Emotional Skills and Organizational Performance: A Buffering Effect of Personal Profiles

Abstract

This study investigates the influence of emotional skills on employee turnover and organizational performance in Ghana’s budget hotel industry, where persistent staff attrition continues to undermine service delivery and operational efficiency. Using a validated questionnaire, data were collected from 422 employees across 51 budget hotels, producing strong reliability coefficients (0.70–0.88). Inferential statistical analyses, including the Kruskal–Wallis and Mann–Whitney U tests, show that employee performance is somewhat positively impacted by emotional abilities, particularly self-awareness, empathy, and emotional control. Employees who exhibit stronger emotional competencies demonstrate higher engagement levels, improved work attitudes, and an increased likelihood of remaining with their organizations. The findings underscore the need for hotel managers to prioritise emotional skills development as a strategic human-resource intervention to reduce turnover and enhance organizational effectiveness. Investing in targeted training, coaching, and supportive leadership practices can help develop these competencies, ultimately reducing operational disruptions caused by high employee mobility. Strengthening emotional competencies not only helps stabilise the workforce but also contributes to long-term sustainability, improved service quality, and greater competitiveness within Ghana’s budget hotel sector.