The Viewpoints of SCT and AET on the Budgetary System

• Main Authors: Chin-chun Su, 蘇錦俊
• Other Authors: Feng-yu Ni
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/65w8b4

博士 === 國立中山大學 === 企業管理學系研究所 === 96 === For decades, two key characteristics in budgeting system-budgetary participation and budgetary emphasis have been intensively discussed in previous management accounting studies. Although previous literature suggested that budgetary participation and budgetary emphasis have positive effects on mangers’ effectiveness, they provided inconsistent and piecemeal evidence. This study attempts to investigate the influences of budgetary participation and emphasis on managerial effectiveness and on slack and to propose a comprehensive model in order to clarify the relationships of intervening variables among budgetary participation and emphasis on managerial effectiveness and slack. This study employs social-cognitive theory (SCT) (Bandura, 1977) and affective events theory (AET) (Weiss & Cropanzano, 1996) to investigate the relationships between budgetary participation, budgetary emphasis, managerial effectiveness and budgetary slack. According to social cognitive theory, this study suggests that budgetary participation and emphasis enhance managers’ self-efficacy, and then improves managerial performance and job satisfaction. According to AET, this study suggests that budgetary participation implies positive affective events which effectively influence managers’ attitudes-trust in superior and organizational commitment, in turn improve their performance and satisfaction. However, budgetary emphasis is implied as a negative affective event, which may influence managers’ attitudes. In other words, self-efficacy, trust in superior and organizational commitment play critical intervening roles among the relationships budgetary participation, budgetary emphasis, managerial performance, job satisfaction and budgetary slack. In addition, the relationships between the intervening variables and between outcome variables are also explored. Finally, this study proposes a comprehensive budgetary participation’s ‘cognitive-attitude-effectiveness’ model. Eighteen hypotheses are proposed. Structural equation modeling was used to test the theoretical models with the 164 responses which were randomly drawn from the listing company in Taiwan Stock Exchange. The results validate the following relationships: 1.Budgetary participation and budgetary emphasis have indirect effects on managerial performance and job satisfaction through self-efficacy. 2.Budgetary participation has indirect effects on managerial performance and job satisfaction through affective attitudes-trust in superior and organizational commitment. 3.Budgetary participation enhances self-efficacy and then improving managers’ attitudes. 4.Budgetary emphasis directly influences budgetary slack. 5.Managers’ trust in superior enhances their organizational commitment. 6.Managers’ job satisfaction improves their performance. Although the relationship between trust in superior and managerial performance is not supported in the comprehensive model, the mediating roles of self-efficacy, trust and organizational commitment are validated. In other words, the cognitive and attitudinal effects of budgetary participation are supported in this study. However, this study suggests a positive path from budgetary slack toward job satisfyaction, which implies that proper slack may result in higher managers’ job satisfaction. This study provides suggestions for future researches and management implications for practical business managements.