An Article on Bias in Decision-Making from Forbes

The article discusses the unpalatable fact that decisions are complex, and humankind isn’t good at choosing the best choices. That is true for both our personal and professional lives. Corporate managers and executives face vital considerations that affect customer satisfaction, time to market, employee behavior, and income each day. Business executives know that making good decisions is extremely tough (Forbes, 2005). It tests humans’ limited ability to digest large amounts of information at high speeds, communicate with others, and choose the best course of action.

According to The Conversation, which examines studies on human perception, Robbins and Judge (2018) repeatedly found that respondents were startled by how rapidly they make judgments and how little knowledge they utilize. Their information relates to this article. It discusses how people fail to predict how minimal knowledge they and others utilize when concluding. Attempts have been made in studies to identify the elements that impact decisions. Previous experience is essential. Optimism and overconfidence do as well. We all have emotional distortions, systemic mistakes in cognition caused by misinterpretation, and arbitrary reality.

An Article on Employee Motivation from Fortunes

            The article talks about how corporate executives have traditionally utilized various strategies to encourage their colleagues, such as bonding events, team-based performance targets, and even displaying inspiring phrases all around the workplace. While most of these methods are tested and proven, managers have influenced employees’ essential abilities, like Steve Jobs or Richard Branson (Saunders et al., 2012). They are continually recognized for their unconventional attitude to the workplace. With each younger generation contributing their peculiarities and oddities to the workplace, a somewhat different strategy is necessary to engage employees and drive them to perform at a high level.

The debate about motivation and the structures in place in organizations and cultures has remained separate from the unique and highly complex motivating force idea. Generally, high-level desire has been fostered in businesses through two unique techniques: wealth and influence. In other words, employees are encouraged to work hard to obtain a bonus and an endorsement. While this works well enough, the famous George Carlin adage rings true: “Most employees labor just long enough not to get sacked, and just enough to resign.” A conventional incentive strategy will suffice if the aim is to inspire individuals to achieve just enough. However, most officials are coming to see that there must be a better method.

Money and power will keep individuals employed, but they will not encourage the most significant person to perform at their peak. Part of the rationale is related to “habituation,” which states that individuals become used to their surroundings. This article relates to Robbins’ work as they both claim that as to raise significantly enhances the lifestyle of a younger employee earning a lower wage; as the individual earns more money and accumulates wealth, increasing their earnings will have declining benefits on performance and productivity (Robbins & Judge, 2018). It begins by acknowledging that inspiration is a lot more complicated and individualized ideal, involving a variety of characteristics like performing meaningful work, Inventing, and making things that had not previously existed.

References

Forbes, D. P. (2005). The Effects of Strategic Decision Making on Entrepreneurial Self–Efficacy. Entrepreneurship Theory and Practice, 29(5), 599–626. https://doi.org/10.1111/j.1540-6520.2005.00100.x

Robbins, S. P., & Judge, T. A. (2018). Essentials of organizational behavior (Fourteenth edition). Pearson.

Saunders, K. E. A., Hawton, K., Fortune, S., & Farrell, S. (2012). Attitudes and knowledge of clinical staff regarding people who self-harm: A systematic review. Journal of Affective Disorders, 139(3), 205–216. https://doi.org/10.1016/j.jad.2011.08.024