Role Clarity and Job-related Information as the Linkage between Planning Implementation Processes and Individual-level Performance

Abstract

The purpose of this study is to investigate how role clarity and job-relevant information serve as the linkage between planning imple-mentation processes and individual-level performance. We hypothesize that participative budgeting and strategic performance measurement systems serve as inputs into the social system of an organization that allow managers to understand their roles, thus enabling them to implement the plans of the organization. We then apply a role theory lens to further examine the mechanisms underlying the relationship between organizational planning and managerial performance. Specifically, we explore the role-related relationships among the constructs involved by performing Hunter-Schmidt meta-analyses and meta-analytic structural equation modeling (MASEM) to examine causal paths among constructs that have been hypothesized in the literature. Further tests utilizing MASEM found positive relationships among participative budgeting, strategic performance measuring systems, job-related information, role clarity, and job performance. In conclusion, our findings indicate the importance of clarifying roles in determining the degree to which managers have the information needed to perform their jobs.