The multiple roles of participative budgeting on job performance

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dc.contributor.authorChong, Vincent
dc.contributor.authorEggleton, Ian R.C.
dc.contributor.authorLeong, Michele
dc.date.accessioned2009-01-28T04:04:46Z
dc.date.available2009-01-28T04:04:46Z
dc.date.issued2006
dc.description.abstractThis 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.en
dc.identifier.citationChong, V., Eggleton, I. & Leong, M.(2006). The multiple roles of participative budgeting on job performance. Advances in Accounting, 22, 67-95.en
dc.identifier.doi10.1016/S0882-6110(06)22004-2en
dc.identifier.urihttps://hdl.handle.net/10289/1889
dc.language.isoen
dc.publisherJAI Pressen_NZ
dc.relation.isPartOfAdvances in Accountingen_NZ
dc.relation.urihttp://www.sciencedirect.com/science/journal/08826110en
dc.subjectjob performanceen
dc.subjectparticipative budgeten
dc.titleThe multiple roles of participative budgeting on job performanceen
dc.typeJournal Articleen
pubs.begin-page67en_NZ
pubs.elements-id32084
pubs.end-page95en_NZ
pubs.volume22en_NZ
uow.identifier.article-noCen_NZ
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