-dimensional definition of emotional intelligence proposed by Davies et al (1998) and the two-dimensional model of "task performance - the relationship performance " proposed by Borman and Modowidlo (1993) to establish a conceptual model of the relationship between emotional intellectual of marketing personnel and job performance. Based on this model, there are several assumptions: there is a significant positive correlation between emotional intelligence of insurance marketing personnel and their job performance; there is a significant positive correlation between emotional intelligence of insurance marketing personnel and task performance; there is a significant positive correlation between emotional intelligence of insurance marketing personnel and relationship performance; there is a significant difference of emotional intelligence and job performance of insurance marketers due to personal factors. In order to test these four assumptions, this study uses sampling method to send 60 questionnaires (a total of 300 copies) to People's Insurance Company, Ping An Insurance Company, Pacific Insurance Company, Taikang Life Insurance Company and Xinhua Life Insurance Company respectively in Changchun City, and recovers 52,47,46,48,42 questionnaires (a total of 235 copies) respectively, of which there are 182 valid questionnaires after the quality inspection, with questionnaire response rate of 77.4%. The reliability and validity testing of the scales used showed that the scales have a certain degree of reliability and validity, which can be used as a valid measurement. By using factor analysis, correlation analysis and regression analysis of emotional intelligence of insurance marketing personnel and their job performance, we can reach the following conclusions.1. There is no significant difference of emotional intelligence of insurance marketing personnel in gender, education, monthly income. But in terms of age and working time, with an older age or a longer working time, the level of emotional intelligence is relatively high.2. There is no significant difference of job performance of insurance marketing personnel in gender, education, monthly income. But in terms of working time and monthly income, with a longer working time or higher monthly income, the level of emotional intelligence is relatively high.3. The level of overall job performance of insurance marketing personnel is low, and the mean average of task performance is higher than relationship performance.4. There is a significant positive correlation between emotional intelligence of insurance marketing personnel and their job performance, that is, if the level of emotional intelligence is higher, the job performance of marketing personnel is relatively high.5. There is a significant positive correlation between various dimensions of emotional intelligence and job performance of insurance marketing personnel, that is, when self-assessment and expression of emotions, evaluation and identification of other people's feelings, emotional self-regulation and the ability of emotional self-motivation are higher, the job performance of insurance marketing staff is relatively high.6. There is a significant positive correlation between various dimensions of emotional intelligence and task performance of insurance marketing personnel, that is, when self-assessment and expression of emotions, evaluation and identification of other people's feelings, emotional self-regulation and the ability of emotional self-motivation are higher, the task performance of insurance marketing staff is relatively high.7. There is a significant positive correlation between the ability of emotional self-motivation and relationship performance, that is, when insurance marketing staff has a stronger ability to self-motivation, his relationship performance is relatively high.8. There is no significant positive correlation between self-assessment and expression of emotions, evaluation and identification of other people's feelings, emotional self-regulation and the relationship performance. Based on the above findings, there are following recommendations for the management practices of enterprises.First, enterprises should bring the study of emotional intelligence into recruitment system of marketing personnel. Marketing personnel of high emotional intelligence are more inclined to change their cognitive treatment of emotional events and emotional state from the bottom of their hearts and consider more for customers, which will undoubtedly enhance customer satisfaction, and bring good results to the performance of individuals and organizations. This conclusion provides a certain basis for the selection of marketing personnel. Therefore, this study suggests that companies should attach importance to study the level of emotional intelligence, establish and improve the selection system of marketing personnel. The recruitment of marketing personnel who have relatively high levels of emotional intelligence will thereby enhance the quality of personnel selection.Second, managers should pay attention to the current training of emotional intelligence for marketers. Raising the level of emotional intelligence can improve the job performance of marketing staff. Enterprise managers can design some emotional intelligence-related training courses to enable marketers to receive such regular and continuing training courses for some time. Through the study, marketers can increase the abilities of self-awareness and understandings of others, at the same time manage their emotions and learn to self-motivation.Third, managers should pay attention to the spirit incentives of marketing personnel. Marketing personnel with high emotional intelligence will want to be appreciated in order to bring their own emotional pleasure and better work. Therefore managers should pay attention to the spirit incentives of marketing personnel by encouraging and praising them in order to stimulate enthusiasm and increase their work efficiency.Fourth, managers should strive to improve the relationship performances of marketing staff. As marketing personnel often station abroad and face customers independently, a larger proportion of their actions are personal. So managers should raise organizational awareness of marketing personnel to improve the organizational climate while concerning about the emotional intelligence of marketing staff. If so, it can create an organizational culture of communication, coordination and understanding, with encouraging marketing staff to communicate and cooperate in order to improve the performance of their relationship, which is conducive to the stability and development of organizations.