Purpose – This paper aims to link fndings from laboratory-based decision-making research and decision-making competence (DMC) aspects that may be central for career-related decision-making processes. Past research has identifed individual differences in rational responses in decision situations, which the authors refer to as DMC. Although there is a robust literature on departures from rational responses focused on heuristics and biases (H&B) in decision-making, such evidence is largely confned to group-level differences observed in psychology laboratories and has not been extended to the realm of career development and workforce behavior. Design/methodology/approach – By frst introducing the concept of DMC and contextualizing it within organizations and the work environment, the paper outlines a review on recent development concerning debiasing interventions in organizations and provides insights on how these may be effective with regard to organizational performance and individual career development. Findings – The contribution presents a perspective to improve knowledge about career decision-making competence (C-DMC) by presenting an approach linking decision-making research to interventions aiming at managing H&B and systematic misperceptions in career processes. Originality/value – This contribution is one of the few linking decision-making research to the applied context of organizations and of career competences. Moreover, while some research has treated decision-making skills as traits, this contribution provides support to consider them developable as competencies.

The career decision-making competence: a new construct for the career realm

CESCHI, Andrea;COSTANTINI, ARIANNA;SARTORI, Riccardo
2017-01-01

Abstract

Purpose – This paper aims to link fndings from laboratory-based decision-making research and decision-making competence (DMC) aspects that may be central for career-related decision-making processes. Past research has identifed individual differences in rational responses in decision situations, which the authors refer to as DMC. Although there is a robust literature on departures from rational responses focused on heuristics and biases (H&B) in decision-making, such evidence is largely confned to group-level differences observed in psychology laboratories and has not been extended to the realm of career development and workforce behavior. Design/methodology/approach – By frst introducing the concept of DMC and contextualizing it within organizations and the work environment, the paper outlines a review on recent development concerning debiasing interventions in organizations and provides insights on how these may be effective with regard to organizational performance and individual career development. Findings – The contribution presents a perspective to improve knowledge about career decision-making competence (C-DMC) by presenting an approach linking decision-making research to interventions aiming at managing H&B and systematic misperceptions in career processes. Originality/value – This contribution is one of the few linking decision-making research to the applied context of organizations and of career competences. Moreover, while some research has treated decision-making skills as traits, this contribution provides support to consider them developable as competencies.
2017
Employability, HRM, Decision-making, Career decision-making competence, Debiasing training, Heuristics and biases
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11562/959512
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