Affect and Workplace Judgment and Decision-Making

doi:10.1017/9781108573887.014

13 - Affect and Workplace Judgment and Decision-Making

from Part II - Workplace Affect and Individual Worker Outcomes

Published online by Cambridge University Press: 25 June 2020

Shanique G. Brown and

Alice F. Stuhlmacher

Edited by

Liu-Qin Yang ,

Russell Cropanzano ,

Catherine S. Daus and

Vicente Martínez-Tur

Show author details

Liu-Qin Yang: Affiliation:
Portland State University
Russell Cropanzano: Affiliation:
University of Colorado
Catherine S. Daus: Affiliation:
Southern Illinois University Edwardsville
Vicente Martínez-Tur: Affiliation:
Universitat de València, Spain

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Summary

Judgment and decision-making (JDM) are ubiquitous within organizations. Leaders initiate critical judgments and decisions about organizational strategy and operating procedures. Continuous judgments and decisions are generated relating to the recruitment, selection, performance management, and departure of organizational talent. Every employee makes judgments and decisions on career directions, task acceptance, resource use, and time allocations across both work and non-work tasks. Employees generate frequent high-stakes judgments and decisions in courtrooms, as well as split-second decisions in emergency rooms and cockpits. It is hard to imagine workplace decisions and judgments such as these occurring without affective processes being involved.

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Type: Chapter
Information: The Cambridge Handbook of Workplace Affect , pp. 174 - 184

DOI: https://doi.org/10.1017/9781108573887.014 [Opens in a new window]

Publisher: Cambridge University Press

Print publication year: 2020

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