Synopsis
Excerpt from Participation and Managerial Performance
The results are reported of a study testing participation's relationship to managerial performance among 415 senior operating managers in 13 large companies. A theoretical model is first proposed. In which participation affects performance by increasing role, task, and goal clarity, and the usefulness of operating monitoring, and then by increasing managerial confidence and motivation; the enhancement of these Information and attitude variables is proposed in turn to increase performance. The empirical relationship between participation and performance is found to be positive, and explained by the intervening variables included in the model; the information and attitude effects each provide approximately equal amounts of explanation. Participation's association with budget slack is examined. Greater participation increases both the expectation and the frequency of attaining budget; however, this does not appear to entail greater budget slack, since participation is not significantly associated with the effort required to be sure of making budget or with the level of effort expended on the managerial task. Finally, four moderating conditions are hypothesized and tested. While participation's relationship to performance is consistently positive. It is more pronounced for managers of lower ability, when greater information asymmetry exists between managers and their superiors, and for managers whose responsibility centers face greater environmental uncertainty; it is less pronounced when formal rewards are strongly contingent on attaining budget.
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Participation and Managerial Performance (Classic Reprint)
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Paperback. Condition: New. Print on Demand. This book explores the relationship between managerial performance and the participation of managers in the budgeting process. It begins with the results of a survey of 415 senior operating managers across 13 large companies. The author proposes a model that participation influences performance by enhancing role, task, and goal clarity, as well as the effectiveness of operational monitoring. The author argues that participation and being better informed lead to positive attitudes â" confidence in abilities and motivation to perform well â" which in turn enhance managerial performance. The findings support the positive contribution of participation in the managerial process, particularly when accompanied by participation in performance evaluation, and that it enhances understanding of tasks, roles, and organizational goals. This book will be of interest to scholars, managers, and practitioners interested in understanding the role of participation in management control systems. This book is a reproduction of an important historical work, digitally reconstructed using state-of-the-art technology to preserve the original format. In rare cases, an imperfection in the original, such as a blemish or missing page, may be replicated in the book. print-on-demand item. Seller Inventory # 9781332274291_0
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Participation and Managerial Performance Classic Reprint
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PARTICIPATION & MANAGERIAL PER
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Condition: New. KlappentextrnrnExcerpt from Participation and Managerial PerformanceThe results are reported of a study testing participation s relationship to managerial performance among 415 senior operating managers in 13 large companies. A theoretic. Seller Inventory # 2147940663
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