Decision‐making training for occupational choice and early turnover: a field experiment

Purpose – The study seeks to examine how a short intervention, aimed at enhancing occupational choice skills, influences turnover during the early stages of organizational membership. It seeks to explore two theoretical rationales for this effect: social exchange and self‐determination. Design/methodology/approach – The study is a “constructive replication” of previous research, and it employed a similar field experimentation methodology. Groups of candidates in the Technical School of the Israeli Air Force were randomly assigned to experimental (Decision Making Training) and control groups. Perceived Organizational Support and turnover were measured at two points in time. Findings – The results showed that the intervention reduced turnover (relative to a control group) as measured at two points in time – at the end of a technical training program and six months later into their military service. Perceived Organizational Support was not enhanced by the intervention. The experimental results were consistent with the self‐determination explanation more than with the social exchange explanation. Practical implications – The practical benefits of Decision Making Training during early encounters with the organization are discussed. Decision Making Training is recommended as an effective tool during the career exploration phase, to facilitate the integration of self and environment awareness and to enhance self‐determined career goals. Originality/value – Provides further evidence of the usefulness of a simple intervention that reduces early turnover.