PSYCHOLOGICAL DETERMINANTS OF MANAGERIAL DECISIONMAKING IN STRATEGIC HUMAN RESOURCE SYSTEMS

Abstract

This paper examines the psychological determinants that shape managerial decision-making within strategic human resource systems. The relevance of the topic is defined by the growing dependence of organizational effectiveness on the quality of personnel decisions, especially in conditions of uncertainty, digitalization, and intensified competition for talent. The article synthesizes research in management
psychology and HR psychology in order to clarify how cognitive styles, motivational mechanisms, socio-psychological characteristics of leaders, and organizational context influence the quality of staffing, evaluation, promotion, and retention decisions. The degree of prior study is assessed through the works of contemporary HRM and organizational psychology scholars together with the author's publications on managerial decisions. Methodologically, the article relies on theoretical analysis, comparative interpretation, content analysis, and conceptual generalization. The paper argues that effective HR decisions require the integration of rational analysis with psychological insight, because formally correct personnel decisions may remain ineffective when they ignore employee motivation, trust, and perceived fairness. The article concludes with scientific recommendations aimed at improving the psychological competence of managers and strengthening the evidence base of HR decision-making.