Emotional Intelligence and Internal Marketing as Determinants of Job Satisfaction and Satisfaction with Life among Portuguese Professionals
Abstract
:1. Introduction
2. Theoretical Framework
2.1. Emotional Intelligence
2.2. Internal Marketing
2.3. Labor Determinants and Performance
2.3.1. Labor Determinants
2.3.2. Performance
2.4. Job Satisfaction and Satisfaction with Life
2.4.1. Job Satisfaction
2.4.2. Satisfaction with Life
2.5. Commitment and Employee Loyalty
2.5.1. Commitment
2.5.2. Employee Loyalty
3. Methodology
3.1. Conceptual Research Model, Hypotheses and Objectives
3.2. Measurement Instrument
3.3. Data Processing
4. Results
4.1. Sociodemographic Profile
4.2. Professional Profile
4.3. Structural Model of the Final Proposed Model
5. Discussion
6. Final Considerations
Author Contributions
Funding
Data Availability Statement
Conflicts of Interest
References
- da Costa Souza, F.F.; de Melo Jinkings, E.Y. A teoria das inteligências múltiplas: O aprendizado como estratégia para a obtenção de vantagem competitiva. UFAM Bus. Rev. UFAMBR 2022, 4, 49–67. [Google Scholar] [CrossRef]
- Veloso, C.M.; Sousa, B.; Au-Yong-Oliveira, M.; Walter, C.E. Boosters of satisfaction, performance and employee loyalty: Application to a recruitment and outsourcing information technology organization. J. Organ. Change Manag. 2021, 34, 1036–1046. [Google Scholar] [CrossRef]
- Moreira, P. Inteligência emocional uma abordagem prática, 4ª Edição, Idioteque. 2021. Available online: https://www.fnac.pt/Inteligencia-Emocional-Uma-Abordagem-Pratica-Paulo-Moreira/a6587747 (accessed on 5 March 2023).
- Silva, S.C.S.M. Marketing Interno nas Empresas: Efeitos na Felicidade e no Comprometimento Organizacional. Master’s Thesis, Escola Superior de Comunicação Social, Instituto Politécnico de Lisboa, Lisboa, Portugal, 2021. [Google Scholar]
- Vargas, R.C.; Teixeira, A. Satisfaction at Lifes: An analysis through career anchors. Rev. Adm. Mackenzie 2018, 19. [Google Scholar] [CrossRef]
- Rodrigues, A.; Queirós, A.; Pires, C. A influência do marketing interno nas atitudes e comportamentos dos colaboradores: Aplicação a uma organização de cuidados sociais e de saúde. Rev. Port. Saúde Pública 2016, 34, 292–304. [Google Scholar] [CrossRef]
- Diogo, M.J.D.E. Satisfação global com a vida e determinados domínios entre idosos com amputação de membros inferiores. Rev. Panam. Saúde Pública 2003, 13, 395–399. [Google Scholar] [CrossRef] [PubMed]
- Gallego Gil, D.; Gallego Alarcón, M.J. Educar la Inteligencia Emociona en Aula; PPC: Madrid, Spain, 2004. [Google Scholar]
- Goleman, D. Inteligência Emocional; Temas e Debates: Lisboa, Portugal, 1995. [Google Scholar]
- Ashkanasy, N. The case of Emotinal Intelligence in Workgroups. In Proceedings of the Symposium Presentation at the Annual Conference of the Society for Industrial and Organizational Psychology, San Diego, CA, USA, 27–29 April 2001. [Google Scholar]
- Miguel, A.; Röhrich, O.; Rocha, A. Gestão Emocional de Equipas: Em Ambiente de Projeto (5a Edição). 2014. Available online: https://www.almedina.net/gest-o-emocional-de-equipas-em-ambiente-de-projeto-5-edi-o-atualizada-1563888920.html (accessed on 5 March 2023).
- Moreira, P. Gerir Emoções. Idioteque. 2022. Available online: https://www.bertrand.pt/livro/gerir-emocoes-paulo-moreira/25902687 (accessed on 5 March 2023).
- Sousa, Y.R. Inteligência Emocional nas Organizações. Dissertação de Mestrado em Administração, Centro Universitário do Planalto Central Apparecido dos Santos, Brasília, Brazil, 2021. [Google Scholar]
- Santos, M. O Impacto do Marketing Interno Nas Empresas: O Caso do Grupo Filinto Mota. Master’s Thesis, Escola Superior do Porto, Porto, Portugal, 2015. [Google Scholar]
- Oliveira, A.J.; Passos, C.; Ribeiro, C. O marketing interno como estratégia para motivar os colaboradores: Um estudo das PMEs da Região de Lafões. Gestão Desenvolv. 2019, 81–97. [Google Scholar] [CrossRef]
- Lings, I.N. Internal market orientation: Construct and consequences. J. Bus. Res. 2004, 57, 405–413. [Google Scholar] [CrossRef]
- Almeida, P.J.S. Perceção do Suporte do Supervisor—Atitudes e Comportamentos de Trabalho: Estudo de Caso Numa Multinacional a Operar em Portugal. Master’s Thesis, Faculdade de Ciências da Economia e da Empresa, Universidade Lusíada de Lisboa, Lisboa, Portugal, 2017. [Google Scholar]
- Marchi, M.O.; Souza, T.M.; de Carvalho, M.B. Treinamento e desenvolvimento de pessoas. Cad. Grad. Ciências Humanas Sociais-UNIT-SERGIPE 2013, 1, 29–40. [Google Scholar]
- Freitas da Luz, M.P.R. Impacto da rormação e Desenvolvimento de RH no Capital Humano: O Caso da Empresa Projetos Educativos de Angola. Master’s Thesis, Universidade de Lisboa, Lisboa, Portugal, 2016. [Google Scholar]
- Amorim, D.V.; Ferreira, R.S.; Abreu, N.R. Sistemas de Recompensas e Suas Influências na Motivação de Servidores Públicos; Simpósio de Excelência em Gestão e Tecnologia: Rio de Janeiro, Brazil, 2008. [Google Scholar]
- Ajmal, A.; Bashir, M.; Abrar, M.; Mahroof, M.; Saqib, S. The Effects of Intrinsic and Extrinsic Rewards on Employee Attitudes: Mediating Role of Perceived Organizational Support. J. Serv. Sci. Manag. 2015, 8, 461–470. [Google Scholar] [CrossRef]
- Câmara, P.B. Os Sistemas de Recompensas e a Gestão Estratégica dos Recursos Humanos, 2nd ed.; Dom Quixote: Lisboa, Portugal, 2006. [Google Scholar]
- Lawler, E.E.I.; Jenkins, G.D.J. Strategic Reward Systems. Handb. Ind. Organ. Psychol. 1992, 3, 1009–1055. [Google Scholar]
- Rito, P. O sistema de recompensas—Remunerações e benefícios. Rev. TOC 2006, 80, 44–55. [Google Scholar]
- Castanheira, F.; Chambel, M. JD-C Model to Explain Burnout in Frontline Workers: The useful contribution of emotional demands. Hum. Factors Ergon. Manuf. 2013, 23, 412–423. [Google Scholar] [CrossRef]
- De Bruin, G.; Taylor, N. The job demand-control model of job strain across gender. J. Ind. Psychol. 2006, 32, 66–73. [Google Scholar] [CrossRef]
- Huang, Y.; Du, P.; Chen, C.; Yang, C.; Huang, I. Mediating effects of emotional exhaustion on the relationship between job demand-control model and mental health. Stress Health 2011, 27, 94–109. [Google Scholar] [CrossRef]
- Marcondes, S.F.S. A importância da Imagem Corporativa Como Diferencial de Mercado. Master’s Thesis, Escola de Administração de Empresas de São Paulo, São Paulo, Brasil, 2000. [Google Scholar]
- Miranda, N. A Responsabilidade Social Nas Organizações do Alto Alentejo. Master’s Thesis, Escola Superior de Tecnologia e Gestão, Instituto Politécnico de Portalegre, Portalegre, Portugal, 2022. [Google Scholar]
- Borman, W.C.; Motowidlo, S.J. Expanding the criterion domain to include elements of contextual performance. In Personnel Selection in Organizations; Schitt, N., Borman, W.C., Eds.; Jossey-Bass: San Francisco, CA, USA, 1993; pp. 71–98. [Google Scholar]
- Borman, W.C.; Motowidlo, S.J. Task performance and contextual performance: The meaning for personnel selection research. Hum. Perform. 1997, 10, 99–109. [Google Scholar] [CrossRef]
- Mcallister, C.P.; Harris, J.N.; Hochwarter, W.A.; Perrewé, P.L.; Ferris, G.R. Got Resources? A Multi-Sample Constructive Replication of Perceived Resource Availability’s Role in Work Passion: Job Outcomes Relationships. J. Bus. Psychol. 2017, 32, 147–164. [Google Scholar] [CrossRef]
- Farfán, J.; Peña, M.; Fernández-Salinero, S.; Topa, G. The Moderating Role of Extroversion and Neuroticism in the Relationship between Autonomy at Work, Burnout, and Job Satisfaction. Int. J. Environ. Res. Public Health 2020, 17, 8166. [Google Scholar] [CrossRef]
- Naguib, C.; Baruffini, M.; Maggi, R. Do wages and job satisfaction really depend on educational mismatch? Evidence from an international sample of master graduates. Educ. Train. 2019, 61, 201–221. [Google Scholar] [CrossRef]
- Veloso, C.M.; Lunga, D.A.; Fernandes, P.O. The Teachers’ Satisfaction in Higher Education Institutions as Key Factor of the Strategic Management and of the Organizational Competitiveness. Turk. Online J. Educ. Technol. 2017, 2017, 633–644. [Google Scholar]
- Diener, E. Subjective well-being: The science of happiness and a proposal for a national index. Am. Psychol. 2000, 55, 34–43. [Google Scholar] [CrossRef]
- Diener, E. New findings and future directions for subjective well-being research. Am. Psychol. 2012, 67, 590–597. [Google Scholar] [CrossRef]
- Liu, D.; Keesing, J.K.; He, P.; Wang, Z.; Shi, Y.; Wang, Y. The world’s largest macroalgal bloom in the Yellow Sea, China: Formation and implications. Estuar. Coast. Shelf Sci. 2013, 129, 2–10. [Google Scholar] [CrossRef]
- Delhom, I.; Satorres, E.; Meléndez, J.C. Can we improve emotional skills in older adults? Emotional intelligence, satisfaction with life, and resilience. Psychosoc. Interv. 2020, 29, 133–139. [Google Scholar] [CrossRef]
- Antaramian, S. The importance of very high satisfaction with life for students’ academic success. Cogent Educ. 2017, 4, 1307622. [Google Scholar] [CrossRef]
- Barrantes-Brais, K.; Ureña-Bonilla, P. Bienestar Psicológico y Bienestar Subjetivo en Estudiantes universitarios Costarricenses. Rev. Intercont. Psicol. Educ. 2015, 17, 101–123. [Google Scholar]
- Oliveira, E.P.; Merino, M.D.; Privado, J.; Almeida, L.S. Funcionamento psicológico positivo numa amostra portuguesa de estudantes. Rev. Estud. Investig. Psicol. Educ. 2017, 93–96. [Google Scholar] [CrossRef]
- Oliveira, L.; Costa, F.P. Motivação, satisfação e comprometimento: Um estudo sobre o trabalho voluntário em megaeventos esportivos. Rev. Econ. Gestão 2016, 16, 89–115. [Google Scholar] [CrossRef]
- Rocha, E.S.; Honório, L.C. Comprometimento com o trabalho: O caso dos chefes de seções de infraestrutura da UFMG. Rev. Ciências Adm. 2015, 21, 237–261. [Google Scholar] [CrossRef]
- Meyer, J.P.; Allen, N.J.; Smith, C.A. Commitment to Organizations and Occupations: Extension and Test of a Three Component Conceptualization. J. Appl. Psychol. 1993, 78, 538–551. [Google Scholar] [CrossRef]
- Rego, A.; Souto, S. Comprometimento Organizacional em Organizações Autentizóticas: Um estudo Luso-Brasileiro. Obtido de Scientific Electronic Library Online. 2004. Available online: http://www.scielo.br/pdf/rae/v44n3/v44n3a04.pdf (accessed on 5 March 2023).
- Schneider, B.R. Burocracia Pública e Política Industrial No Brasil; Editora Sumaré: São Paulo, Brazil, 1994. [Google Scholar]
- Nunes, F.; Reto, L.; Martins, L.; Tinoco, A. Os significados de lealdade em hirschman: O papel da identidade organizacional. Rev. Port. Bras. Gestão 2014, 13, 48–61. [Google Scholar]
- Ceballos, J.L.D.; Solarte, M.G.; Ayala, A.H. Influência da inteligência emocional nas competências para o trabalho: Um estudo empírico com funcionários de nível administrativo. Manag. Stud. 2017, 33, 250–260. [Google Scholar]
- Ahmed, P.; Rafiq, M.; Mat Saad, N. Internal marketing and the mediating role of organisational competencies. Eur. J. Mark. 2003, 37, 1221–1241. [Google Scholar] [CrossRef]
- Serafim, A.L.; Veloso, C.M.; Ribeiro, H. Satisfaction Determinants of Healthcare Professionals and Institutions in Portugal’s North Region. In Proceedings of the 35th International Scientific Conference on Economic and Social Development, Lisbon, Portugal, 15–16 November 2018; pp. 232–245. [Google Scholar]
- Veloso, C.M.; Tadeu, P.; Magueta, D. The Human Capital Satisfaction and Its Impact on Organizational Performance: An Application the CAF Model to HEIS. In Proceedings of the 5th International Congress on Accounting and Finance Research’18, Seferihisar, Turkish, 11–15 April 2018. [Google Scholar]
- Golob, U.; Podnar, K. Corporate marketing and the role of internal CSR in employees’ satisfaction with life: Exploring the relationship between work and non-work domains. J. Bus. Res. 2021, 131, 664–672. [Google Scholar] [CrossRef]
- Caycho-Rodríguez, T.; Neto, J.; Tomás, J.M.; Valencia, P.D.; Ventura-León, J.; Neto, F.; Reyes-Bossio, M.; Vilca, L.W. Psychometric properties of the Satisfaction with Job Life Scale in Portuguese workers: A systematic study based on the IRT and CFA modeling. Heliyon 2020, 6, e03881. [Google Scholar] [CrossRef] [PubMed]
- Maroco, J. Analise Estatística. Com utilização do SPSS. Lisboa: Edições Silabo. 2010. Available online: https://www.bertrand.pt/livro/analise-estatistica-com-o-spss-statistics-joao-maroco/24699154 (accessed on 5 March 2023).
- Romão, V.D.N. Relação Entre Comprometimento Organizacional e Motivação no Trabalho: Um Estudo em Uma Instituição Pública do Município de Guarabira–PB. Bachelor’s Thesis, Instituto Federal da Paraíba, Paraíba, Brazil, 2018. [Google Scholar]
- Chang, C.; Chang, H. Effects of Internal Marketing on Nurse Job Satisfaction and Organizational Commitment: Example of Medical Centers in Southern Taiwan. J. Nurs. Res. 2007, 15, 265–274. [Google Scholar] [CrossRef] [PubMed]
- Cunha, M.P.; Rego, A.; Cunha, R.C.; Cabral-Cardoso, C. Manual de Comportamento Organizacional e Gestão, 6th ed.; Editora RH: Lisboa, Portugal, 2006. [Google Scholar]
- King, L.A.; Napa, C.K. What makes a life good? J. Personal. Soc. Psychol. 1998, 75, 156. [Google Scholar] [CrossRef] [PubMed]
- Ryan, R.M.; Deci, E.L. On happiness and human potentials: A review of research on hedonic and eudaimonic well-being. Annu. Rev. Psychol. 2001, 52, 141–166. [Google Scholar] [CrossRef]
- Acto, S.H. Condições de Trabalho e Satisfação Com a Vida em Geral: O Papel Mediador da Satisfação Com os Papéis de Vida Numa Amostra de Enfermeiros. Master’s Thesis, Secção de Psicologia dos Recursos Humanos, do Trabalho e das Organizações, Universidade de Lisboa, Lisboa, Portugal, 2017. [Google Scholar]
Items | Dimension | Source |
---|---|---|
Internal marketing (M) | Internal marketing | Rodrigues, Queirós, and Pires, (2016) [6] |
M1—The top management of this organization offers and communicates to its employees a vision they can believe in | ||
M2—The organization prepares employees to perform well | ||
M3—In the organization, the development of employees’ skills and knowledge happens as a continuous process | ||
M4—In the organization, employees are taught about “why to do things” and not just “how to do things” | ||
M5—The organization offers and goes further, in terms of training and education of employees | ||
M6—In the organization, performance evaluation and reward systems encourage employees to work as a team | ||
M7—Those responsible for the organization measure and reward the performance of their employees who contribute most to the organization’s mission/objectives | ||
M8—Those responsible for the organization use information collected from employees to improve their functions and to develop the organization’s strategy | ||
M9—The organization communicates to employees the importance of their roles in its services | ||
M10—The organization rewards the efforts of its employees who provide excellent service | ||
M11—In the organization, great emphasis is placed on communication with employees | ||
Support Supervision (SS) | Labor Determinants | Veloso, Sousa, Au-Yong-Oliveira & Walter, (2021) [2] |
SS1—I can trust my supervisor when things get difficult at work | ||
SS2—My supervisor is willing to listen to my work-related problems | ||
SS3—It’s easy for me to talk to my supervisor when I need help | ||
SS4—I am satisfied with the general guidance and responses from my supervisor | ||
Collaborative Development (DC) | ||
DC1—I am satisfied with the opportunities offered to me by my promotion or career advancement | ||
DC2—Internal/external training actions and on-the-job learning (development of daily tasks) help me improve my performance | ||
DC3—This organization offers a suitable learning environment to help employees grow | ||
DC4—This organization helps employees to grow, in addition to developing their potential | ||
Fair Reward (RJ) | ||
RJ1—I am compensated fairly for the work I do | ||
RJ2—Employees are held accountable for their performance with fair performance evaluations and treatment | ||
Autonomy (A) | ||
A1—I have control over scheduling my work | ||
A2—I have significant autonomy in determining how I do my work | ||
A3—I have considerable opportunity for independence and freedom in the way I do my work | ||
Corporative image (IC) | ||
IC1—I am proud to work for this organization | ||
IC2—I recognize the value of this organization | ||
Affinity (AF) | ||
AF1—When things get difficult at work, I can always rely on my colleagues to help me solve the problem | ||
AF2—It’s easy to talk to my colleagues when I need help | ||
AF3—My colleagues are always willing to listen to my problem | ||
Social responsability (RS) | ||
RS1—The organization contributes to environmental sustainability (protection of the environment) | ||
RS2—The organization supports social causes | ||
Emotional Skills (CE) | Emotional intelligence | Ceballos, Solartec and Ayala, 2017 [49] |
CE1—I identify and recognize emotions | ||
CE2—I know my emotional limits | ||
CE3—I easily externalize negative emotions | ||
CE4—I easily express positive emotions | ||
CE5—I easily express emotions in the workplace | ||
CE6—My physical state influences the emotions expressed | ||
CE7—Changes alter my emotions | ||
CE8—By constantly expressing my emotions, they can be used against me | ||
Social skills (CS) | ||
CS1—Teamwork is important for the success of my personal life | ||
CS2—I am clear in expressing what I want and what I expect from people | ||
CS3—Express ideas clearly | ||
CS4—I understand other people’s feelings and emotions | ||
CS5—I understand what others want to express | ||
CS6—I understand attitudes that strengthen the performance of others | ||
CS7—I notice negative attitudes expressed by others in the workplace | ||
CS8—Project an image of respect and example towards others | ||
CS9—Design and apply persuasion tactics | ||
CS10—People easily understand what I want to decide | ||
CS11—I identify what others think | ||
CS12—It bothers me that other people express their emotions regardless of the consequences | ||
CS13—I demonstrate willingness to listen without interruption to what other people have to say | ||
Task performance (DT) | Performance | Rodrigues, Queirós, and Pires, (2016) [6] |
DT1—I have a high level of specialization in the technology I work with | ||
DT2—I can achieve the objectives set by my immediate superior | ||
DT3—I can meet established deadlines | ||
Contextual performance (DC) | ||
DC1—I am willing to help others who have heavy workloads | ||
DC2—I am willing to help others who have difficulties/problems with work tasks | ||
DC3—I am willing to go extra miles for the future of the organization | ||
Organizational commitment (CO) | Commitment | |
CO1—I would be very happy to spend the rest of my career with this organization | ||
CO2—I feel like I am part of this organization | ||
Continuity commitment (CC) | ||
CC1—At this moment, staying in this organization is as much a matter of necessity as of personal desire. | ||
CC2—As I have already given so much to this organization, I do not currently consider the possibility of working elsewhere. | ||
Normative commitment (CN) | ||
CN1—Even if it were to my advantage, I feel it would not be right to leave this organization at this time. | ||
CN2—I feel I have a great duty to this organization | ||
Job Satisfaction (SL) | Job Satisfaction | Veloso, Sousa, Au-Yong-Oliveira & Walter, (2021) [2] |
SL1—I am satisfied with my compensation package (pay, bonuses, incentives, profit sharing, …) | ||
SL2—I am satisfied with the additional benefits, including insurance and wellness activities. | ||
SL3—In general, I feel satisfied at work. | ||
SL4—I feel high satisfaction compared to expectations. | ||
SL5—I feel high satisfaction compared to the ideal organization. | ||
Satisfaction with life (SV) | Satisfaction with Life | Caycho-Rodriguez, Neto, Tomás, Valencia, Ventura-León, Neto, Reyes-Bossio and Vilca (2020) [54] |
SV1—In many aspects my life comes close to my ideals. | ||
SV2—My living conditions are excellent. | ||
SV3—I am satisfied with my life. | ||
SV4—So far, I have managed to obtain what was important in my life. | ||
SV5—If I could live my life over again, I would not change almost anything. | ||
Employee loyalty (LC) | Employee loyalty | Veloso, Sousa, Au-Yong-Oliveira & Walter, 2021 [2] |
LC1—I would recommend the organization to others as a good place to work. | ||
LC2—I would be willing to continue working for the organization. |
Feature | Options | Absolute Frequency—n | Relative Frequency—% |
---|---|---|---|
Sex | Feminine | 737 | 56.3% |
Masculine | 573 | 43.7% | |
Total | 1310 | 100% | |
Age range | Up to 24 years old | 52 | 4.0% |
25 to 29 years old | 122 | 9.3% | |
30 to 39 years old | 408 | 31.1% | |
40 to 49 years old | 468 | 35.7% | |
50 to 59 years old | 196 | 15.0% | |
60 to 69 years old | 64 | 4.9% | |
Total | 1310 | 100% | |
Marital status | Single | 341 | 26.0% |
Married/De facto union | 839 | 64.0% | |
Divorced/Separated | 117 | 8.9% | |
Widower | 13 | 1.0% | |
Total | 1310 | 100% | |
Literary abilities | Basic education | 21 | 1.6% |
High school | 243 | 18.5% | |
Bachelor’s Degree | 20 | 1.5% | |
Graduation | 669 | 51.1% | |
Master’s degree | 323 | 24.7% | |
Doctorate | 34 | 2.6% | |
Total | 1310 | 100% | |
Have children | No | 480 | 36.6% |
Yes | 830 | 63.4% | |
Total | 1310 | 100% | |
Link Type | Part-time contract | 21 | 1.6% |
Very short-term contract | 3 | 0.2% | |
Fixed-term contract | 299 | 22.8% | |
Uncertain term contract | 193 | 14.7% | |
Termless contract | 712 | 54.4% | |
Services provision | 49 | 3.7% | |
Temporary job | 33 | 2.5% | |
Total | 1310 | 100% |
Feature | Options | Absolute Frequency—n | Relative Frequency—% |
---|---|---|---|
Currently holds a management or leadership role | No | 1060 | 80.9% |
Yes | 250 | 19.1% | |
Total | 1310 | 100% | |
Working hours | Flexible schedule | 416 | 31.8% |
Half day | 18 | 1.4% | |
Shift schedule | 154 | 11.8% | |
Rigid schedule | 398 | 30.4% | |
Complete journey | 51 | 3.9% | |
Continuous journey | 85 | 6.5% | |
Day job | 188 | 14.4% | |
Total | 1310 | 100% | |
Activity time | Up to 1 year | 137 | 10.5% |
From 1 to 3 years old | 168 | 12.8% | |
From 3 to 5 years | 110 | 8.4% | |
From 5 to 10 years | 135 | 10.3% | |
From 10 to 15 years | 200 | 15.3% | |
From 15 to 20 years old | 195 | 14.9% | |
From 20 to 30 years old | 272 | 20.8% | |
At least 30 years | 93 | 7.1% | |
Total | 1310 | 100% | |
Length of seniority at the company | Up to 1 year | 164 | 12.5% |
From 1 to 3 years old | 206 | 15.7% | |
From 3 to 5 years | 110 | 8.4% | |
From 5 to 10 years | 134 | 10.2% | |
From 10 to 15 years | 228 | 17.4% | |
From 15 to 20 years old | 136 | 10.4% | |
From 20 to 30 years old | 164 | 12.5% | |
At least 30 years | 168 | 12.8% | |
Total | 1310 | 100% | |
The municipality where you live is the same as the one where you work | No | 339 | 25.9% |
Yes | 971 | 74.1% | |
Total | 1310 | 100% | |
Institution where you work | Private | 459 | 35.0% |
Public | 852 | 65.0% | |
Total | 1310 | 100% |
Disclaimer/Publisher’s Note: The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of MDPI and/or the editor(s). MDPI and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content. |
© 2024 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).
Share and Cite
Serafim, A.; Veloso, C.M.; Rivera-Navarro, J.; Sousa, B. Emotional Intelligence and Internal Marketing as Determinants of Job Satisfaction and Satisfaction with Life among Portuguese Professionals. Sustainability 2024, 16, 1932. https://doi.org/10.3390/su16051932
Serafim A, Veloso CM, Rivera-Navarro J, Sousa B. Emotional Intelligence and Internal Marketing as Determinants of Job Satisfaction and Satisfaction with Life among Portuguese Professionals. Sustainability. 2024; 16(5):1932. https://doi.org/10.3390/su16051932
Chicago/Turabian StyleSerafim, Ana, Cláudia Miranda Veloso, Jesús Rivera-Navarro, and Bruno Sousa. 2024. "Emotional Intelligence and Internal Marketing as Determinants of Job Satisfaction and Satisfaction with Life among Portuguese Professionals" Sustainability 16, no. 5: 1932. https://doi.org/10.3390/su16051932