Role of Organization Type, Job Tenure, and Job Hierarchy in Decisional Procrastination and Perceived Locus of Control Among Executives

Present study investigated decisional procrastination and perceived locus of control among Pakistani public and private sector executives. Role of job hierarchy, job tenure and locus of control in decisional procrastination was also explored. Overall 120 executives from public and private sectors participated in study. Decisional Procrastination Scale (Mann, 1982) and Levenson’s (1973) Locus of Control Scale were used to collect data. A Significant positive relationship was found between decisional procrastination and chance locus of control. Further analysis revealed that public sector executives were significantly higher on decisional procrastination, powerful others locus of control, and chance locus of control as compared to private executives whereas private sector executives were significantly higher on internal locus of control than private sector executives. Findings also indicated that those who were high in job hierarchy reported significantly lower level of decisional procrastination and high internal locus of control as compared to those who were low in job hierarchy. Regarding job tenure executives who had more work experience reported significantly higher level of internal locus of control and lower level of decisional procrastination, powerful other and chance locus of control than who had less work experience. Hierarchical regression analysis demonstrated chance locus of control, internal locus of control and job hierarchy as significant predictors of decisional procrastination. Exploring the moderating role of job hierarchy did not reveal any significant effect of different levels of hierarchy in decisional procrastination. Limitations and suggestions for future studies have been discussed.