Professional Development Program Proposal

1 Professional Development Program Proposal 1. Emotional Intelligence and Motivation Emotions are feelings that influence one’s attitudes and behavior, and ultimately determine one’s experiences. The concept of emotional intelligence was developed in 1990 by two psychologists Mayer and Salovey to explain the motivation and causes of certain human behavior. It refers to an individual’s ability to recognize, understand and organize emotional information, and in the process of managing themselves and their relationships. It comprises five aspects; being aware of self, being able to control oneself, motivation, ability to empathize with others and social skills. People who possess a high degree of emotional intelligence know how to manage their own emotions and those of the people around them.

Recognizing and acknowledging human emotion in the workplace is key to creating a motivating and satisfying work environment. Globalization has increased the complexity of interpersonal relationships in the workplace, therefore heightening the need for emotional intelligence.

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2 Emotional intelligence is a crucial element in employee motivation. An emotionally intelligent workforce is an indicator of the efficiency and competence of the organization.

Emotional intelligence determines the level of cooperation and teamwork among employees, how employees perceive their work, and their ability to drive themselves to achieve their personal and professional goals (Kahn, 2013). There are two types of motivation; intrinsic and extrinsic motivation. Extrinsic motivation is driven by external rewards such as salary increment, recognition, and promotions. Intrinsic motivation is inspired by internal rewards such as satisfaction and the desire to achieve one’s goals.

Intrinsic motivation is directly related to emotional intelligence. Emotional intelligence is similar to intrinsic motivation because it concentrates on building personal and professional competencies such as self-awareness, determination, and diligence.

The emotional intelligence building block that most effectively facilitates employee performance and job satisfaction in self-awareness. Self-awareness is essential because it provides the self-drive to achieve goals and competencies that enhance a person’s ability to successfully cope with the demands of their job. Emotional intelligence is a motivating factor because it helps employees focus on the attainment of their goals, thus perform their roles in their organization effectively with minimal supervision.

Positive and negative reinforcement are motivational strategies used by management to encourage positive behavior and deter negative behavior. An example of positive reinforcement is recognizing an employee for a job well-done, while an example of negative reinforcement is suspending an employee who has been involved in misconduct.

2. Emotional Intelligence and Social Skills and Decision Making

3 In today’s first paced and competitive business environment, organizations seek leaders who can make the best decisions out of a variety of alternatives, and also inspire the workforce to attain the objectives of the firm. The success or failure of a business is contigent on the quality of decisions that management makes from day to day. Decision-making ability is guided by the leaders' emotions, knowledge, and previous experience. Emotional intelligence is essential to leadership because it enables them to make decisions that are not influenced by the current state of their emotions or biases. According to Jawahar and Stone, leaders and managers who possess emotional intelligence are one of the prime indicators of the success of an organization (2015). A leader with a high EI quotient is able to influence how his followers think, act and make decisions. Leadership skills and emotional intelligence are intricately interlinked such that effective leadership can't exist devoid of well-developed emotional intelligence. Only an individual who is well attuned to their emotions can understand those of others. An emotionally intelligent person is self-motivated and works consistently towards the attainment of their goals.

Emotional intelligence facilitates effective decision making because, through it, a leader develops self-awareness to recognize whether they are in the right state of mind to make good decisions, thereby avoiding irrational or hasty decisions that may affect the organization negatively. Emotional intelligence also builds self-regulation, which is important because it creates the ability to eliminate biases and emotions in the process of making decisions. Self-awareness and self-regulation are the two elements of emotional intelligence that guide effective decision making. When work becomes challenging, external factors such as money may sometimes fail to motivate an employee, hence they must be intrinsically motivated to overcome the challenging situations. Motivation is an element of emotional

4 intelligence because, through it, individuals remain passionate and self-driven despite adverse prevailing situations.

Emotional intelligence is divided into intrapersonal skills and interpersonal skills.

Intrapersonal skills consist of three aspects, these are; self-awareness, self-regulation, and motivation. The interpersonal skills of emotional intelligence are divided into two; empathy and social skills. Empathy is the ability to understand other people's viewpoints and communicate appropriately. The level of development of a leader's social skills is greatly influenced by the other four areas of emotional intelligence, which are; empathy, motivation, self-awareness, and self-regulation. When a leader is effective in these four areas, it indicates that they have well-developed social skills (Bains, 2011). Having social skills refers to the ability to build a rapport with different people, understand others and interact smoothly.

Social skills are essential for organization leaders because it helps to create a work environment that is conducive for teamwork, and cohesion, thus promoting organizational success.

In emotional intelligence, social skills refer to one’s adeptness in controlling themselves and their emotions as well as those of others, which in turn, enables the leader to influence his subordinates positively. People who have well-developed social skills often have a greater ability to influence than those who have to resort to coercion and negative reinforcement methods. The key indicator of good social skills is the ability to communicate effectively, manage change, resolve conflict diplomatically, and influence subordinates (Luthans, & Youssef, 2013). Emotional intelligence enhances leaders' decision-making ability because it enables them to analyze different scenarios unbiasedly and negotiate rationally to arrive at the decision that is most optimal for the success of the organization.

5 Leaders can enhance their social and decision making skills by communicating clearly amongst themselves and to employees, listening to their subordinates’ opinions and feedback, empowering employees to participate in decision making and eliminating biases and emotion from the decision making process.

3. Effective Teams Effective teams form the crux of a successful organization. Companies that have a workforce that cannot work well together often struggle to achieve their objectives since there is a lower level of efficiency and productivity. Effective teams are organized, communicate well amongst themselves, understand the objectives of the business, and each member participates equally in achieving the goals.

There are five key steps to creating an environment that promotes teamwork. The first strategy is to encourage open and honest communication among the team and empowering them to freely participate in decision making. Effective teamwork is achieved when the workforce is allowed to take ownership of their duties and the overall outcome (Lussier, 2018). The second step is to clearly outline the goals of the organization and assign the team their individual and collective roles in achieving the goal. This is important because it creates synergy and enables the team to pull in the same direction. The third step in designing an effective team is to recruit individuals that have different levels of knowledge, skills, talents and work experience. Such a team allows team members to capitalize on each other’s strengths and fix each other’s weaknesses. The fourth step to creating an effective team is to evaluate its performance consistently. This will help to determine whether the team is functioning effectively and provides an opportunity to amend errors promptly.

4. Reward Systems

6 To motivate the desired behavior, Huawei should adopt a Pay-Per-Performance system where employees who demonstrate outstanding performance are awarded higher pay. To attract the best talent in the market and retain them, the firm should offer compensation packages that are above the industry average (Morden, 2017). In addition to competitive salaries, it is essential to offer other perks that will motivate employees such as comprehensive health insurance and free transport to work. It is also essential to reward employees by providing ample opportunities for career advancement within the organization.

Staff should also be coached and mentored to improve their skills.

Executive Summary Huawei is one of the largest companies in the world and controls a significant proportion of the mobile phone industry. As much as it can afford to recruit highly qualified candidates, it is also essential that it equips them with a satisfying work environment. The organization's motivation strategy is crucial in the modern fast-paced business environment because it determines the efficiency and productivity of employees, hence the performance of the organization. The motivation level of a company's workforce is driven by factors such as the emotional intelligence of the leaders and employees, the ability to make proper decisions, teamwork and reward systems.

7 References Bains, G. (2011). Meaning Inc: The blueprint for business success in the 21st century. Profile Books.

Jawahar, I. M., & Stone, T. H. (2015). Do career satisfaction and support mediate the effects of justice on organizational citizenship behaviour and counterproductive work behaviour? Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration, 34(3), 215-228. doi:10.1002/cjas.1350 Luthans, F., & Youssef, C. M. (2013). Emerging Positive Organizational Behavior. Journal of Management, 33(3), 321-349. doi:10.1177/0149206307300814 Kahn (2013). Global Brand Power: Leveraging Branding for Long-Term Growth. Wharton Digital Press Lussier, R. N. (2018). Management Fundamentals: Concepts, applications, and skill development. Thousand Oaks, CA: SAGE Publications.

Morden, T. (2017). Principles of strategic management. New York: Routledge