“You’re fired”: the influence of heuristic-systematic processing in communication and termination decisions in organizational environments

Abstract

PurposeDecisions regarding the termination of organizational members are not only common but also represent difficult actions for managers. Despite their importance and frequency, managers often make or avoid them based on incomplete or faulty decision-making criteria. Previous research suggests that decision-makers are subject to internal influences that play significant roles in their decision-making.Design/methodology/approachUsing a controlled between-groups experimental design, this study, guided by the heuristic-systematic model, tested to what extent decision-makers rely on heuristic cues versus the systematic processing of more relevant information when making termination decisions.FindingsFindings suggest the order in which information is presented influences participants’ decision-making and influences the information-processing structure.Practical implicationsFindings suggest practical considerations for managers, management trainees and others who engage in termination decisions as to potential influencing factors.Originality/valueThis research adds to the understanding of the decision-making process in organizational contexts.