Decision-makers are sometimes depicted as impulsive and overly influenced by 'hot', affective factors. The present research suggests that decision-makers may be too 'cold' and overly focus on rationalistic attributes, such as economic values, quantitative specifications, and functions. In support of this proposition, we find a systematic inconsistency between predicted experience and decision. That is, people are more likely to favor a rationalistically-superior option when they make a decision than when they predict experience. We discuss how this work contributes to research on predicted and decision utilities; we also discuss when decision-makers overweight hot factors and when they overweight cold factors. Copyright # 2003 John Wiley & Sons, Ltd.key words rationale; rationalism; rule; decision utility; experienced utility; predicted utility; consumption experience; inconsistency; preference reversal Traditional decision theorists assume that when choosing between options that have the same costs, decisionmakers analyze which option will deliver the highest expected outcome utility and choose that option. This is a consequentialist utility analysis approach. In reality, people rarely base their decisions strictly on this approach. In recent years, behavioral decision theorists have proposed that choices are often driven by decisionmakers' affect toward the choice options (e.g. Frederick, 2002;Hsee & Rottenstreich, 2002;Kahneman, Schkade, & Sunstein, 1998;Loewenstein, 1996;Loewenstein et al., 2001;Rottenstreich & Hsee, 2001;Slovic et al., 2002), and that such affect-driven decisions often lead to different choices than the consequentialist utility analysis would prescribe. For example, when choosing between two equally expensive computers, one with a faster processor and the other having a more appealing color, decision-makers may focus more on the color of the computers than warranted by a careful consequentialist utility analysis. It appears that decisions are not 'cold' enough.
Built on the job demands-resources model (JD-R) and self-determination theory, the present research proposed that the relationship between work resources (social support) and employees’ work engagement takes on an inverted U-shaped curve, and presents a model of the moderation of personal resources (psychological capital) on the relationship. The hypotheses were tested by hierarchical regression analysis and path analysis with 535 surveys collected in 19 enterprises. The findings demonstrated an inverted U-shaped curve relationship between enterprises’ social support and employees’ work engagement and further suggested that the predicting effect of social support on work engagement is influenced by employees’ psychological capital, that is to say, the transformation from social support to work engagement bears higher efficiency in employees with high psychological capital than in those with low psychological capital. However, psychological capital fails to display a moderating effect on the curve relationship between social support and work engagement. The present study, casting doubt on the assumption that enterprise supply must meet the needs of employees, argued that the effectiveness of enterprises’ resource support is influenced by the individual needs of employees.
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