SA Journal of Industrial Psychology
versão On-line ISSN 2071-0763
versão impressa ISSN 0258-5200
MYBURGH, Wim; WATSON, Mark B. e FOXCROFT, Cheryl D.. Development and validation of a managerial decision making self-efficacy questionnaire. SA j. ind. Psychol. [online]. 2015, vol.41, n.1, pp.01-15. ISSN 2071-0763. http://dx.doi.org/10.4102/SAJIP.V41I1.1218.
ORIENTATION: Self-efficacy beliefs, given their task-specific nature, are likely to influence managers' perceived decision-making competence depending on fluctuations in their nature and strength as non-ability contributors. RESEARCH PURPOSE: The present research describes the conceptualisation, design and measurement of managerial decision-making self-efficacy. MOTIVATION FOR THE STUDY: The absence of a domain-specific measure of the decision-making self-efficacy of managers was the motivation for the development of the Managerial Decisionmaking Self-efficacy Questionnaire (MDMSEQ). RESEARCH APPROACH, DESIGN AND METHOD: A cross-sectional study was conducted on a non-probability convenience sample of managers from various organisations in South Africa. Statistical analysis focused on the construct validity and reliability of items through exploratory and confirmatory factor analysis to test the factorial validity of the measure. MAIN FINDINGS: The research offers confirmatory validation of the factorial structure of the MDMSEQ. The results of two studies involving 455 (Study 1, n= 193; Study 2, n= 292) experienced managers evidenced a multidimensional structure and demonstrated respectable subscale internal consistencies. Findings also demonstrated that the MDMSEQ shared little common variance with confidence and problem-solving self-efficacy beliefs. In addition, several model fit indices suggested a reasonable to good model fit for the measurement model. PRACTICAL/MANAGERIAL IMPLICATIONS: The findings have implications for practical applications in employment selection and development with regard to managerial decision-making. Absence of the assessment of self-efficacy beliefs may introduce systematic, non-performance related variance into managerial decision-making outcomes in spite of abilities that managers possess. CONTRIBUTION/VALUE-ADD: Research on the volition-undermining effect of self-efficacy beliefs has been remarkably prominent, but despite this there are few appropriate measures that can be applied to managers as decision makers in organisations.