Relations between mental workload and decision-making in an organizational setting

Abstract

Background: the complexity of current organizations implies a potential overload for workers. For this reason, it is of interest to study the effects that mental workload has on the performance of complex tasks in professional settings. Objective: the objective of this study is to empirically analyze the relation between the quality of decision-making, on the one hand, and the expected and real mental workload, on the other. Methods: the study uses an ex post facto prospective design with a sample of 176 professionals from a higher education organization. Expected mental workload (Pre-Task WL) and real mental workload (Post-Task WL) were measured with the unweighted NASA-Task Load Index (NASA-TLX) questionnaire; difference between real WL and expected WL (Differential WL) was also calculated; quality of decision-making was measured by means of the Decision-Making Questionnaire. Results: general quality of decision-making and Pre-Task WL relation is compatible with an inverted U pattern, with slight variations depending on the specific dimension of decision-making that is considered. There were no verifiable relations between Post-Task WL and decision-making. The subjects whose expected WL matched the real WL showed worse quality in decision-making than subjects with high or low Differential WL. Conclusions: the relations between mental workload and decision-making reveal a complex pattern, with evidence of nonlinear relations.