BUS603: Managing People

The purpose of this chapter is to discuss how characteristics of a decision support system (DSS) interact with characteristics of a task to affect DSS use and decision performance. This discussion is based on the motivational framework developed by and the studies conducted by Chan and Chan et al. The key constructs in the motivational framework include task motivation, user perception of DSS, motivation to use a DSS, DSS use, and decision performance. This framework highlights the significant role of the motivation factor, an important psychological construct, in explaining DSS use and decision performance. While DSS use is an event where users place a high value on decision performance, the Technology Acceptance Model (TAM) and the Unified Theory of Acceptance and Use of Technology (UTAUT) do not explicitly establish a connection between system use and decision performance. Thus, Chan includes decision performance as a construct in the motivational framework rather than rely on the assumption that DSS use will necessarily result in positive outcomes. This is an important facet of the framework because the ultimate purpose of DSS use is enhanced decision performance.

Chan tests some of the constructs in the motivational framework. Specifically, the author examines how task motivation interacts with DSS effectiveness and efficiency to affect DSS use. As predicted, the findings indicate that individuals using a more effective DSS to work on a high motivation task increase usage of the DSS, while DSS use does not differ between individuals using either a more or less effective DSS to complete a low motivation task. The results also show significant differences for individuals using either a more or less efficient DSS to complete a low motivation task, but no significant differences between individuals using either a more or less efficient DSS to perform a high motivation task only when the extent of DSS use is measured dichotomously (i.e., use versus non-use). These findings suggest the importance of task motivation and corroborate the findings of prior research in the context of objective (i.e., computer recorded) rather than subjective (self-reported) DSS use. A contribution of Chan's study is use of a rich measure of DSS use based on Burton-Jones and Straub's definition of DSS use as an activity that includes a user, a DSS, and a task.

Chan et al. extends the motivational framework by investigating the alternative paths among the constructs proposed in the framework. Specifically, the authors test the direct effects of feedback (a DSS characteristic) and reward (a decision environment factor), and examine these effects on decision performance. The results indicate that individuals using a DSS with the feedback characteristic perform better than those using a DSS without the feedback characteristic. The findings also show that individuals receiving positive feedback, regardless of the nature (i.e., informational or controlling) of its administration perform better than the no-feedback group. These results provide some evidence supporting the call by Johnson et al. for designers to incorporate positive feedback in their design of DSS. Positive feedback is posited to lead to favorable user perception of a DSS which in turn leads to improved decision performance. The findings also suggest that task-contingent reward undermines decision performance compared to the no reward condition, and performance-contingent reward enhances decision performance relative to the task-contingent reward group. The study by Chan et al. demonstrates the need for designers to be cognizant of the types of feedback and reward structures that exist in a DSS environment and their impact on decision performance.

The next section presents Chan's motivational framework. Sections 3 and 4 discuss the studies by Chan and Chan respectively. The concluding section proposes potential research opportunities for enhancing understanding of DSS use and decision performance.

Source: Siew H. Chan and Qian Song, https://www.intechopen.com/books/decision-support-systems/motivational-framework-insights-into-decision-support-system-use-and-decision-performance
This work is licensed under a Creative Commons Attribution 4.0 License.