Enhancing the task performance of bank employees: relevance of trust, self-efficacy, and budget participation

Yuliansyah, Yuliansyah; Triwacananingrum, Wijaya; Sanusi, Zuraidah Mohd; Said, Jamaliah

doi:10.1504/ijbex.2019.10020541

Cited by 4 publications

(7 citation statements)

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“…Results corroborate the premise that participation in the budget affects trust, e.g. in Yuliansyah et al (2019). This can be particularly relevant for lower-level employees since they understand their contribution to the budget as important and develop feelings of trust towards the management of the company and in the abilities of colleagues to deliver the budget's objectives.…”

Section: Item Loadingsupporting

confidence: 78%

“…Budget participation can be defined as the amount of managers' involvement in and influence on, setting their unit's budget (Derfuss, 2009;Shields and Shields, 1998). Subordinates' participation in budgets is a way of decreasing the dysfunctional attitudinal and behavioral consequences of using budgets to simultaneously motivate and control employees (Argyris, 1952;Yuliansyah et al, 2019). Top-level managers may establish objectives based on budgets as a way to collect all relevant information for the budgeting process and to obtain higher levels of motivation from their subordinates and more rigorous implementation of the budget (Shields and Young, 1993).…”

Section: Budget Participationmentioning

confidence: 99%

Section: Hypothesis Developmentmentioning

confidence: 99%

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Budget participation and employee performance in real estate companies: the mediating role of budget goal commitment, trust and job satisfaction

Silva

Mota

Moreira

2022

BJM

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PurposeRecent years witnessed an exponential growth of the Portuguese real estate market. This growth has generated the need to implement effective management control tools to allow companies to improve their planning and monitoring of activities. Drawing on the agency and goal-setting theories, this paper explores the impact of companies' participative budgeting processes on employee performance in the real estate industry.Design/methodology/approachFor this purpose, a questionnaire was developed and a sample of 116 employees that participate in the budgeting process of real estate organizations collected, with data analyzed using structural equation modelling.FindingsThe results show that participation in the budgeting process has an impact on employees' performance through budget goal commitment, trust and job satisfaction. However, no statistical support was found for the role of budgetary slack in this process.Research limitations/implicationsThis study was conducted in a single industry and is based on self-reported measures of employees that participate in the budgeting process of their organizations.Practical implicationsThe findings highlight the need for real estate organizations to involve their staff in the elaboration of budgets, contributing to a higher level of commitment to established goals, job satisfaction, trust and performance. Real estate organizations should provide adequate working conditions, foster their employees' autonomy and recognize their work.Originality/valueThe findings encourage real estate companies to extend the participation in the budget process to employees and, ultimately, to mitigate the probability of budget failure.

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Section: Item Loadingsupporting

confidence: 78%

Section: Budget Participationmentioning

confidence: 99%

Section: Hypothesis Developmentmentioning

confidence: 99%

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Budget participation and employee performance in real estate companies: the mediating role of budget goal commitment, trust and job satisfaction

Silva

Mota

Moreira

2022

BJM

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“…In context to the post-merger success, a set of Indian scholars have also emphasized upon organizational financial performance (Rani et al, 2015) and HR practices for organizational readiness and cultural integration (Maheshwari and Vohra, 2015) while ignoring the cognitive and emotional beliefs of employees and their individual performance (Sarala et al, 2016). Historically, employees' task performance remained an important element of employees' performance over their contextual performance (Yuliansyah et al, 2019); but in a post-merger setup, studies around employees' emotional resilience (Khan et al, 2020) and other psychological aspects (Lizar et al, 2015) have begun to accelerate. For example, some scholars have already established that post-mergers HR challenges for organizations revolve around employees' resistance to change (Dorling, 2017), overcoming feeling of alienation (Bansal, 2017) and employees' readiness to change (Budhiraja, 2019).…”

mentioning

confidence: 99%

Can continuous learning amplify employees' change-efficacy and contextual performance? Evidence from post-merger Indian organization

Budhiraja

2021

IJM

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PurposeContinuous learning has been referred to as an integral phenomenon of learning organization. While a range of studies have associated continuous learning with employee performance; understanding of this relationship remains underdeveloped in the context of mergers and acquisitions. The present study investigates the relationship among continuous learning, change-efficacy and contextual performance of employees working with a recently merged bank and further explores the mediating role of employees' change-efficacy in relationship between continuous learning and contextual performance of employees.Design/methodology/approachA research model with underlying hypothesis is proposed by drawing upon the theory of transformative learning, social cognitive theory and theory of change management. Cross-sectional data was collected from bank employees undergoing integration in a post-merger phase.FindingsThe findings of the study suggest that continuous learning influences employees' change-efficacy and change-efficacy significantly mediates the relationship between continuous learning and contextual performance of employees. The empirical association drawn from the variables has been recognized by extant research as a brighter manifestation of learning organizations.Research limitations/implicationsThe research is undertaken in a large Indian bank and the analysis is based on cross-sectional data which may not be generalized across a broader range of sectors and international environment.Practical implicationsThe findings of the study have a potential to help HR practitioners to utilize continuous learning in change management by enhancing contextual performance of employees post-mergers and acquisitions.Originality/valueThe study is one of its kinds in a post-merger setup which captures the outcomes of continuous learning by either confirming or extending the existing theories.

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“…Budgetary support from staff can increase the closeness of relations between employees with organizational commitment so that it will affect performance (Arsalan et al, 2018). For instance, Yuliansyah & Khan (2017), Yuliansyah, et al (2018), and Yuliansyah, et al (2019) find that with proper trust, appreciation, and encouragement by top managements, employees' participation in budgeting will give maximum advantage to organization.…”

Section: Introductionmentioning

confidence: 99%

The effect of budgetary participation on managerial performance: internal control and organizational commitments as intervening variables

Sastrawan

Dewi

Yuliansyah

2020

JSHE

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Purpose: This study aims to examine the effect of budgetary participation on managerial performance with internal control and organizational commitment as an intervening variable, in a state-owned plantation company, namely PT Perkebunan Nusantara VII. Research methodology: Using a questionnaire survey study for 100 respondents involved in the budgeting process at PT Perkebunan Nusantara VII, this study analyzed the data using SEM PLS, SmartPLS 3.2 software. Results: The results show that budgetary participation has a positive effect on managerial performance directly. Meanwhile, internal control is an intervening variable into the relationship between budgeting participation and managerial performance. On the contrary, organizational commitment is not proven as an intervening variable into the relationship between budgeting participation and managerial performance. Limitations: This study contributes to the management accounting literature and provides an overview of the effectiveness of regulations, policies and work programs that have been made by companies in improving managerial performance, particularly those relating to budgeting, internal control, and organizational commitment. Contribution: The study attempts to offer new insights on the influence of budgeting participation, internal control and organizational commitment, and other variables in improving managerial performance in state-owned plantation companies. Keywords: Budgeting participation, Managerial performance, Internal control, Organizational commitment

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Enhancing the task performance of bank employees: relevance of trust, self-efficacy, and budget participation

Cited by 4 publications

References 0 publications

Budget participation and employee performance in real estate companies: the mediating role of budget goal commitment, trust and job satisfaction

Budget participation and employee performance in real estate companies: the mediating role of budget goal commitment, trust and job satisfaction

Can continuous learning amplify employees' change-efficacy and contextual performance? Evidence from post-merger Indian organization

The effect of budgetary participation on managerial performance: internal control and organizational commitments as intervening variables

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