Original Research

Development and validation of a managerial decision making self-efficacy questionnaire

Wim Myburgh, Mark B. Watson, Cheryl D. Foxcroft
SA Journal of Industrial Psychology | Vol 41, No 1 | a1218 | DOI: https://doi.org/10.4102/sajip.v41i1.1218 | © 2015 Wim Myburgh, Mark B. Watson, Cheryl D. Foxcroft | This work is licensed under CC Attribution 4.0
Submitted: 23 April 2014 | Published: 25 May 2015

About the author(s)

Wim Myburgh, Psymetric, Human Capital Assessment, Cape Town, South Africa, South Africa
Mark B. Watson, Department of Psychology, Nelson Mandela Metropolitan University, Port Elizabeth, South Africa
Cheryl D. Foxcroft, Department of Psychology, Nelson Mandela Metropolitan University, Port Elizabeth, South Africa

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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 nonprobability 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.


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