Abstract
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.
Highlights
Decision-making is arguably the most critical component of a manager‘s work
Study 1 investigated the underlying factor structure and the item homogeneity within each of the domain-relevant self-efficacy scales with the use of exploratory factor analysis (EFA) to determine the multidimensionality internal consistency of the scale and subscales, as well as the convergent validity of the Managerial Decision-making Self-efficacy Questionnaire (MDMSEQ)
The four-factor solution with items tapping the same managerial decision-making self-efficacy belief domains confirmed the multidimensionality of self-efficacy beliefs as measured by the MDMSEQ
Summary
Decision-making is arguably the most critical component of a manager‘s work. Flawed decisionmaking processes emanate from intelligent, responsible managers despite available information and good intentions (see Certo, Connelly & Tihanyi, 2008; Lovallo & Kahneman, 2003). The theoretical foundation for the design of questionnaire items in the present research depicts self-efficacy beliefs as specific and situational competence at specific levels of performance in order to mobilise motivation (effort and perseverance) and apply attentional resources to control disruptive thoughts and aversive affect in information seeking and inferential processes, and exercise social influence in order to make decisions in the best interest for the organisation. Rate your degree of confidence by recording a number from 0 to 100 using the scale given below: Cannot do at all Moderately can do Certain can do
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