Decision-Making Processes in the Workplace: How Exhaustion, Lack of Resources and Job Demands Impair Them and Affect Performance

Abstract

The present study aims to connect more the I/O and the decision-making psychological domains, by showing how some common components across jobs interfere with decision-making and affecting performance. Two distinct constructs that can contribute to positive workplace performance have been considered: decision-making competency (DMCy) and decision environment management (DEM). Both factors are presumed to involve self-regulatory mechanisms connected to decision processes by influencing performance in relation to work environment conditions. In the framework of the job demands-resources (JD-R) model, the present study tested how such components as job demands, job resources and exhaustion can moderate decision-making processes and performance, where high resources are advantageous for decision-making processes and performance at work, while the same effect happens with low job demands and/or low exhaustion. In line with the formulated hypotheses, results confirm the relations between both the decision-making competences, performance (i.e., in-role and extra-role) and moderators considered. In particular, employees with low levels of DMCy show to be more sensitive to job demands toward in-role performance, whereas high DEM levels increase the sensitivity of employees toward job resources and exhaustion in relation to extra-role performance. These findings indicate that decision-making processes, as well as work environment conditions, are jointly related to employee functioning.

Developing a decision-making dependency (DMD) model for nurse managers

“…Furthermore, multiple roles have also been observed to contribute to exhaustion/fatigue which consequently depletes personal resources, affects cognitive abilities and contributes to poor decision making. Other research links multiple roles to stress (Ceschi et al, 2017;Honda et al, 2015). Erikson (2012) argues that multiplicity of roles contributes to confusion regarding the nature of specific roles and therefore contributes to employees being more likely to waste their energy negotiating their roles and responsibilities and ultimately becoming involved in non-productive tasks and poor decision making (Rozario et al, 2004).…”

“…The complexity of a situation determines how decisions are made and at the same time the type of decisions made. The understanding of the complexity of the situation by the manager is likely to have a significant impact on their ability to generate, evaluate, select and apply choices while managing uncertainty, accompanied and complicated by time pressure that will also influence decision making (Ceschi et al, 2017).…”

Should I Text or Call Here? A Situation‐Based Analysis of Drivers’ Perceived Likelihood of Engaging in Mobile Phone Multitasking

“…The decision-making process about where and when to engage in mobile phone distracted driving is subject to self-regulation. The self-regulation process has been found to be a process through which individuals develop strategies to cope with environmental conditions and maintain high performance (Ceschi, Demerouti, Sartori, & Weller, 2017). A growing body of the literature has studied self-regulation of distracted driving using behavioral adaptation principles.…”

How Do You Manage Change in Organizations? Training, Development, Innovation, and Their Relationships

“…The increasing importance given to the development of people in organizations has stimulated researchers to study the relationship between training activities and several performance measures (Tharenou et al, 2007; Ceschi et al, 2016, 2017c; Sartori et al, 2016b, 2017b). Empirical studies have investigated the outcomes of training on productiveness (Barrett and O’Connell, 2001), financial performance (Glaveli and Karassavidou, 2011), and motivation of employees (Castellanos and Martín, 2011).…”