Study also investigates the moderating role of emotional intelligence on the relationship among decision making styles and organizational performance.
Data is collected on random sampling basis from 187 banking sector employees. If endings of the study determine that employee’s different decision making styles influence organizational performance differently. Major findings include that rational and dependent decision making styles have high positive impact on organizational performance while avoiding decision making styles has negative impact on organizational performance.
Study further determines that emotional intelligence moderates the relationship among decision making styles and organizational performance. Key words: Decision making Decision making styles INTRODUCTION Organization’s performance is measured considerably based on their financial achievements and growth. None of any organization wants to have losses and low future growth. Thus managers in the organizations have urge to craft performance in the line of business operations.
This performance achievement approach makes the benchmark for the top management to recognize their manager’s efforts and intellectual abilities in making productive business.
In order to get sustainTABLE organizational performance, managers have to make decisions in framing their organization’s path towards the achievement of organizational goals. Managers needed substantial information to make sound business decisions thus; managers must have substantial information before making decisions.
As the decisions based on small information are not effective and this poor business decision making are reflected in the organizational performance. However, manager’s decisions affect the organization daily [1, 2]. Castle and Even (1983)  argue that decision makers have significant influence on a firm’s performance. Holt and Jones (2002)  found that Organizational performance Emotional intelligence emotional intelligence has an impact on organizational performance.
Consequently, the focus Of this paper is to evaluate the employee different decision making styles and the impact of these decision styles on organizational performance. Study also investigates the moderating role of emotional intelligence on the relationship among Literature Review: There is an emerging body of knowledge devoted to define the individual decision making styles. The innovation of individual decision making styles and group decision rules have a significant inferences for organizations . Researchers have explored a wide range of individual decision making styles .
Such as, Scott and Bruce (1995)  define decision making styles as “the learned habitual response pattern exhibited by an individual when confronted with a decision situation. ” Based on this definition, Scott and Bruce (1995)  categorize individual decision making style in to five major categories which deals in turns with rational, intuitive, dependent, avoiding and spontaneous decision making styles. Authors defined decision making styles as. Corresponding Author: Ran Rashes Raman, Quad-I-Exam School of Management Sciences (SCAMS), Quad-I-Exam University, Islamabad, Pakistan. Reel: +923334899913. 1 308 World Apply. Sic. J. , 17 (1 0): 1308-1315, 2012 Rational decision making style is characterized by thorough search for logical evaluation of alternatives (B) Intuitive decision making styles is characterized by reliance upon hunches and feelings (c) dependent decision making styles is characterized by search for advice and direction from others (d) avoiding decision making style is characterize by attempts to avoid decision making and (e) spontaneous decisions making styles is characterized by taking sudden and impulsive decisions.
However, an individual decision making practices can also be determined in terms of decision rules that generate alternatives for individual decisions . Researchers found that individual try to apply specific rules while making decisions under any circumstances Beauty (1986)  define these decisions rules as an alternative that provide maximum payoff based on all future conditions. Author further explained that an individual examine each alternative and select the option providing highest payoff.
By considering these decision rules, Beam and Walleye (2003)  found that fast strategic decision making have an impact on organizational reference in terms of corporate reputation, financial performance, employee commitment and growth of organization. March and Sutton (1997)  enlighten firms’ performance as the evaluation in terms Of profits, productivity, debt ratios, market share, sales and stock prices. Bloat and Waylay (2009) CLC 1] defined organizational performance on the basis of seven performance categories.
These performance categories include profitability, organizational effectiveness, continuous improvement, productivity, quality, quality of work life and social responsibility. Antonym and Patriarchy (2010) [1 2] explained organizational performance in a road sense and define it as the excellent measure of association of all performance variTABLEs which influence the organization’s functioning. There is wide range of literature availTABLE on the discussion that whether to measure firm performance subjectively or objectively.
The core reason behind this phenomenon is that objective measures are used to be more real but are often restricted in scope to financial data. Subjective measures on the other hand lack concreteness, but equip the researcher with a richer description of the efficiency of an organization as compared to competitors [13, 14]. We used subjective measure in this study for organizational performance because objective measures are more fine-grained than quantitative measures . Many researchers explored the link between decision making and organizational performance.
Mason (1996) [1 6] founds that top management teams make decisions which influence the organizational performance. Allen, Mason, David & Cheerier (1994) [1 7] founds that strategic decision making influence organizational performance. Irene, Abdul and Rehashed (1997) [1 8] further found that rational decision making have a positive association with organizational performance. Raman (201 1)  propose a theoretical model and argue that session making styles have an impact on organizational performance.
Hypothesis 1: There Is an Impact of Decision Making Styles on Organizational Performance: Abraham (2000)  founds that an emotionally intelligent individuals have high organization commitment, high success rate  and use positive emotions to enhance their decision making capability. George (as cited in Gardner and Stouts, 2001 )  argues that emotional intelligence enhances individual ability to get solutions for the problems and to tackle issues and opportunities facing by them and by their organizations as well.
Individual within his context, are TABLE to enhance decision making capability through their knowledge and management of emotions and the leaders who are TABLE to correctly recognize emotions are more TABLE to decide whether the emotion is attached to opportunities or problems and therefore use those emotions in the procedure of decision making. The definition of emotions and its measurement changes with the passage of time. Salvoes and Meyer (1990)  define emotions as an organized response which crosses the many psychological subsystems such as psychological, experimental, cognitive and motivational us beseems.
At earlier stages, intelligence researcher measures emotions with respect to various subsystems such as occasionally emotions and social emotions (Gardner, 1983)  and consider emotional intelligence as a part of social intelligence (Salvoes & Meyer, 1990) . Saliva and Meyer (1990)  are the first who uses term “emotional intelligence” and define it as the “ability to monitor one’s own and other’s feelings and emotions to discriminate among them and to use this information to guide one’s thinking and actions”.
Author further elaborate the concept of emotional intelligence by explaining it through three dimensions of adaptive abilities; appraisal and expressing the emotions, utilizing and regulating the emotions in solving problems. Later on, Coleman (1995)  expanded the construct of emotional intelligence by adding specific social and communication skills which influence by understanding and expression of emotions. Salvoes and Mayer (1997)  give the revised 1309 World Apply. Chi. J. , 17 (1 0): 1308-1315, 2012 Fig. 1: Theoretical F-ramekin model of emotional intelligence by focusing more on the cognitive components of emotional intelligence. The revised model composed of four categories of emotional intelligence: perception appraisal and expression Of emotions; employing and analyzing emotional information; emotional facilitation of thoughts and regulation of emotions for further emotional growth.
Later on many researcher defines and measures emotional intelligence according to the scope of their studies such as GENES El Inventory which is specifically designed for workplace emotional intelligence, Bar-on emotional quotient inventory which deeply measures the emotional intelligence construct (Bar-On, 1996)  and Burnet (1996)  developed the Perception of Affect scale based on the basis that being TABLE to focus rapidly, properly and effortlessly to feelings is the keystone of emotional intelligence..
Researchers founds that emotional intelligence also have impact on organizational performance. Holt and Jones (2002)  concluded that performance. Trust, Salsa, & Mount (2006)  studied the various ways through which emotional intelligence affects organizational performance. Authors concluded that emotional intelligence have an impact on performance, helps in developing international business capabilities and affects many business outcomes.
Amelia, Caesar, Gerald, Anthony and Ronald (2003)  founds that emotional intelligence training is an evolutionary means of organizational performance. Jordan & Troth (2002)  founds that emotional intelligence influence the employee preferred style of conflict resolution which contributes towards the understanding of organizational performance and its determinants.
Hypothesis 2: Emotional Intelligence Moderates the Relationship Between Decision Making Styles and Organizational Performance: Based on the above literature, following framework as depicted in Figure 1 is designed for the present study in which decision making styles serve as independent variTABLE, organizational performance as dependent variTABLE while emotional intelligence serve as moderating variTABLE among decision making styles and organizational performance.
Methodology Sample: Population for the study consists of 151 branches of all public and private limited banks located in Granular city of Pakistan. Random sampling is used to collect data from banking sector employees. Data is collected by using questionnaire method. Respondents consist of 16% top level managers, 59% middle level managers and 25% of low level mangers. In addition to this, participants include 83% of males and 17% females. Measure and Procedure: Decision making styles of the employees were accessed using decision making styles questionnaire developed by Bass and Viola (2000) .
The original decision making style questionnaire 1310 World Apply. Sic. J. , 17 (10): 1308-1315, 2012 composed of 25- items measuring rational, dependent, intuitive, avoiding and spontaneous decision making styles. Organizational performance was accessed using 7-items scale which measure organizational performance in terms of financial performance and growth of organization. GENES emotional intelligence inventory is used to measure emotional intelligence which is specifically designed for accessing workplace emotional intelligence.
Emotional intelligence scale consist of 1 5-items which measures the three dimension of emotional intelligence; emotional awareness of self, emotional awareness of others and emotional reasoning. All the responses are obtained on five point liker scale ranges from strongly disagree to strongly agree. A total of 300 mail or self administered questionnaires are distributed from which only 187 were received back with the response rate of 62% from the given sample. Statistical Analysis: To examine goodness of measure, responses to items were subjected to factor analysis using principal component method.
Factor loading is analyzed using Bavaria rotated component matrix.
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