Decision-Making Processes in the Workplace

Limitations of this study can be considered basically four. First, in common with several I/O studies, the present research lacks an objective measure of performance. In part, this lack has been balanced with the use of more scales to measure the in-role and the extra-role performance, such as the IWPQ and the performance scale present in the JD-R questionnaire by Bakker. A second limitation is due to the absence of a second self-regulation/dysregulation measures. Partially this limit is overcome by the use of a convergent measure based on the three self-regulation scales of the DMCI which has been developed starting from the "self-regulation decision-making model" with the intention of assessing self-regulation in making choices. The third limitation of the study belongs to the decision-making competence construct, which differs from the competency one because of the use of heuristics and biases tasks to test the decisional ability. Future research considering the use of heuristics and biases tasks could bring more evidence able to explain such dynamics. The last limitation regards the cross-sectional design of the present study, which does not allow to observe causality of the relationships between predictors and outcomes by controlling for stabilities. Future studies should examine such relationships over time, in relation to training program for instance. Considering the perspective assumption that is actually considering the decision-making competence as a construct like-trait, scholars should also investigate whether specific training programs (i.e., de-biasing) could possibly improve the de-biased decisions. We suggest the development of longitudinal de-biasing programs combined to job crafting interventions especially in relation to a qualitative measure based on diaries studies at work, to test decision-making and performance improvements. In relation to DEM, training courses could develop the awareness, the intrinsic management, and the self-regulation in relation to organizational variables and decision-making processes. Training could improve collaborative processes, such as shared decision-making, they would allow the improvement of the management of decisional environments, which in turn will positively increase performance and permit to better deal with environment exhaustion. Ultimately, considering the effects of employee well-being on decision-making research will consider more in the future the psychosocial effects of individuals at work, despite of just focusing on the company performance as the only decision outcome.