Role of cognitive, emotional and social intelligence on work engagement and job performance among commercial bank employees in Malaysia

In the contemporary financial landscape of Malaysia, intense competition prevails among financial institutions, particularly banks. Within banking industry, the roles of service counter employees are irrefutable. However, with the rapid changes in technologies, service counter employees may struggle to adapt to the new tools and systems, requiring additional training and support. Meanwhile, the increased expectations for productivity and performance amidst the transformation may create additional pressure and stress for them. On the other hand, existing studies often focus on individual intelligence types, neglecting the potential synergies and interactions between them and may lack practical implications for implementing strategies that leverage the identified relationships for the benefit of service counter employees. Thus, the aim of this research is to investigate the relationships of cognitive, emotional and social intelligence towards service counter employee’s work engagement and job performance through moderation role of self-efficacy in Malaysian commercial banks. SPSS and Smart-PLS were applied to answer research questions. The results generated the significance role of service counter employees’ cognitive, emotional and social intelligence on work engagement and job performance through the moderator role of self-efficacy. Moreover, the study found that cognitive intelligence plays a significant role in moderating the relationship between emotional and social intelligence towards job performance. Despite the limitations that this research has faced, such as limited sample size, variables, and focusing on specific regions, through integrating theoretical frameworks with practical implications, contributes significantly to provide valuable insights for organizations and HR departments in banking industry to develop targeted strategies for improving the cognitive, emotional, and social intelligence of service counter employees, through training and development programs, with the aim of enhancing work engagement and job performance. It also benefits service counter employees, customers, and the broader academic community by offering insights that can inform strategies, interventions, and further research.

Text 125163 - Full Text.pdf Download (6MB) Text SPE 2023 13 - Declaration Form.pdf Restricted to Repository staff only Download (574kB) Text SPE 2023 13 - Full Text.pdf Restricted to Repository staff only Download (6MB) Official URL or Download Paper: http://ethesis.upm.edu.my/id/eprint/18822

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