The purpose of this study was to determine the relationship between performance of Air Force action officers (AO) and their use of five theoretical factors of effective decision making: (a) conducting problem analysis; (b) developing and selecting alternatives; (c) considering organizational values, goals, and objectives; (d) using decision support systems; and (e) experience level. Existing theory regarding effective decision making formed the theoretical foundation for this study. Specifically, the study addressed the absence of an instrument for calibrating the relationship between these established decision-making factors and AO performance. Analysis of survey data from this quantitative study, collected by means of a web-based questionnaire of AOs and their directors (using a survey developed by the researcher and pilot tested on a subset of the target population) involved Pearson product-moment correlation analyses between each of the decision factors and AO performance ratings. Findings indicated that conducting problem analysis, developing and selecting alternatives, and/or having a higher experience level individually correlated positively with performance. This study may provide a means to quantify the relationship between the use of effective decision factors and decision analyst performance. In addition, the lessons learned may lead to more emphasis on these important factors, resulting in improved decisions by senior Air Force officers charged with making important resource allocation decisions and to further studies of the relationship between decision factors and strategic decision making effectiveness.