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

The career decision-making competence: a new construct for the career realm PurposeThis paper aims to link findings 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 identified 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 confined to group-level differences observed in psychology laboratories and has not been extended to the realm of career development and workforce behavior.Design/methodology/approachBy first 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.FindingsThe 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/valueThis 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Training and Development Emerald Publishing

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

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References (135)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2046-9012
DOI
10.1108/EJTD-07-2016-0047
Publisher site
See Article on Publisher Site

Abstract

PurposeThis paper aims to link findings 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 identified 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 confined to group-level differences observed in psychology laboratories and has not been extended to the realm of career development and workforce behavior.Design/methodology/approachBy first 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.FindingsThe 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/valueThis 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.

Journal

European Journal of Training and DevelopmentEmerald Publishing

Published: Jan 3, 2017

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