The Hassled Decision Maker: The Effects of Perceived Time Pressure on Information Processing in Decision Making

Leon Mann and Charlotte Tan
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Leon Mann: Graduate School of Management, University of Melbourne, 200 Leicester Street, Carlton VIC 3053.
Charlotte Tan: Graduate School of Management, University of Melbourne, 200 Leicester Street, Carlton VIC 3053.

Australian Journal of Management, 1993, vol. 18, issue 2, 197-209

Abstract: Managers are often required to make complex decisions under severe time constraints. We predicted that the perception of time pressure, even when there is sufficient time to make a decision, may impair decision making activity. A pilot study and two experiments were conducted on a sample of 162 university students, who were assigned to a time-pressure condition or a no time-pressure condition. In support of the prediction, time-pressured students generated fewer objectives and alternatives and considered fewer consequences. The “hassled decision maker†effect may be due to: the disruptive effects of psychological stress; the need for rapid cognitive closure; interruptions due to continual monitoring of time and deadlines; and, resentment at the demand to work quickly. Implications of the findings for management practice are discussed.

Keywords: DECISION MAKING; INFORMATION PROCESSING; TIME PRESSURE (search for similar items in EconPapers)
Date: 1993
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Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:18:y:1993:i:2:p:197-209

DOI: 10.1177/031289629301800204

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