Advances in Consumer Research
Issue 4 : 1941-1950
Original Article
An Empirical Study on the Impact of Geographical Location on Workforce Decision-Making in Dynamic Workplaces
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1
Assistant Professor, I Business Institute, Greater Noida.
2
Associate Professor, Sharda School of Business Studies, Sharda University.
3
Professor of Practice, Manav Rachna University
Abstract

The research focuses on inter-regional differences in the decision making of the workforce within India, with the aim of looking at the nature of workplace subjectivity and capabilities in terms of making decisions that involve infrastructure availability and dynamism in the work environment. The research design used was cross-sectional based on theoretical perspective of organizational behavior and data about the Indian workforce. Structured surveys were used to collect information among 360 professionals of five regions in India. The SPSS (v26) and ArcGIS (v10.8) software was used to perform analytical techniques including ANOVA, regression, interaction model and geospatial mapping. In the results, substantial regional variations were also noted with a better score at the decision making in the Western and the Southern as opposed to the Central and the Eastern regions. It was found that decision-making depended not only on workplace dynamism (beta = 0.33, p < 0.001) but also the availability of infrastructure (beta = 0.29, p < 0.01) as regression analysis revealed. Additionally, interaction effects revealed that strong infrastructure enhances positive impact of dynamism at the workplace. The employees in the private sector also recorded a high score when compared to their public residents. These reflections provide the important emphasis on the role that infrastructure and the culture of the organization play in the forming strategic mode of workforce behaviour in terms of optimizing the efficacy of the decisions made, as well as refer to region-specific policies to provide the organizations with enhancements in the efficacy of the decisions made.

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