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and Economics 
ISSN: 2837-1909| Impact Factor : 6.71 

Volume. 11, Number 2; April-June, 2024; 

Published By: Scientific and Academic Development Institute (SADI) 

8933 Willis Ave Los Angeles, California 

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AN EVALUATION OF THE RELATIONSHIP BETWEEN EMOTIONAL 

INTELLIGENCE AND PERFORMANCE OF RETAIL STORES IN SOUTH 

EAST, NIGERIA 
 

 

Chime, Angela Isioma 

Department of Business Administration, Faculty of Management Sciences, Enugu State University of Science 

and Technology 

DOI: https://doi.org/10.5281/zenodo.10998938 

Abstract: The study evaluated the relationship between emotional intelligence and performance of retail stores 

in South East Nigeria. The specific objectives include to: evaluate the degree of relationship between self-

management and efficiency and assess the degree of relationship between social awareness and sales turnover of 

retail stores in South East Nigeria. A survey design was adopted for the study. The population of study was 1,460 

staff.  The sample size of 314 was determined and used in the study. Instrument used for data collection was the 

questionnaire. Out of the three hundred and fourteen (314) copies of the questionnaire distributed, two hundred 

and seventy-eight (278) copies were returned while thirty-six (36) copies of the questionnaire were not returned. 

Pearson correlation coefficient, (r) was used to test the hypotheses, determine the nature, and strength of the 

research variables. The findings revealed that: there is significant positive relationship between self-management 

and efficiency of retail stores in South East Nigeria, r(95, n = 278) =  .406 <.820, p. < .05. and that there is 

significant positive relationship between social awareness and sales turnover of retail stores in South East Nigeria, 

r(95, n = 278) = .402 <.879, p. < .05. The study concluded that self-management and social awareness has 

significant positive relationship with efficiency and sales turnover of retail stores in South East Nigeria. The study 

recommended among others that there is need for staff and management of retail stores to regulate their emotions 

and ensure that the emotions of others do not affect the performance of the organization. 

Keywords: Relationship, Emotional, Intelligence, Performance, Retail, Stores. 

 

Introduction 

1.1 Background of the study 

Emotional intelligence (EI) is a critical factor in the success of individuals and organizations across various 

industries, including the retail sector. In the context of retail stores, the relationship between emotional 

intelligence and performance is a topic of significant interest and research. Emotional intelligence refers to the 

ability to recognize, understand, and manage one’s own emotions as well as those of others. It encompasses skills 

such as empathy, self-awareness, self-regulation, and social skills, all of which are essential in customer 

interactions and team dynamics within a retail environment (Goleman, 2005).  



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The term was later popularized by Dan Goleman in his influential 1995 book, "Emotional Intelligence," wherein 

emotional intelligence was delineated as a crucial facet of social intelligence. This multifaceted construct involves 

the capacity to monitor, discriminate, and utilize emotional cues to inform one's thoughts and actions, thereby 

facilitating effective communication, decision-making, and relationship management within organizational 

settings (Salovey & Mayer, 1990). 

In the contemporary landscape characterized by rapid economic evolution and escalating competition, 

organizational success hinges on the ability to harness the diverse talents and competencies of employees. 

Companies, cognizant of this reality, increasingly prioritize not only academic aptitude but also emotional 

intelligence in their recruitment and training endeavors. The recognition of emotional intelligence as a key 

determinant of performance underscores its significance as a strategic asset for navigating the complexities of the 

modern business environment (Goleman, 1998). 

The retail sector, in particular, stands as a microcosm of these organizational imperatives. As frontline 

ambassadors of brands, retail store employees are tasked with interfacing directly with customers, resolving 

queries, and fostering positive interactions. In this context, the ability to effectively manage emotions, both one's 

own and those of customers, assumes paramount importance in driving customer satisfaction, loyalty, and 

ultimately, organizational success. 

A comprehensive evaluation of the relationship between emotional intelligence and the performance of retail 

stores is thus imperative to elucidate the mechanisms through which emotional intelligence impacts key 

performance indicators within this sector. This study seeks to delve into the nuanced interplay between emotional 

intelligence and various facets of retail store performance, ranging from customer satisfaction and sales figures 

to employee engagement and turnover rates. 

At its core, emotional intelligence encompasses several interrelated components, each bearing relevance to the 

retail context. Self-awareness, the foundational pillar of emotional intelligence, enables individuals to recognize 

and understand their own emotions, thereby enhancing their ability to navigate interpersonal interactions and 

customer service scenarios (Spector & Goh, 2018). Similarly, self-motivation fuels the drive for excellence and 

achievement, propelling employees to deliver exceptional service and drive sales through their intrinsic 

motivation (Mind Tools Ltd, 2019). 

Moreover, self-management equips retail store employees with the requisite self-control and adaptability to 

effectively manage time, workflow, and communication channels amidst the fast-paced and dynamic retail 

environment (Zhu, Bonk, & Doo, 2020). Lastly, social awareness fosters empathy and cultural competence, 

enabling employees to better understand and cater to the diverse needs and preferences of customers from varying 

backgrounds (Borman & Motowidlo, 2019). 

By empirically examining the relationship between these dimensions of emotional intelligence and key 

performance metrics, this study aims to furnish actionable insights for retail store managers and practitioners. 

Insights garnered from this research endeavor hold the potential to inform targeted interventions and training 



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programs aimed at bolstering emotional intelligence competencies among retail store employees, thereby 

enhancing overall organizational performance and competitiveness. 

1.2     Statement of the Problem 

Every profit-driven organization prioritizes enhancing its performance. Consequently, companies invest 

significant effort into recruiting and retaining employees who demonstrate a willingness to exceed their job 

descriptions, thus fostering effective organizational growth. Emotional intelligence stands out as a pivotal factor 

determining an organization's capacity to achieve its objectives, as contemporary job demands necessitate 

emotional adeptness for operational success. 

Within the realm of retail chain stores, the work environment is characterized by high levels of stress and tedium. 

Employees frequently encounter stressors that lead to physical, mental, and emotional exhaustion, ultimately 

impacting their performance. Prolonged hours and interactions with difficult customers can quickly escalate into 

frustrating experiences. Therefore, the manner in which employees manage their emotions while engaging with 

customers or colleagues significantly influences organizational performance, surpassing the mere provision of 

resources or comfort. 

Historically, studies have examined the relationship between emotional intelligence and organizational 

performance. While some assert that emotional intelligence positively influences organizational performance, 

others argue that its impact is negligible. Hence, the need to evaluate the relationship between emotional 

intelligence and performance of retail stores in South East Nigeria. 

1.3  Objectives of the Study 

The broad objective of the study is to evaluate the relationship between emotional intelligence and performance 

of retail stores in South East Nigeria. The specific objectives include to: 

i. Evaluate the degree of relationship between self-management and efficiency of retail stores in South East 

Nigeria. 

ii. Assess the degree of relationship between social awareness and sales turnover of retail stores in South East 

Nigeria 

1.4 Research Questions 

In line with the specific objectives of the study, the following research questions are put forward. 

i. What is the degree of relationship between self-management and efficiency of retail stores in South East 

Nigeria? 

ii. What is the degree of relationship between social awareness and sales turnover of retail stores in South East 

Nigeria? 

1.5 Statement of Hypotheses 

Based on the objectives of the study and research questions, the following null hypotheses are formulated to guide 

the study. 



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Ho1: There is no significant relationship between self-management and efficiency of retail stores in South East 

Nigeria. 

Ho2: There is no significant relationship between social awareness and sales turnover of retail stores in South 

East Nigeria. 

1.6 Scope of the Study 

This study focused on the evaluation of the relationship between emotional intelligence and performance of retail 

stores in South East Nigeria. The content scope included the proxies of both the independent and dependent 

variables. The proxies of the independent variables were self-management and social awareness, while the 

dependent variables were efficiency and sales turnover. The geographic scope of the study was Roban stores 

Enugu, Shoprite Onitsha, Price-less Stores Owerri, Everyday supermarket, Abakaliki and Abia Shopping Mall 

Umuahia. The study made use of cross-sectional data from 2018-2023. The time scope was chosen because 

empirical data reviewed fell within the time frame. The study analyzed the staff of the selected retail stores and 

how their emotional intelligence affected the performance of their organisations. 

Review of Related Literature 

2.1 Conceptual Review 

2.1.1 Emotional Intelligence (EI) 

Emotional intelligence (EI) encompasses the capacity to recognize, understand, and regulate one's own emotions 

while also perceiving, interpreting, and responding effectively to the emotions of others. It involves a repertoire 

of skills facilitating adept navigation of social interactions, relationship-building, decision-making, and resilience 

in facing challenges. 

According to Dhani and Sharma (2016), EI entails the ability to discern and manage emotions within oneself and 

others to facilitate sound decision-making. Fernández-Abascal and Martín-Díaz (2015) characterize it as the 

aptitude to perceive, control, and evaluate emotions. Nourizade and Mohseni (2014) define emotional intelligence 

as the capability to perceive, utilize, comprehend, and regulate emotions, highlighting its association with 

cognitive processes like attention, decision-making, and memory. 

Lynn and Lynn (2019) note the acknowledgment of various types of intelligence since Howard Gardner's 

publication of "Frames of Mind: The Theory of Multiple Intelligences" in 1983, with emotional intelligence being 

one of them. They describe it as the cognitive ability to manage interactions with others and oneself, emphasizing 

its role in enhancing effectiveness. McKenna and Webb (2018) elaborate further, defining EI as the capacity to 

recognize, discern, and understand both personal and others' emotions, employing them to foster an optimal 

organizational climate conducive to problem-solving, understanding diverse perspectives, and prioritizing needs 

for effectiveness. 

In a workplace context, emotional intelligence is crucial for effective communication, empathy, and decision-

making. Lynn and Lynn (2019) propose a model comprising five areas: self-awareness and control, empathy, 



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social expertise, personal influence, and mastery of purpose and vision. These areas encompass competencies 

related to internal self-awareness and external social interactions. 

Empathy, as described by Belzung (2014), involves the ability to mentally simulate another's subjectivity and 

empathize with their experiences. This trait is vital in situations where colleagues require support due to personal 

challenges, illustrating the practical application of emotional intelligence in fostering a supportive workplace 

culture. 

In essence, emotional intelligence enables individuals to manage their emotions effectively, understand the 

emotions of others, and employ this understanding to enhance interactions and decision-making. It plays a pivotal 

role in fostering positive workplace dynamics and facilitating productivity and innovation. 

2.1.2 Components of Emotional Intelligence  

a. Self-Management 

 Self-management entails acquiring the self-discipline and mastery necessary to take charge of one's work 

responsibilities, encompassing tasks such as time management, workflow organization, and effective 

communication. These skills are integral for enhancing productivity and overall workplace performance. 

Examples of key self-management skills include problem-solving, stress management, clear communication, time 

management, memory enhancement, and regular exercise. 

Self-management involves employees autonomously overseeing and regulating their behavior and decision-

making processes. It entails making decisions that may not be immediately gratifying but contribute to long-term 

success (Farouk, Mohamed, & Saeed, 2023). Self-management strategies aid in workplace organization, foster 

self-motivation, and promote behaviors conducive to task accomplishment (Manz & Sims, 1980). These strategies 

typically encompass self-awareness, goal-setting, self-cueing, self-reward, and self-discipline (Neck & Houghton, 

2006). 

Self-awareness involves individuals recognizing the reasons behind their behaviors, which may prompt 

adjustments to improve task performance. Goal-setting entails establishing challenging yet attainable objectives, 

contributing to enhanced performance (Locke and Latham, 1991). Self-cueing involves using reminders to 

maintain focus on task priorities, enabling employees to modify their behavior to enhance productivity. 

Subsequently, self-reward and self-discipline serve as motivational tools to facilitate behavioral change and 

ensure task completion. 

b. Social Awareness 

Social awareness refers to the ability to empathize with and understand individuals from diverse backgrounds and 

cultures, while comprehending social and ethical norms for behavior and acknowledging available community 

resources and support systems. This capacity includes feeling compassion for others and identifying ways to help. 

Enhanced social awareness enables employees to navigate relationships more effectively by adopting different 

perspectives, valuing diversity, recognizing others' emotions, demonstrating empathy and respect, and 

interpreting common body language and facial expressions (Garner, 2013). 



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Utilizing techniques like role-playing or "walking a mile in someone else's shoes" aids in understanding varying 

perspectives and life experiences, involving actions such as seeking alternative viewpoints, identifying strengths 

in others, practicing empathy and compassion, showing concern for others' feelings, expressing gratitude, 

understanding diverse social norms, recognizing situational demands, and acknowledging the influence of 

organizational systems on behavior. 

Social awareness encompasses a range of skills and competencies, including empathy, respect, kindness, 

cooperation, motivation, self-regulation, emotional and social-emotional awareness, active listening, and the 

ability to read verbal and nonverbal cues, particularly for negative emotions like anger and fear. It also involves 

assessing the trustworthiness of others and leveraging these skills to achieve set objectives. 

As described by Goleman (1998), social awareness involves sensing, understanding, and responding to others' 

emotions while navigating social networks. Garner (2013) emphasizes the importance of understanding others' 

feelings without experiencing them personally, highlighting individuals' ability to perceive and respond to others' 

emotions within social contexts. 

Social awareness extends to understanding and being compassionate towards others' feelings, views, opinions, 

and challenges, as well as comprehending social circumstances that influence behavior and performance. A 

socially aware leader can anticipate office dynamics and their organizational implications, drawing on 

components such as primal empathy, service orientation, and organizational awareness (Goleman, 2001). 

Additionally, Goleman (2006) introduces social cognition and attunement as further components enhancing 

organizational performance, underscoring the significance of these factors in fostering a supportive and 

empathetic workplace culture. 

2.1.3 Organizational Performance 

An organization is a consciously coordinated social entity comprising individuals working together towards 

common objectives over a sustained period. Examples of such entities include schools, hospitals, churches, 

manufacturing and service firms, retail stores, police departments, military units, volunteer organizations, start-

ups, as well as local, provincial, and federal government agencies (Robbins, 2015). Understanding organizational 

theories and concepts of organizational performance is crucial to gaining insight into the nature of an organization. 

The concept of organizational performance is subject to various definitions due to its inherently subjective nature. 

Consequently, there is a lack of consensus in the literature regarding the criteria for measuring organizational 

performance (Bolman & Deal, 2003; DeClerk, 2008; Scott & Davis, 2015). 

According to Nnadi (2019), citing Jones and George (2006), organizational performance can be defined as the 

evaluation of how effectively and efficiently managers utilize resources to meet customer needs and achieve 

organizational objectives. Organizational theory has yielded numerous models exploring organizational 

performance, reflecting the diversity of perspectives on the subject. However, due to the subjective nature of its 

definition, there remains a lack of consensus regarding the standards for measuring organizational performance 



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(Bolman & Deal, 2003; DeClerk, 2008; Scott & Davis, 2015). Three main approaches to defining organizational 

performance include the goal approach, system resource approach, and social system approach: 

Goal Approach: This perspective posits that organizations are formed with specific purposes determined by 

shareholders. Organizational performance is measured by the extent to which the organization fulfills these 

objectives and sustains itself in the market (Griffin, 2003). Goal achievement is a central criterion for assessing 

organizational performance, with effectiveness determined by the organization's ability to achieve its goals 

(Chung & Lo, 2007; Ho, 2008). Researchers such as Etzioni (1960), Chandler (1962), Thompson (1967), and 

Cherrington (1989) emphasize the importance of organizational effectiveness in achieving long-term growth and 

survival. 

System Resource Approach: This approach focuses on the relationship between the organization and its 

environment. It emphasizes the organization's ability to leverage environmental resources to acquire valuable and 

scarce resources that enhance its operations (Cutler et al., 2003). Scholars like Lorsch (1970) argue that 

organizational performance is contingent upon efficient alignment between the organization and its environment, 

as well as its stakeholders. Adam (1994) highlights the significance of employee performance in achieving high-

quality organizational performance, emphasizing the importance of continuous learning and adaptation to meet 

customer demands. 

Social System Approach: This approach defines organizational performance as the organization's ability to 

achieve its goals without depleting its resources or exerting undue strain on its employees (Georgopoulos, 1957). 

Lupton (1977) emphasizes productivity, satisfaction, and motivation levels among organizational members as 

key indicators of organizational performance, while minimizing turnover rates, costs, and labor unrest. This 

perspective underscores the importance of organizational effectiveness, relevance, and efficiency as key 

dimensions of organizational performance. 

2.1.4 Components of Performance 

a. Efficiency 

Ile (2010), drawing from Ejiofor (1987), notes that the term "efficiency" can encompass various contexts, 

including the relationship between input and output, efforts and results, expenditure and income, actual 

performance and standard performance, as well as between actual and maximum possible results. Cansiz et al. 

(2019), citing Goetz (1968), define efficiency as the maximization of the ratio of output to input. 

However, Anderson (2018), drawing from Farmer and Richman (1965), asserts that measuring management 

efficiency presents significant challenges. These challenges include: 

The problem of uncertainty: Management decisions and practices inherently involve future-oriented 

considerations, making it challenging to predict outcomes accurately. 

The problem of defining goals: Without clearly defined objectives, it becomes difficult to measure outputs 

accurately, as there is no clear benchmark for comparison. 



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The problem of subsystem optimization: Evaluating the enterprise as a whole over time requires conceptual 

abilities and measuring techniques that are often lacking. This makes it challenging to assess the efficiency of the 

organization as a system. 

The problem of resource mobility: Inputs such as labor and capital cannot always be easily reallocated from less 

profitable opportunities to more lucrative ones, posing a challenge to optimizing resource allocation. 

In summary, while efficiency is conceptually clear as the maximization of output relative to input, measuring 

management efficiency poses various practical challenges, including uncertainty, goal definition, subsystem 

optimization, and resource mobility. These challenges underscore the complexity of assessing and improving 

organizational efficiency. 

b. Sales Turnover  

Sales turnover refers to the total amount of revenue generated by a company from the sale of its products or 

services within a specific period. This metric provides insight into the financial performance of a business, 

representing the income generated from its core operational activities, excluding non-operating revenue sources 

such as investments (Cambridge Business Dictionary, 2019). 

Typically measured on a monthly, quarterly, or annual basis, sales turnover reflects the value of goods and 

services delivered to customers during the specified period. It encompasses both invoice and cash payments, as 

well as other revenues, constituting the company's total revenue stream (Cambridge Business Dictionary, 2019). 

Often referred to as sales or net sales, sales turnover excludes value-added tax (VAT) and may be expressed in 

monetary terms or total units of stock or products sold, usually converted into the company's accounting currency. 

Sales turnover, when deducted from direct costs, yields gross profit, which must cover all operating expenses 

before any net profit can be realized. It's important to note that the figure reported for sales turnover in the profit 

and loss account may not represent the actual cash received by the company, as some revenue may still be 

outstanding from debtors (Cambridge Business Dictionary, 2019). 

However, sales turnover is strictly limited to revenue generated from operational activities and does not include 

income from financial or other non-operational activities, such as interest income or gains from asset sales. The 

amount of sales turnover recognized by a business can vary depending on whether it adopts the accrual basis or 

cash basis of accounting. Under the accrual basis, revenue is recognized when goods are shipped or services are 

provided, whereas under the cash basis, revenue is recognized only when cash is received from customers, 

potentially delaying revenue recognition (Cambridge Business Dictionary, 2019). 

While businesses may be tempted to forecast sales turnover based on historical sales data, it's important to exercise 

caution as revenue projections may be subject to unforeseen factors such as competitive pressures or changes in 

economic conditions. Consequently, relying solely on historical sales data for revenue projections may not 

accurately reflect future revenue potential (Cambridge Business Dictionary, 2019). 

 

 



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2.2 Theoretical Framework 

Goleman’s Emotional Intelligence Performance Theory 

This model was proposed by Daniel Goleman in 1995 when he wrote the landmark book ‘Emotional Intelligence’ 

Goldman (1995) defined emotional intelligence as "abilities of being able to motivate oneself and survive in the 

face of frustrations; to control impulse and delay gratification; to manage one's moods and keep distress from 

swamping the ability to think; to empathize and to hope" (Goleman, 1995). Based on this, Goleman then 

categorized emotional intelligence into four different capabilities that include: social skills, self – awareness, 

social awareness and self – management.  

Self-awareness is the capacity to understand and recognize one's emotions by using instinctual feelings to direct 

choices. Self-management includes regulating one's thoughts and desires and helps people to respond to changing 

conditions. Social skill involves managing relationships with customers to move them in the desired direction of 

patronage and retention and social awareness deals with considering customers’ feelings, especially when making 

decisions about product/service packaging and customer-focused strategy implementation. 

The impact of emotional intelligence on the performance of business has been directly and indirectly explained 

in the context of this theory. Business performance in the retail store sector is driven by emotional intelligence. 

In this regard, marketing creativity is said to be impacted by managers’ emotional intelligence. Invariably, 

emotional intelligence equips managers with sufficient marketing creativity that forms one of the basic drivers of 

customers’ service quality perceptions.  

2.3 Empirical Review 

Anifowose, Oparanma, and Nwaeke, (2020), conducted a study on Self-Management and Organizational 

Effectiveness of Deposit Money Banks in Port Harcourt, Rivers State, Nigeria. The study adopted a cross-

sectional survey in its investigation of the variables. Primary data was generated through self- administered 

questionnaire. The population comprised of 62 staff of 10 selected banks in Port Harcourt. The reliability of the 

instrument was achieved by the use of the Cronbach Alpha coefficient with all the items scoring above 0.70. The 

hypotheses were tested using the Spearman’s Rank Order Correlation Coefficient with the aid of Statistical 

Package for Social Sciences. The tests were carried out at a 95% confidence interval and a 0.05 level of 

significance. The study found that there is a significant relationship between self-management and organizational 

effectiveness of Deposit Money Banks in Port Harcourt.  

Olusegun, Asikhia, and Akpa, (2022), conducted a study on Self-Management and Employee Research Output in 

Selected Private Universities in Ogun State, Nigeria. The population was 1464 full-time academic staff of selected 

six private Universities in Ogun State, Nigeria. Multi-stage sampling, stratified sampling and simple random 

sampling techniques were adapted to obtain a response from all the cadres of the academic staff. The sample size 

of 308 was determined using Raosoft calculator. A structured and adapted questionnaire went through validity 

and reliability tests with Cronbach Alpha ranges between 0.728 and 0.954. The inferential statistics employed 

Pearson Moment Correlation Coefficient to test the hypothesis of the study. The study revealed that self-



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management had significant relationship with employee research output (r (296) = 0.803, p < 0.05). This study 

concluded that self-management affects employee research output in selected private universities in Ogun State, 

Nigeria.  

Adoyi, Odinakachukwu, Ikechukwu and patience, (2022), conducted a study on The Influence of Social Media 

on Market Performance of SMES In Nigeria. The survey method was utilized. The survey involved four hundred 

(400) samples from a population of 6,327,963 registered SMEs in South East Nigeria. A five-point Likert scale 

questionnaire ranging from strongly agreed (5) to strongly disagreed (1) was used as a data collection instrument. 

The Cronbach Alpha method, provided by Statistical Packages for Social Sciences (SPSS), was used to test the 

reliability of the instrument. The reliability was found to be high, (0.76) showing that there is consistency in the 

items of the survey. The data was analyzed using descriptive statistics (tables, percentages, and means) and 

inferential statistics (Spearman rank order correlation). The study found that there was a significant and positive 

relationship between the use of Facebook and brand awareness, Instagram and brand loyalty, YouTube and sales 

performance, LinkedIn and customer satisfaction, and Google+ and brand awareness of SMEs in South East 

Nigeria.  

Nnaemeka, Mbah, and Ozoko, (2018), conducted a study on Social Environment and Growth of Small and 

Medium Enterprises in Southeast Nigeria. The study evaluates the social environment and growth of small and 

medium enterprises in South East, Nigeria. Survey research design was adopted in the study. The population of 

7061 owners of registered small and medium enterprises (SMEs) in the five South Eastern States of Nigeria was 

used for the study. The population was sampled down to 347 using Freund and Williams's statistical formula for 

determining sample size. The test of hypotheses was done using the Pearson Correlation Coefficient for 

hypotheses one and students t-test distribution for hypotheses two and three. The result of the study showed that 

family size has no significant positive relationship on family-owned SMEs in South East, Nigeria r(n= 347) =.155, 

p<.05), predominant age group has significant positive relationship on the number of employee in SMEs in South 

East Nigeria t(n = 347) = 15.320, p <.05, and Igbo customer 'igbaodibo' has significant positive relationship on 

volume of sales in SMEs in South East Nigeria t(n = 347) = 18.600, p <.05.  

Okeke, (2018), conducted a study on Determinant of Customers’ Choice of Retail Outlet In South- East, Nigeria. 

The study examined the determinant of customers’ choice of retail outlet in South-East, Nigeria. Survey research 

design was adopted. The population of study was made up of all customers of the entire retail outlet in South-

East of Nigeria (Unknown). Purposive sampling technique as a non-probability sampling was used to obtain a 

sample size five hundred and seven (507) customers of the retail outlet. Questionnaire was employed as the main 

instrument of data collection. Descriptive statistics and multiple regression analysis were employed in analyzing 

the data. The study found that Product quality had significant positive influence on customer choice of retail 

outlet. Ambience had a significant influence on customer choice of retail. Price had significant positive influence 

on customer choice of retail outlet.  

 



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Methodology 

The study made use of descriptive survey research design. The geographical location of the study is Roban stores 

Enugu, Shoprite Onitsha, Anambra State, Abia shopping mall, Umuahia, Abia state, Price-less store Owerri, Imo 

State and Everyday supermarket, Abakaliki, Ebonyi Enugu, all in South-East Nigeria. The South-Eastern Nigeria 

is one of six geo-political zones in Nigeria. A total of five (5) retail stores with a total number of 1,460 staff 

strength were selected from the five states in the South East geographical zone in Nigeria. The yardstick for 

selecting the population is because the organizations selected are among the prominent ones in each of the states. 

From the total population, a sample of 314 sample size was determine with the use of Yamane Taro’s formula. 

Data for the study were collected by the use of the questionnaire. The researcher distributed copies of 

questionnaire to the respondents. The instruments were structured using the five-point Likert system. 

The researcher used the expert (face) validity, where the questionnaire was presented to the supervisor who is an 

expert in the field of management and two other experts in retail chain business to confirm that the instrument 

measures what it is supposed to measure. To ensure reliability of the instrument, a test-retest method of reliability 

was applied. The test retest was carried out using fifteen (15) copies of the questionnaire prepared and 

administered to the staff (respondents) of other retail stores outside the study. The instrument was tested using 

Cronbach Alpha coefficient testing tool. 

The method of data analysis consists of descriptive statistics such as percentages, frequency tables and mean were 

used. The hypothesis was tested by utilizing Pearson Correlation Coefficient model and conclusions were made 

accordingly. The hypothesis was tested at 0.05 level of significance and statistical package for special science 

(SPSS) was utilized to aid in data analysis. 

Data Presentation and Analyses  

4.1 Distribution and Returned Questionnaire 

Three hundred and fourteen (314) copies of the questionnaire were distributed to the respondents and two hundred 

and seventy-eight (278) copies were returned representing eighty-nine (89%) percent, while thirty-six (36) copies 

of the questionnaire were not returned representing eleven percent (11 %). This shows a high rate of the 

respondents. 

 

 

 

 

 

 

 

 

 



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4.2 Data Presentation  

4.2.1 The Degree of Relationship between Self-management and Efficiency of Retail Stores in South East 

Nigeria. 

4.2.1 Responses on the Degree of Relationship between Self-management and Efficiency of Retail Stores in 

South East Nigeria. 
 

  5 

SA 

4 

A 

3 

N 

2 

DA 

1 

SD 

∑FX - 

X 

SD Decision 

1 Self- management enables the 

control of impulse and manage 

the emotions in healthy ways 

with increase in efficiency of the 

organization 

455 

91 

 32.7 

  516 

129 

46.4 

45 

15 

5.4 

42 

21 

7.6 

22 

22 

7.9 

1080 

278 

100% 

3.88 1.178 Agree 

2  Staying composed and poised 

even in stressful situations 

through self-management in that 

way, prioritize the task in the 

organization. 

555 

111 

39.9 

468 

117 

42.1 

45 

15 

5.4 

 20 

 10 

 3.6 

25 

25 

9.0 

1113 

278 

100% 

4.00 1.188 Agree 

3 The self-management facilitates 

thorough following on plans and 

goals in the organization 

440 

88 

31.7 

348 

87 

32.0 

141 

47 

16.9 

58 

29 

10.4 

25 

25 

9.0 

1012 

278 

100% 

 

3.67 1.268 Agree 

4 To be proactive and adapt to 

changing circumstances in the 

organization is due to self-

management 

650 

130 

46.8 

 188 

 47 

16.9 

159 

53 

19.1 

26 

13 

4.7 

35 

35 

12.6 

1058 

278 

100% 

 

3.81 1.396 Agree 

5 Maintaining good mental health 

was as result of self-

management thereby increasing 

the work energy 

695 

139 

50.0 

184 

46 

16.5 

  165 

  55 

  19.8 

24 

12 

4.3 

26 

26 

9.4 

1094 

278 

100% 

3.94 1.309 Agree 

 Total Grand mean and 

standard deviation 

      3.86 1.2678  

Source: Field Survey, 2023 

Table 4.2.1, 220 respondents out of 278 representing 79.1 percent agreed that Self- management enables the 

control of impulse and manage the emotions in healthy ways with increase in -efficiency of the organization with 

mean score 3.88 and standard deviation of 1.178. Staying composed and poised even in stressful situations 

through self-management in that way, prioritize the task in the organization 228 respondents representing 82.0 

percent agreed with mean score of 4.00 and standard deviation of 1.188. The self-management facilitates thorough 

following on plans and goals in the organization 175 respondents representing 63.7 percent agreed with mean 

score of 3.67 and standard deviation of 1.268. To be proactive and adapt to changing circumstances in the 



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organization is due to self-management 177 respondents representing 63.7 percent agreed with mean score of 

3.81 and 1.396. Maintaining good mental health was as result of self-management thereby increasing the work 

energy 185 respondents representing 66.5 percent agreed with a mean score of 3.94 and standard deviation 1.309. 

4.2.2 The degree of Relationship between Social Awareness and Sales Turnover of Retail Stores in South 

East Nigeria 

Table 4.2.2: Responses on the degree of relationship between social awareness and sales turnover of retail 

stores in South East Nigeria 

  5 

SA 

4 

A 

3 

N 

2 

DA 

1 

SD 

∑FX - 

X 

SD Decision 

1 Looking outward increases 

volume of sales in the 

organization 

415 

83 

 29.9 

  180 

45 

16.2 

285 

95 

34.2 

38 

19 

6.8 

36 

36 

12.9 

954 

278 

100% 

3.43 1.328 Agree 

2 The level customer loyalty was 

promoted by social interaction of 

the organization. 

400 

80 

28.8 

372 

93 

33.5 

147 

49 

17.6 

 60 

 30 

 10.8 

26 

26 

9.4 

1005 

278 

100% 

3.62 1.263 Agree 

3 Proper managing of conflict 

increased margin of sales 

530 

106 

38.1 

244 

61 

21.9 

174 

58 

20.9 

20 

10 

3.6 

43 

43 

15.5 

1011 

278 

100% 

 

3.64 1.415 Agree 

4  The Social attraction of the 

organization promoted good 

relationship with customers 

600 

120 

43.2 

 232 

 58 

20.9 

189 

63 

22.7 

16 

8 

2.9 

29 

29 

10.4 

1066 

278 

100% 

 

3.83 1.300 Agree 

5 Social awareness positively 

affects the development of social 

behavior 

290 

58 

20.9 

232 

58 

20.9 

  321 

  107 

  38.5 

36 

18 

6.5 

37 

37 

13.3 

916 

278 

100% 

3.29 1.249 Agree 

 Total Grand mean and 

standard deviation 

      3.562 1.311  

Source: Field Survey, 2023 

Table 4.2.2, 128 respondents out of 278 representing 46.1 percent agreed that looking outward increases volume 

of sales in the organisation with mean score 3.43 and standard deviation of 1.328. The level customer loyalty was 

promoted by social interaction of the organization 173 respondents representing 62.3 percent agreed with mean 

score of 3.62 and standard deviation of 1.263. Proper managing of conflict increased margin of sales 167 

respondents representing 60.0 percent agreed with mean score of 3.64 and standard deviation of 1.415. The Social 

attraction of the organization promoted good relationship with customers 178 respondents representing 64.1 

percent agreed with mean score of 3.83 and 1.300. Social awareness positively affects the development of social 

behavior 116 respondents representing 41.8 percent agreed with a mean score of 3.29 and standard deviation 

1.249. 



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4.3 Test of Hypotheses 

4.3.1 Hypothesis Three: There is no significant relationship between self-management and efficiency of retail stores 

in South East Nigeria 

Correlations 

 Self- management 

enables the control of 

impulse and manage 

the emotions in 

healthy ways with 

increase in efficiency 

of the organization 

 Staying 

composed and 

poised even in 

stressful 

situations 

through self-

management 

in that way, 

prioritize the 

task in the 

organization. 

The self-

management 

facilitates 

thorough 

following on 

plans and 

goals in the 

organization 

To be proactive 

and adapt to 

changing 

circumstances 

in the 

organization is 

due to self-

management 

Maintaining 

good mental 

health was as 

result of self-

management 

thereby 

increasing the 

work energy 

Self- 

management 

enables the 

control of 

impulse and 

manage the 

emotions in 

healthy ways 

with increase in 

efficiency of the 

organization 

Pearson 

Correlation 
1 .622** .820** .406** .545** 

Sig. (2-

tailed) 

 
.000 .000 .000 .000 

N 278 278 278 278 278 

 Staying 

composed and 

poised even in 

stressful 

situations 

through self-

management in 

that way, 

prioritize the 

task in the 

organization. 

Pearson 

Correlation 
.622** 1 .607** .704** .740** 

Sig. (2-

tailed) 
.000 

 
.000 .000 .000 

N 278 278 278 278 278 

The self-

management 

facilitates 

thorough 

Pearson 

Correlation 
.820** .607** 1 .506** .681** 

Sig. (2-

tailed) 
.000 .000 

 
.000 .000 



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following on 

plans and goals 

in the 

organization 

N 278 278 278 278 278 

To be proactive 

and adapt to 

changing 

circumstances 

in the 

organization is 

due to self-

management 

Pearson 

Correlation 
.406** .704** .506** 1 .811** 

Sig. (2-

tailed) 
.000 .000 .000 

 
.000 

N 278 278 278 278 278 

Maintaining 

good mental 

health was as 

result of self-

management 

thereby 

increasing the 

work energy 

Pearson 

Correlation 
.545** .740** .681** .811** 1 

Sig. (2-

tailed) 
.000 .000 .000 .000 

 

N 278 278 278 278 278 

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

Table 4.3.1. Showed the Pearson correlation matrix on self-management and efficiency showing the correlation 

coefficients, significant values and the number of cases. The correlation coefficient shows .406 <.820. This value 

indicates that correlation is significant at 0.05 level (2 tailed) and implies that There was significant positive 

relationship between self-management and efficiency of retail stores in South East Nigeria (r= .406 <.820). The 

computed correlations coefficient is greater than the table value of r = .000 with at alpha level for a two-tailed 

test (r= .406 <.820, p<.05). 
 

Decision Rule 

The decision rule is to accept the null hypothesis if the computed r is less than the tabulated r otherwise reject the 

null hypothesis. 
 

Decision 

Since the computed (r = .406 <.820) is greater than the table value of .000, we reject the null hypothesis. Therefore, 

we concluded that there was significant positive relationship between self-management and efficiency of retail 

stores in South East Nigeria as reported in the probability value of (r= .406 <.820, p<.05). 
 

 

 

 



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4.3.2 Hypothesis One: There is no significant relationship between social awareness and sales turnover of retail stores 

in South East Nigeria 

Correlations 

 Looking  

outward  

increases 

volume of sales 

in the 

organisation 

The level 

customer 

loyalty was 

promoted by 

social 

interaction of 

the 

organization. 

  Proper 

managing of 

conflict 

increased 

margin of sales 

 The Social 

attraction of the 

organization 

promoted good 

relationship 

with customers 

Social 

awareness 

positively 

affects the 

development of 

social behavior 

Looking  

outward  

increases 

volume of 

sales in the 

organization 

Pearson 

Correlation 
1 .698** .484** .640** .879** 

Sig. (2-tailed)  .000 .000 .000 .000 

N 278 278 278 278 278 

The level 

customer 

loyalty was 

promoted by 

social 

interaction of 

the 

organization. 

Pearson 

Correlation 
.698** 1 .402** .632** .745** 

Sig. (2-tailed) .000  .000 .000 .000 

N 278 278 278 278 278 

  Proper 

managing of 

conflict 

increseased 

margin of 

sales 

Pearson 

Correlation 
.484** .402** 1 .742** .412** 

Sig. (2-tailed) .000 .000  .000 .000 

N 278 278 278 278 278 

 The Social 

attraction of 

the 

organization 

promoted 

good 

relationship 

with 

customers 

Pearson 

Correlation 
.640** .632** .742** 1 .706** 

Sig. (2-tailed) .000 .000 .000  .000 

N 278 278 278 278 278 



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Social 

awareness 

positively 

affects the 

development 

of social 

behavior 

Pearson 

Correlation 
.879** .745** .412** .706** 1 

Sig. (2-tailed) .000 .000 .000 .000  

N 278 278 278 278 278 

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

Table 4.3.2. Showed the Pearson correlation matrix on social awareness and sales turnover showing the 

correlation coefficients, significant values and the number of cases. The correlation coefficient shows .402 <.879. 

This value indicates that correlation is significant at 0.05 level (2 tailed) and implies that there was significant 

positive relationship between social awareness and sales turnover of retail stores in South East Nigeria, (r= .402 

<.879). The computed correlations coefficient is greater than the table value of r = .000 with at alpha level for a 

two-tailed test (r= .402 <.879, p<.05). 

Decision Rule 

The decision rule is to accept the null hypothesis if the computed r is less than the tabulated r otherwise reject the 

null hypothesis. 

Decision 

Since the computed (r =.402 <.879) is greater than the table value of .000, we reject the null hypothesis. Therefore, 

we concluded that there was significant positive relationship between social awareness and sales turnover 

of retail stores in South East Nigeria as reported in the probability value of (r=.402 <.879, p<.05). 

5.1 Summary of Findings 

In this study, emotional intelligence and performance of retail stores was examined. The major findings of the 

study are as follows: 

i. There was significant positive relationship between self-management and efficiency of retail stores in South 

East Nigeria, r(95, n = 278) =  .406 <.820, p. < .05 

ii. There was significant positive relationship between social awareness and sales turnover of retail stores in 

South East Nigeria, r(95, n = 278) = .402 <.879, p. < .05 

5.2 Conclusion 

This study evaluated the relationship between emotional intelligence and performance of retail stores in South 

East, Nigeria. The study made use of 314 respondents selected using random sampling techniques. The conclusion 

reached in the study is as follows: Firstly, emotional intelligence has significant positive relationship with 

performance of retail stores in South East, Nigeria. Secondly, the components of emotional intelligence which 

are self-management and social awareness all have significant positive relationship with the components of 

organizational performance namely: efficiency and sales turnover of retail stores in South East Nigeria 

 



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5.3 Recommendations 

From the findings, it was clearly showed that emotional intelligence is very important in the performance of retail 

stores in South East, Nigeria. Therefore, this study gives the following suggestions;  

i. There is need for staff and management of retail stores to regulate their emotions and ensure that the emotions 

of others do not affect the performance of the organization. 

ii. Retail stores should encourage socialization to build positive relationship among the staff and with customers 

to increase patronage. 

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