Abstract
The business environment today is marked by information revolution. The pace of change is so rapid that adoptability has replaced productivity as a measure of organizational performance. It is the emotional intelligence of the workforce that determines the flexibility in learning. It is the competency or ability of individuals to take control of the factors that determine the potential of learning. They are willing to take responsibility of the consequences as a learner. The paper discusses the role of the various parameters of emotional intelligence in initiating the process of self-directed learning among the employees of Bhilai Steel Plant. The organization is presently poised for transformation through the implementation of ERP. To accelerate the process of acceptance and adoption it is essential that self-directed learning should take place. But self-motivation, one of the important elements of EI is found to be low and so is selfawareness and intuition in the BSP employees. Strategies have been suggested to reduce the weaknesses. 2020 Elsevier Ltd. All rights reserved.
1. Introduction
Organizations today thrive on the psychological relationship between the people and the organization. In an environment of technological revolution, the pace of change is so rapid that a readjustment between the man, his work and the environment become both difficult and complex. In the process this relationship is distributed. The new economy is characterized by volatility; hence organizations need to execute the process of change effectively so as to ensure adaptability amongst the work force because in successful organizations performance is determined by adaptability to change rather than productivity.
8. Conclusion
Allow the individuals to determine their goals with respect to change. This will require that the employee will try and understand the change first. This will be the first step-in the process of self-directed learning. Encourage employee to identify opportunities and welcome suggestions on its best utilization. There should be a mechanism for regular feedback trough coaching and mentoring. Identify individuals as models and highlight their competencies who have benefited from change. Adequate reinforcement through monetary or non-monetary methods and lastly, the management must get curious and not furious at criticisms that the employees are likely to encounter. Therefore, to ensure that the employees of BSP are ready to accept, absorb and respond to the planned change proposed in the internal environment of the organization it becomes essential that adequate measures be taken to build on the EI abilities of the employees.
