This paper examines the multiple roles (i.e., cognitive, motivational and value attainment) of participative budgeting and the combined effects of these three roles on subordinates’ job performance. Specifically, this paper proposes that participative budgeting affects job performance via three intervening variables, namely role ambiguity, organizational commitment and job satisfaction. The responses of 74 senior-level managers, drawn from a cross-section of the Australian financial services sector, to a questionnaire survey were analyzed by using a path analytic technique. The results support the multiple roles of participative budgeting and the indirect effect of participative budgeting on subordinates’ job performance through role ambiguity, organizational commitment and job satisfaction.