Abstract
The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization’s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of—not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.
Highlights
Faculty of Economics and Tourism “Dr Mijo Mirkovic”, Juraj Dobrila University of Pula, 52100 Pula, Croatia; Abstract: The inclusion of emotions in the strategic decision-making research is long overdue
Within the affective event theory, it is assumed that work events set off emotions that consequentially affect job satisfaction and performance [51,56,66,67,68]. We extend this presumption and examine whether there exists a relationship between emotions experienced during events of strategic decision-making to job satisfaction
This seems to confirm that an event can be appraised from different perspectives and indicates that some human resource (HR) managers may perceive the same event differently from the perspective of the organization and from a personal perspective, which is in line with [17]
Summary
Faculty of Economics and Tourism “Dr Mijo Mirkovic”, Juraj Dobrila University of Pula, 52100 Pula, Croatia; Abstract: The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. The research on emotions related to strategic decision-making events is scarce, and the research on involved managers and key persons even more so [3,4]. The framework management of change, which is more thoroughly researched, is necessarily related to strategic decision-making events, but it is focused on the implementation and primarily examines employees. Sustainability 2021, 13, 845 this expansion with human resource (HR) managers seem as a logical step, given their functional proximity to employees
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