Does Emotional Intelligence Influence Employee Engagement in Ghanaian Public Organisations?

Does Emotional Intelligence Influence Employee Engagement in Ghanaian Public Organisations?

*¹Dr. Nicholas Ashley (PhD)., ²Jennifer Siaw., ¹Dr. Lawrence Abiwu (PhD)., ³Richard Kwame Nimako

¹College of Law and Management, University of KwaZulu-Natal, Durban, South Africa

²Achimota Hospital, Ghana

³School of Business, Presbyterian University, Ghana

*Corresponding author

DOI: https://dx.doi.org/10.47772/IJRISS.2025.914MG00102

Received: 22 May 2025; Accepted: 27 May 2025; Published: 02 July 2025

ABSTRACT

Over the years, many organisations in Ghana have been grappling with challenges related to employee engagement and emotional intelligence. Nonetheless, their influence on productivity in the workplace and the overall satisfaction of most Ghanaian employees is huge, yet a great number find it difficult to engage effectively as well as have problems managing emotions. The aim of this paper is to critically examine whether emotional intelligence improves employee engagement in public organisations in the Eastern Region of Ghana. A quantitative method was used to gather data from 118 employees. The questionnaires were statistically validated using exploratory factor analysis and Cronbach’s alpha coefficient. Furthermore, descriptive and inferential statistics were employed to explain the data. The findings revealed a low level of emotional intelligence and engagement among the employees. This study concludes that there is a significant statistical relationship between emotional intelligence and employee engagement in public organisations in Ghana. The results demonstrate a significant association between emotional intelligence dimensions and dimensions of employee engagement. In relation to regression, vigour and dedication consistently show significant relationships with emotional intelligence dimensions, whereas absorption shows mixed results, being significant in some models but not others.

Keywords: Absorption, emotional intelligence, employee engagement, public organisation, use of emotions, Ghana

INTRODUCTION

Recently, there has been a lot of discussion in business and academic settings about the construct of emotional intelligence (EI) and employee engagement (EE) (Frymoyer, 2022; Ng et al., 2023). Despite these debates, research has demonstrated that EI and EE plays a crucial part in organisational effectiveness. These two variables affecting employee performance are skills and desire to improve (Perera & Wijewardene, 2021). Employees are essential to achieving organisational goals and driving growth in every organisation (Asbari, 2019). Employees are now urged to put in more effort at work physically, psychologically, and emotionally to provide exceptional results (Keating & Heslin, 2015). The shift in focus from physical to psychological and emotional aspects requires organisations to foster a culture of well-being that encourages employees to develop and thrive, both professionally and personally (Keating & Heslin, 2015). Furthermore, it is suggested that organisations provide employees with adequate resources to ensure that they can pursue their goals.

The emergence of healthy organisational psychology has given rise to constructs like employee performance and well-being among employees like employment engagement (Di Fabio, 2017) The shift toward a more holistic approach to understanding employee behaviour and well-being has led to a greater emphasis on the significance of creating a optimistic work environment. These interventions are designed to improve the overall work environment, resulting in better employee performance and well-being. EE is defined as an employee’s absorption, dedication, and vigour when they focus on their job (Schaufeli et al., 2002). Studies indicate that increased EE contributes to both improved performance (Yongxing et al., 2017) and greater psychological well-being among employees (Shuck & Reio, 2014).

Salovey and Mayer (1990) assert that the ability to recognise, comprehend, and control one’s emotions as well as those of others is known as EI. However, note that individuals experience emotions differently. These emotions, depending on the present situation, can be advantageous and negative. EI helps individuals to better understand their motivations and behaviours and make better decisions (Alzoubi & Aziz, 2021). EI is becoming increasingly vital for the growth of employees and firms because it enhances communication, fosters collaboration, and improves conflict resolution, leading to a more productive and harmonious workplace (Zhang et al., 2015). This approach offers a novel approach to identifying and assessing an employee’s behaviour, management style, attitudes, social abilities, and potential (Mananta, 2015). Studies have also demonstrated that EI as a trait can be attributed to engagement at work because highly engaged workers are more likely to display affective qualities (Jackson, 2014).

There are a few empirical studies conducted in the Ghanaian public sector, despite increased interest in EI and EE (Obuobisa-Darko et al., 2023). In response to these discoveries, this study aimed to shed more light on the extent to which EI influences EE in Ghanaian public sector organisations. By systematically examining the relationship between EI and EE, the study sought to offer practical insight into enhancing workplace dynamics, employee motivation, and organisational performance in the Ghanaian public sector. This study aims to attain the following objectives:

To assess public sector employees’ EI level.

To investigate public sector employees’ EE level.

To examine the relationship between EI and EE.

To examine the intercorrelation between the dimensions of EI (self-emotion appraisal, others’ emotional appraisal, regulations of emotions, use of emotions) and dimensions of EE (vigour, absorption, dedication).

LITERATURE REVIEW

Concept of emotional intelligence

In the 1990s, Salovey and Mayer presented the idea of EI, which was later popularized by Daniel Goleman (Dhani & Sharma, 2016). EI, sometimes abbreviated as EQ, is a collection of abilities that affect how individuals see and express themselves. Over the past decade, the area of study has given EI considerable attention. Some scholars (Goleman, 2020; Issah, 2018) have conducted extensive research on EI and reported their findings in popular articles and magazines about the work that has been done in this area. The ability to control and discern between one’s own emotions and those of others, as well as to utilise this understanding to guide one’s behaviour and mental processes, is known as EI (Poornima & Sijatha, 2020). According to MacCann et al. (2019), the ability to acclimatize to common life pressures in a well-informed, accessible, and supportive manner is referred to as having EI, which is viewed as a set of essential abilities for understanding, processing, and regulating emotions.

In the workplace, EI is crucial. This helps us recognise our emotions and those of others. It also helps in building strong relationships, managing stress, and making better decisions. However, Elfenbein and MacCann (2017) provided an alternative definition of EI as “the ability to recognise and control emotions within oneself as well as others”. Furthermore, EI involves the ability to effectively manage and regulate emotions in various situations (Wijayati et al., 2020). EI enhances communication by empowering individuals to listen attentively, interpret nonverbal cues, and adapt their communication style to different audiences (Raeissi et al., 2023). Mohamad and Jais (2017) maintain that EI has the capacity to rationalize emotions to improve cognitive functions. This includes exact emotional perception, the capacity to feel and generate emotions to facilitate thought, comprehension of emotions and emotional knowledge, and thoughtful management of emotions to advance emotional and cognitive growth.

Numerous studies demonstrate that in, addition to excellent professional training, a keen analytical mind, and a variety of creative personal skills, EI is a necessary prerequisite for good leadership (Gómez-Leal et al., 2022; Li et al., 2016; Reshetnikov et al., 2020). In addition, every work requires decisions, frequently under difficult circumstances. EI contributes to more effective decision-making and problem-solving abilities among individuals. In addition to controlling their own emotions, emotionally savvy people avoid making snap judgments or biased choices (Zaki et al., 2018). EI allows individuals to anticipate how their decisions and actions will emotionally affect both themselves and others (Hawthorne & Chikeleze, 2022). Emotionally intelligent people are more capable of considering various options and of the possible consequences of their choices.

Dimensions of emotional intelligence

According to Santos et al. (2018), EI consists of four dimensions as depicted in Figure 1 below.

Figure 1: Dimensions of emotional intelligence

Source: Adopted from Wong and Law (2002)

Self-emotion appraisal (SEA): The capacity to comprehend and articulate an individual’s deepest emotions is defined by self-emotion appraisal (Rhodes, 2018). According to Cho et al. (2015), emotionally skilled individuals can easily recognise and precisely interpret emotions. They can also control their sentiments more effectively, leading to increased EI and enhanced performance. Additionally, they are better able to empathize with others and navigate difficult social situations.

Others’ emotional appraisal (OEA): According to Pekaar et al. (2017), those who are skilled in emotional appraisal have a higher capacity to understand and recognise the emotions of those around them. This included evaluating emotions and showing gratitude to others.

Regulations of emotions (ROE): The capacity to manage and control individual’s emotions is known as emotional regulation, and it enables an individual to recover from psychological discomfort more quickly (Zaki, 2020). Furthermore, people with better emotional regulation are less likely to become angry (Fischer & Manstead, 2016).

Use of emotions (UOE): Wilderom et al. (2015) mentioned that the skill to use emotions to improve performance is referred to as the “use of emotion to enable performance.” According to Pekaar et al. (2017), those who are highly skilled in this area of EI can continuously inspire themselves to reach new heights in performance and control their emotions in ways that produce favourable results.

The concept of employee engagement 

The concept of EE is thought to be unidimensional and is used to evaluate how much a worker has invested in their job. EE is a critical component of organisations’ efforts to provide their workers with a sense of worth and appreciation. The degree to which workers are invested mentally, emotionally, and physically in their positions within an organisation is known as EE, according to Lee (2015). EE, according to Cesario and Chambel (2017), is the favourable attitude that workers have toward their firms and their values. The engagement of employees has been divided into three categories by Khodakarami and Dirani (2020): engaged, not engaged, and disengaged. High levels of vigour and passion are demonstrated by engaged workers, who are more likely to innovate for the good of their firms (Ho & Astakhova, 2018). Bakker et al. (2015) proposed that employees must have the required job resources to manage the demands of their employment efficiently. Disengaged employees have unfavourable opinions about their workplace, whilst not-engaged workers are described as apathetic or uninterested in their firms (Martin, 2020). Employee disengagement may have an adverse influence on an organisation’s performance by causing apathy and a lack of desire in their work. According to Simran et al. (2021), engaged workers are committed to their work and have good views about their environment and culture. By encouraging an emotional bond with the company, EE lowers employee turnover. Moreover, engagement creates emotional ties between businesses and their clients, which increases staff loyalty (Madan, 2017).

Sun and Bunchapattanasakda (2019) posit that there is a considerable link between EE and performance. Engaged employees are therefore likely to be content with their working conditions and less inclined to change jobs or resign from their current jobs. Thus, EE is a crucial factor that influences an employee’s self-realisation in relation to their work and is making it a significant idea that requires more study and development. Engagement initiatives, according to Oswald et al. (2015), may increase employee happiness, which may lead to improved production at both individual and organisational levels.

Moreover, engagement creates emotional ties between businesses and their clients, which increases staff loyalty (Madan, 2017). In addition, De-la-Calle-Duran and Rodriguez-Sanchez (2021) maintain that EE encourages employees toward the organisation’s values. According to Shanafelt and Noseworthy (2017), motivated workers accomplish goals and perform plans while performing their duties. Employees who are emotionally invested in their organisation and who are align with its goals and strategy have benefits that enhance their overall well-being.

Dimensions of employee engagement

Shekari (2015) states that there are three sub-dimensions into which EE may be divided:

Figure 2: Dimensions of employee engagement

Source: Adopted from Schaufeli et al. (2002)

Vigour- High levels of vitality and psychological flexibility are traits of vigour (de Vries et al., 2022). This alludes to an employee’s willingness to put forth effort at work and persevere despite difficulties.

Absorption– According to Hakeem and Gulzar (2015), absorption denotes a condition of total attention and strong interest in one’s job, when time fly by and disengagement from work becomes difficult.

Dedication- Heyns and Boikanyo (2019) noted that dedication is characterised by the experience of being inspired, motivated, and devoted as well as a sense of importance to an individual’s work.

Empirical studies on EI and EE  

The relationship between EI and EE is not well understood, however, contemporary studies have demonstrated the significance of EI for both employees and leaders (Barreiro & Treglown, 2020; Drigas & Papoutsi, 2019). It is critical to determine whether EI influences EE to provide insightful policy suggestions to organisations and workers. The dimensions of EI also have a positive effect on EE (Barreiro & Treglown, 2020). According to Restubog et al. (2020), workers can manage their emotions even despite uncertainty, turmoil, and other difficulties. In addition, studies by Tjiabrata et al. (2021), Karamustafa and Kunday (2018) and Sari and Yulita (2018) concluded in their study that there is a weak link between EI and EE. However, a strong and positive correlation between EI and EE in a study by Nurjanah and Indawati (2021). Engaged employees tend to be more motivated and perform better than other employees (Karamustafa & Kunday, 2018).

Conceptual framework

A conceptual framework graphically presented, below explains the relationship between EI and EE as well as the relationship between the dimensions of EI and dimensions of EE, as shown in Figure 3, for easy and comprehensive understanding.

Figure 3: Conceptual framework of the study

Source: Adapted from Milhem et al. (2024)

Hypothesis of the study

 H₁: There is a significant relationship between EI and EE.

H₂: There is a significant intercorrelation between the dimensions of EI (SEA, OEA, ROE, UOE) and the dimensions of EE (Vigour, Absorption, Dedication).

METHODOLOGY

Research approach

In this study, a cross-sectional approach was used to collect data and analyse data from participants in the participating organisation. A quantitative methodology was used in the study. A combination of inferential and descriptive statistics was used to assess quantitative data.

Population and sample size

The population of the study included the public sector workforce in Abetifi, in the Eastern Region of Ghana. Approximately 170 employees comprised the study population. According to the population-to-sample size by Sekaran and Bougie (2016), 118 participants were sufficient for the investigation. This study adopted a simple random sampling. The majority of participants in the public organisation were between the ages of 18-25 (43.2%), with 54.2% of them being female, 44.9% having a degree and 55.1% being single.

Measuring instruments

In order to measure EI, the study used the Wong and Law EI Scale (WLEIS) which was established by Wong and Law (2002), which includes sixteen (16) items on a 5-point Likert scale. There were four (4) survey items in each sub-dimension. When measuring EI, questions were placed under each sub-dimension of EI (SEA, OEA, ROE, UOE). The WLEIS was selected as the survey instrument because it is reliable and valid for assessing EI (Wong and Law, 2002). Furthermore, EE in this study was measured using a revised version of the Utrecht Work Engagement Scale (UWES) by Schaufeli et al. (2006) with a 5-point scale. There were a total of seventeen (17) items for evaluating EE: six (6) questions each for vigour and absorption as well as five (5) for dedication. According to Shuck (2011), the UWES is now the most commonly used survey for assessing EE, hence it was selected for this study. Table 1 displays the reliability scores of the measuring instruments.

Table 1: Reliability

As depicted in Table 1, the internal consistency of the WLEIS scale in this study was evaluated for each dimension: SEA = 0.64, OEA = 0.67,  UOE = 0.70 and ROE = 0.54. Overall, the EI had a high reliability of 0.72. This indicates a high level of internal consistency, suggesting that the items collectively provide a reliable and trustworthy measure of EI (Pyrczak and TcherniBuzzeo, 2019). Furthermore, Table 1 depicts the internal consistency of the UWES scale in this study was assessed for each dimension: vigour = 0.77, absorption = 0.68, and dedication = 0.70. The overall reliability for EE was high at 0.81. The items collectively provide a reliable measure of EE, as evidenced by the high degree of internal consistency they exhibit indicating that the questionnaires were credible and trustworthy (Pyrczak and TcherniBuzzeo, 2019).

Also, Kaiser-Meyer-Olkin Measure (KMO) and Bartlett’s test were employed to assess sample adequacy. KMO values range from 0 to 1 (1 = perfect fit), with thresholds as follows: ≥ 0.90 (excellent), ≥ 0.80 (good), ≥ 0.70 (adequate), ≥ 0.60 (moderate), ≥ 0.50 (poor), and < 0.50 (unacceptable) (Abiwu & Martins, 2024).

Table 2: KMO and Bartlett’s test

Table 2, after analysing the data, it was determined that the Kaiser-Meyer-Olkin Measure of Sampling Adequacy (0.679) is adequate, and Bartlett’s Test of Sphericity (105; 0.000) measures of EI were appropriate and significant. Only factor loadings of > 0.4 were considered significant. Furthermore, it was determined that the Kaiser-Meyer-Olkin Measure of Sampling Adequacy (0.599) was moderate and Bartlett’s Test of Sphericity (136; 0.000) measures of EE were appropriate and significant. Only factor loadings > 0.4 were considered significant.

Table 3: Validity

Four factors were extracted from Table 3. These are categorized as follows: OEA (Factor 1), SEA (Factor 2), UOE (Factor 3) and ROE (Factor 4). Hence, each factor could be labelled likewise. Additionally, Table 4 depicts that three factors were extracted in relation to EE. These are labelled as follows: Vigour (Factor 1), Dedication (Factor 2) and Absorption (Factor 3). Hence, each factor could be labelled likewise.

RESULTS

Descriptive Statistics

This study aims to assess the level of EI (SEA, OEA, ROE, UOE) and EE (vigour, absorption, dedication) among public sector employees.

Table 4: Descriptive Statistics of EI and EE

Table 4 reveals that public sector employees perceive relatively lower levels of overall EE (Mean = 1.914) than overall EI (Mean = 1.996). This indicates a relatively lower level of employee engagement compared to EI. After conducting a more thorough investigation of the engagement dimensions, it is clear that workers exhibit the highest levels of absorption (Mean = 2.227), followed by vigour (Mean = 1.826) and dedication (Mean = 1.644). In terms of EI, employees in the public sector exhibit the uppermost level of UOE (Mean = 2.282), followed by OEA (Mean = 2.076), ROE (Mean = 1.973) and SEA (Mean = 1.655).

Hypothesis 1

Table 5: Pearson Correlation

**. Correlation is significant at the 0.01 level (2-tailed).

As presented in Table 5, there is a direct relationship between EI and EE. This indicates that EE tends to rise together with EI; however, the strength of this relationship is moderate. Therefore, hypothesis 1 may be accepted.

Hypothesis 2

Table 6: Intercorrelation between the dimensions of EI and dimensions of EE

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

Table 6 displays significant but weak relationships among SEA and vigour as well as dedication correspondingly, at the 5% significance level. Therefore, the alternate hypothesis is accepted and the null hypothesis is rejected. The result indicates that SEA does indeed impact vigour and dedication. Additionally, the weak strength of these relationships implies that while SEA contributes to vigour and dedication, other factors are probably at play that also significantly influence these dimensions. However, there is no significant relationship between SEA and absorption. Therefore, the null hypothesis is accepted and the alternate hypothesis is rejected. This finding indicates that SEA does not have a statistically significant impact on absorption.

Additionally, there is a significant but weak relationship between OEA and dedication at the 5% significance level. Furthermore, the study found significant but weak relationships between OEA and vigour as well as absorption respectively, at the 1% significance level. Hence, the alternate hypothesis is accepted and the null hypothesis is rejected. These findings indicate that OEA plays a role in influencing engagement, particularly in terms of vigour and dedication. The weak strength of these relationships infers that while OEA has a measurable impact, it is likely one of many factors contributing to these dimensions of engagement.

There was a significant but weak relationship among ROE and both vigour and dedication at the 1% significance level. Therefore, the alternate hypothesis is accepted, and the null hypothesis is rejected. This indicates that although ROE can influence how energized (vigour) and dedicated employees feel, it is likely not the primary driver of these engagement dimensions. However, there is no significant relationship between ROE and absorption. Hence, the null hypothesis is accepted and the alternate hypothesis is rejected.

There was a significant relationship among UOE and vigour as well as absorption respectively, at the 1% significance level. Hence, the alternate hypothesis is accepted and the null hypothesis is rejected. However, the study further found that there is no significant relationship between UOE and dedication. Hence, the null hypothesis is accepted and the alternate hypothesis is rejected. This finding depicts that an increase in UOE will not correspondingly increase dedication. Therefore, hypothesis 2 may be partially accepted because there are both significant and non-significant relationships between some dimensions.

A regression analysis was computed to regulate the link between the dependent (emotional intelligence – SEA, OEA, ROE and UOE) and independent variables (employee engagement – vigour, dedication and absorption) measured in the study as presented in Table 7.

Table 7: Regression analysis

In model 1, emotional intelligence was regressed in terms the dimensions of employee engagement. The mode showed an R-squared value of 0.221 and an adjusted R-squared value of 0.200. This implies that the mode (EI) predicts 22.1% of the variations in the dimensions of EE. The results are significant at 1% (p < 0.01), indicating a significant relationship between EI and dimensions of EE. The beta (β) and the corresponding p-values for vigour (β = 0.351, t = 3.849, p ˂ 0.001), dedication (β = 0.224, t = 2.667, p ˂ 0.001) and absorption (β = 0.057, t = 0.627, p > 0.001), respectively, indicated that only vigour and dedication made a sturdy impact to the model. Thus, EI has a significant positive relationship with vigour and dedication, except absorption. Hence, hypothesis 2 could be accepted.

In model 2, self-emotion appraisal was regressed with the dimensions of EE. The model had an R-squared value of 0.097 and an adjusted R-squared value of 0.73. This means that self-emotion appraisal predicts 7.3% of the variations in the dimensions of EE. This is significant at 1% (p < 0.01), implying a significant relationship between self-emotion appraisal and dimensions of EE. The beta (β) and the corresponding p-values for vigour (β = 0. 245, t = 2.497, p ˂ 0.005), dedication (β = 0.189, t = 2.094, p ˂ 0.010) and absorption (β = -0.133, t = -1.367, p > 0.001), respectively, suggested that only vigour and dedication made a strong contribution to the model. Thus, among the dimensions of EE, only vigour and dedication made a sturdy impact to the model. The results implied that self-emotion appraisal had a positive relationship with vigour and dedication, except absorption.  Therefore, hypothesis 2 could be accepted.

Also, in model 3, others’ emotional appraisal was regressed with the dimensions of EE. The model had an R-squared value of 0.168 and an adjusted R-squared value of 0.146. The results imply that others’ emotional appraisal predicts 14.6% of the variations in the dimensions of EE. This is significant at 1% (p < 0.01), suggesting a significant relationship between others’ emotional appraisal and dimensions of EE.  The beta (β) and the corresponding p-values for vigour (β = 0. 356, t = 3.774, p ˂ 0.001), dedication (β = 0.156, t = 1.802, p ˂ 0.010) and absorption (β = -0.003, t = -0.028, p > 0.001), respectively, indicated that only vigour and dedication made a sturdy impact to the model. Thus, others’ emotional appraisal has a significant positive relationship with vigour and dedication, except absorption.  Given this, hypothesis 2 may be accepted.

In model 4, regulations of emotions were regression with the dimensions of EE. The model shows an R-squared value of 0.173 and an adjusted R-squared value of 0.151. The results indicated that regulations of emotions predict 15.1% of the variations in the dimensions of EE. This is also significant at 1% (p < 0.01), indicating a significant relationship between regulations of emotions and dimensions of EE. The beta (β) and the corresponding p-values for vigour (β = 0.096, t = 1.019, p > 0.001), dedication (β = -0.008, t = -0.088, p > 0.001) and absorption (β = 0.369, t = 3.954, p < 0.001), respectively, indicated that only absorption made a strong contribution to the model. Thus, regulations of emotions have a significant relationship only with absorption. Hence, hypothesis 2 could be partially accepted.

In model 5, use of emotions was regressed in the dimensions of EE. The results indicated an R-squared value of 0.177 and an adjusted R-squared value of 0.155. This means that use of emotions predicted 15.5% of the variations in the dimensions of EE. This is significant at 1% (p < 0.01), inferring a significant relationship between use of emotions and dimensions of EE. The beta (β) and the corresponding p-values for vigour (β = 0.273, t = 0.0961 p < 0.001), dedication (β = 0.310, t = 3.592, p < 0.001) and absorption (β = -0.143, t = -1.535, p > 0.001), respectively, indicated that only vigour and dedication made a sturdy impact to the model. Thus, the use of emotions had a positive statistical relationship with vigour and dedication, except absorption. Hence, hypothesis 2 should be accepted.

DISCUSSION

The results of this study indicated that public sector employees display fairly low EI. A similar study among medical students in Ghana revealed a low level of EI (Lawson et al., 2021), which is consistent with the present study. On the contrary, a study by Levitats, Vigoda‐Gadot and Vashdi (2019) public organisations revealed high EI among employees and managers. Additionally, a study by Lang and Saurage-Altenloh (2023) in the United States revealed that EI among manufacturing workers is very high. Vallerand et al. (2014) posit that with the ability to apprehend and manage emotion, workers with high EI should act more independently. It is concerning that most of the participants in this study had low EI. Regarding EE, respondents had fairly low EE. This implies that employees are generally not feeling enthused, devoted, or emotionally invested in their work in the public sector. According to Sundaray (2011), disengaged workers are likely to leave their current employer due to high levels of disengagement among employees are related to high turnover. Conversely, similar studies revealed that employees displayed higher perceptions of EE (Ashley & Parumasur, 2020; Ashley & Parumasur, 2024; Shanmugam & Krishnaveni, 2019).

This study found a significant link between EI and EE among employees in a public organisation in Ghana. Consistent with prior research, the findings demonstrate that EI, which involves managing one’s emotions and understanding others’ emotions, plays a key role in enhancing engagement at work (Abdulla et al., 2020; Lehto, 2021). The results of this study are consistent with other studies that found a relationship between EI and EE (Karamustafa & Kunday, 2018; Selvi & Aiswarya, 2023).

The study also explored the intercorrelation between the dimensions of EI (SEA, OEA, ROE, UOE) and the dimensions of EE (vigour, dedication, absorption).

SEA is significantly related to vigour and dedication but not absorption. This aligns with Lang and Saurage-Altenloh (2023) but diverges in terms of absorption.

OEA has a significant relationship with vigour, dedication and absorption, indicating its broad influence on engagement. A similar study by Extremera et al. (2018) concurs with the findings of this current study.

ROE is significantly related to vigour and dedication, suggesting that emotional regulation helps motivate employees. Merida-López et al. (2017) study affirms the findings of this study.

UOE is significantly related to vigour and absorption, but not dedication, implying that emotions effectively influence energy and focus but not commitment. Extremera et al. (2018) confirm that UOE is significantly related to vigour and absorption but not Conversely, Trivellas et al. (2013) posit that there is a link between UOE and all three dimensions of engagement.

Overall, the findings infer that EI, particularly OEA and UOE, plays a critical role in influencing multiple dimensions of employee engagement.

Furthermore, in relation to the regression analysis in Model 1 the study revealed that EI has a notable influence on EE (R = 0.470), consistent with prior studies, EI emerges as a vital element in promoting EE (Miao et al. 2017). EI positively influences vigour and dedication as dimensions of engagement. Prior studies by, Salovey and Mayer (1990) support that higher EI predicts greater vigor and dedication. Regarding Model 2 self-emotion appraisal is significantly related to vigour and dedication but not absorption (R = 0.311). This findings supports studies by Wong and Law (2002), which found that individuals who are skilled at understanding their own emotions are more likely to stay motivated (vigour) and find personal meaning in their work (dedication). With respect to Model 3 a significant relationship was found between others’ emotional appraisal and vigour as well as dedication signifying that the ability to identify emotions in others enhances EE (R = 0. 410). This finding is supported by Carmeli (2003), who argued that emotionally intelligent individuals create better social interactions, which can increase enthusiasm and involvement in work (vigour and dedication). In Model 4, the regulation of emotions was particularly significant in predicting absorption (R = 0. 416). The lack of significance for vigour and dedication implies that regulation of emotions may be more relevant for sustaining focus rather than driving the energy and meaning people find in their work. The findings in Model 5 imply that there is a relationship between the use of emotions and both vigour and dedication (R = 0.420). Employees who effectively use their emotions are better at maintaining motivation (vigour) and feeling committed to their work (dedication). This model demonstrates the versatility of emotional intelligence and demonstrates how the strategic use of emotions can directly contribute to the emotional and cognitive aspects of EE. The low scores on EI and EE among Ghanaian public sector workers should, however, be viewed in the context of its culture and will therefore contrast the Western scores reported for higher EI levels. Ghana’s collectivist society, hierarchical power structures, and fusion of customary and colonial impacts make for a unique context of emotional display and workplace behaviour.

PRACTICAL RECOMMENDATIONS

In today’s vibrant and often challenging work environment, EI and EE are crucial for effective management in the public sector, given the fast-paced and complex workplace trends. In the case of Ghana, where the public sector is characterised by bureaucratic rigidity alongside low employee motivation and morale, promoting EI enhancement initiatives can be a powerful force for positive change. This study recommends that Ghanaian public institutions should offer training and development interventions. Public sector organisations have to design EI courses which must include critical areas like self-awareness, self-regulation, empathy, motivation, and social skills. Not only should the training be front-loaded to non-managerial staff, but also to middle and senior managers. In doing so, public sector leaders can fundamentally change the manner in which they relate to their employees, which can help improve workforce engagement.

Furthermore, the study suggests that public organisations change their recruitment and selection criteria for both hiring and promoting employees to include emotional competencies and not just educational qualifications. For recruitment, there should be psychometric tests and behavioral interviews that assess stronger EI traits like emotional self-control and social understanding. Promotion processes should also include EI indicators such as conflict management, teamwork, and adaptability. This guarantees the placement of competent individuals who are able to shape positive developments in emotions into leadership positions able to influence others.

In addition, employee engagement does not flourish in situations where workers feel overwhelmed, unappreciated, or mentally drained. Hence, public organisations in Ghana need to attend to the psychological well-being of their employees. As it is in many private corporations, the public sector should adopt flexible work schedules or remote work options to alleviate stress and enhance job satisfaction. Moreover, the development of counseling and support services can enable employees to deal with personal and professional issues which contribute to a healthier workforce. By implementing these recommendations, public organisations will transform for the better and Ghana will improve workforce emotional intelligence, motivation, engagement, resilience, and overall performance to better serve citizens.

Ethical Considerations

The ethical issues that were addressed in the study are informed consent, anonymity as well as privacy and confidentiality. A letter of informed consent was disseminated to all the participants, and they were advised to read the form cautiously before participating in the study. Furthermore, the researcher will not reveal any information relating to the participants to any third party. In relation to privacy and confidentiality, the data received from the participants will be securely stored to prevent unlawful access.

CONCLUSION

This study examined the nexus between EI and EE among workers in a public organisation in Ghana. This study proposes that EI creates an intrinsic framework that motivates employees to engage in the workplace. Vallerand et al. (2014) mentioned that employees with high EI should exhibit greater autonomy because of their capacity to apprehend and manage both their emotions and that of others. Higher EI enhances an employee’s self-determination and improve their engagement (Lumpkin & Achen, 2018). This study highlights the importance of EE and emotional well-being. Regardless of the skills employees possess, low emotional levels can disrupt brain function and its connection with physical tasks, leading to disengagement at work. Ultimately, this disengagement negatively impacts productivity. Therefore, maintaining emotional stability for employees is crucial for sturdy job involvement, engagement, and performance. Management is advised to help employees positively control their emotions to enhance engagement levels, ultimately benefiting organisational success. This recommendation is supported by findings that identify the use of emotions as the most impactful dimension of EI, significantly boosting EE (Alotaibi et al., 2020; Extremera et al., 2018; Sudibjo & Sutarji, 2020). Regarding the limitations of the study, a cross-sectional approach was used, which may have compromised the consistency and validity of the results. Furthermore, the limited sample size restricts the generalisability of the results to all public organisations in Ghana and may have contributed to the low mean scores. Expanding the sample size would provide a more inclusive understanding of the concept under investigation and improve the study’s validity.

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