Evidence, empathy and emotions: decision-making styles of human resource professionals and their effectiveness in resolving complaints of sexual harassment

Abstract

PurposeThe decision-making styles of human resource professionals (HRPs) in resolving complaints of sexual harassment are extremely important as they form the backbone of effectiveness in the resolution of a complaint. The purpose of this paper is to explore these decision-making styles and gauge their effectiveness in resolving such complaints.Design/methodology/approachEmploying a qualitative research approach, semi-structured interviews were conducted with 35 HRPs of 30 companies in Sri Lanka.FindingsWe found eight decision-making styles used by HRPs in resolving complaints of sexual harassment: (1) analytical, (2) behavioural, (3) directive, (4) conceptual, (5) avoidant, (6) dependent, (7) intuitive and judgemental, and (8) manipulative and persuasive. HRPs were found to generally adopt combinations of these styles, with one or two styles being dominant while one or two were used as back-up styles. In resolving complaints of sexual harassment, certain combinations of these styles were found to be more effective than others because they led to procedural, distributive and interactional justice.Practical implicationsThe implications of these findings for self-reflection and in training for the HRPs are also discussed.Originality/valueThe findings of this study assist us in understanding how and why HRPs make different decisions when resolving seemingly similar complaints and the effectiveness of such decisions.

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