ABSTRACT Decisions are what shape actions, if decisions remain unimplemented it means that there can be no change. A decision is a best choice chosen among the alternatives. To be able to come up with a good decision, scholars have come up with a well-defined process which guides the steps that need to be taken for individuals and organisations to make the optimum decision possible. Decision making reduces uncertainty. Many decisions made by the organisations, most of the times become policies but not all decisions are policies. In Malawi, a landlocked country in south eastern region of Africa, many decisions in form of policies that are made by the department of human resource management and development never yield the results they intended and most of the policies remain unimplemented or partially implemented as shown by the persistence of the problems which were supposed to be addressed by these policies. This paper is an attempt to answer these relevant questions about the decisions made by the Malawian government over the period of time and their real grassroots level of execution in which many elements have been shown to impact the decision-making process from the will of the people to the availability of resources.