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The effects of organizational politics on employee motivations to participate in target setting and employee budgetary participation

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  • Lau, Chong M.
  • Scully, Glennda
  • Lee, Alina

Abstract

This research investigates if and how organizational politics affects budgetary participation. It also ascertains if different forms of organizational politics have different effects on budgetary participation. Three forms of organizational politics (going along to get ahead; pay and promotion policies; and general political behavior) are examined. Based on a survey sample of subordinates with managerial responsibilities, the PLS results indicate as follows. As general political behavior is engaged in by the superiors and not the subordinates, its effects on budgetary participation are direct and not attributable to the subordinates' motivations to participate in target setting. In contrast, as the politics of going along to get ahead is engaged in by the subordinates themselves, its effects on budgetary participation are indirect and via the subordinates' motivations to participate in target setting. The effects of the politics of pay and promotion policies on budgetary participation are unclear. These results highlight not only the relevance of organizational politics in budgeting, but they also direct attention to where the management of such politics is needed to influence the extent of budgetary participation.

Suggested Citation

  • Lau, Chong M. & Scully, Glennda & Lee, Alina, 2018. "The effects of organizational politics on employee motivations to participate in target setting and employee budgetary participation," Journal of Business Research, Elsevier, vol. 90(C), pages 247-259.
    • Handle: RePEc:eee:jbrese:v:90:y:2018:i:c:p:247-259
    DOI: 10.1016/j.jbusres.2018.05.002
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    2. Khalid Hasan Al Jasimee & Francisco Javier Blanco-Encomienda, 2023. "A SEM-NCA approach towards the impact of participative budgeting on budgetary slack and managerial performance: The mediating role of leadership style and leader-member exchange," Papers 2310.09993, arXiv.org.
    3. Paavo Ritala & Mika Vanhala & Katja Järveläinen, 2019. "The Role Of Employee Incentives And Motivation On Organisational Innovativeness In Different Organisational Cultures," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 24(04), pages 1-32, December.
    4. Domenico Raucci & Manuela Paolini, 2022. "Informazioni budgetarie e prospettive di Behavioral Management Accounting nelle aziende sanitarie pubbliche italiane," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2022(2), pages 117-139.
    5. Zhou, Jinyi & Xu, Shiyong & Li, Yawen, 2024. "Let the powerful people do tricky things: How leaders’ or subordinates’ political behavior copes with high job demands," Journal of Business Research, Elsevier, vol. 172(C).
    6. Bordei, Irina & Santos, Joana & Gonçalves, Gabriela & Sousa, Cátia, 2019. "The influence of authentic leadership on public employees analyzed through self-determination theory: A case study in Republic of Moldova," Journal of Tourism, Sustainability and Well-being, Cinturs - Research Centre for Tourism, Sustainability and Well-being, University of Algarve, vol. 7(2), pages 125-143.
    7. Dakhli Anissa, 2021. "Budget behaviour and cultural contingencies: case study in a Tunisian company," International Journal of Contemporary Management, Sciendo, vol. 57(2), pages 19-30, June.

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