ABSTRACTThe quantitative disciplines have focused their efforts primarily upon more complete and efficient methods for analyzing decision problems. Almost totally neglected in these efforts is the interplay between a decision technique and its ultimate user. This interface is of crucial importance to the continued success of the decision sciences in organizations. Data are presented to support the contention that decision techniques and their resultant impact on job content interact with psychological variables to cause variation in user satisfaction and performance. These results are similar to the effects hypothesized to occur at blue collar levels in organizations.