HR Managers’ Emotions in Strategic Decision-Making Events: Evidence from 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. 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.

Modeling Conflicts at Work: The Case of Elementary School Employees in Croatia

“…It is, therefore, necessary to reconsider the role of emotions in the conflict process and their influence on the outcome and strategic choices (Neumann 2017;Gonan Božac and Kostelić 2021), a reflection on the consequences of the conflict (Konrad and Mangel 2000;Soleimani and Bolourchi 2021), as well as their possible implicit effects on job satisfaction (Erdamar and Demirel 2016), work efficiency (Rahim 2002) and, consequently, organizational climate and performance (Memili et al 2015;Triguero-Sánchez et al 2018).…”

“…The theory suggests that emotions play an important role in the process and may affect the outcome and strategic choices (Neumann 2017;Gonan Božac and Kostelić 2021), but also impact reflection on the conflict consequences, thereby influencing employees' productivity (Konrad and Mangel 2000;Soleimani and Bolourchi 2021), job satisfaction (Erdamar and Demirel 2016), work efficiency (Rahim 2002) and, consequently, organization climate and performance (Memili et al 2015;Triguero-Sánchez et al 2018).…”

“…It can be noticed that several conflict consequences may result from a single conflict. The result or output of an event can stem from experienced affective states during the application of chosen strategies (for example, disturbed interpersonal relationships or dissatisfaction), but their perception can also be colored by the affective states (Neumann 2017;Gonan Božac and Kostelić 2021).…”

“…While teaching in itself comprises emotional labor, the emotions, feelings, and affective states may also promote teachers' agency (Benesch 2018). Moreover, emotions play an important role in the decision-making process by enhancing people's perception of a situation and strategy choices (Neumann 2017;Gonan Božac and Kostelić 2021). It stands to reason that emotions play an equally important role in the conflict processes.…”

What HR decisions are crucial in turbulent times? An analysis of differences in manufacturing and non-manufacturing companies

“…All HR decisions should be economically acceptable (concerning the company's requirements) but at the same time socially sensitive (concerning people's needs), which takes work to achieve (Di Fabio, 2017). To make such HR decisions, the company's managers and HR professionals need both professional knowledge and experience as well as emotional intelligence (Ashkanasy & Daus, 2002), mainly empathy and perception of the HR decisions made, not only from the perspective of the business but also of people (Bozac & Kostelic, 2021).…”