Budgetary participation and performance: some Malaysian evidence
Purpose – The purpose of this paper is to explore the budgetary participation and performance (BPP) relationship in a public sector organization in a developing country, Malaysia. It also attempts to examine whether organizational commitment and perception of innovation mediate the BPP relationship....
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| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
| Published: |
Emerald
2008
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| Subjects: | |
| Online Access: | http://irep.iium.edu.my/432/1/Budgetary_participation%5B1%5D.pdf http://irep.iium.edu.my/432/ http://www.emeraldinsight.com/0951-3558.htm |
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| Summary: | Purpose – The purpose of this paper is to explore the budgetary participation and performance (BPP) relationship in a public sector organization in a developing country, Malaysia. It also attempts to examine whether organizational commitment and perception of innovation mediate the BPP relationship.
Design/methodology/approach – A total of 111 budget managers in the Ministry of Defence, Malaysia, participated in the survey. Response rate was 74 per cent. A path analysis was utilised to examine the direct and indirect effects of budgetary participation on managerial performance.
Findings – Budgetary participation affects managerial performance via the mediating variable of organizational commitment but not perception of innovation. There is a direct relationship between budgetary participation, managerial performance, organizational commitment and perception of innovation.
Research limitations/implications – This is a study conducted in the Malaysian Ministry of Defence (MINDEF), thus results may not be generalizable to other organizations. It involves only two intervening variables; organizational commitment and perception of innovation and uses the intervening variable model to explain the budgetary participation and performance relationship. Budgetary participation improves managerial performance in MINDEF in two ways; directly, as a consequence of
management involvement in the budgetary process, as well as indirectly, when managers’ commitment
to the organization increases due to their participation and involvement in the budgetary process.
Originality/value – This paper fills a gap in the literature as very few studies have examined
budgetary participation in a developing country and in a public sector organization.
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