Effects of controllers' psychological capital on managerial attitudes toward budgeting, job satisfaction and managerial performance

Abstract

This research analyzes the effects of controllers' psychological capital on managerial attitudes toward budgeting, job satisfaction, and managerial performance. A descriptive and quantitative research was carried out by means of a survey with 316 controllers with budgetary responsibility in Brazilian companies. Among the relationships investigated, only the relationship between job satisfaction and managerial performance was not significant and the indirect effects of psychological capital on managerial performance, mediated by job satisfaction. These results reveal that psychological capital improves managerial attitudes toward budgeting and has positive effects on managers' job performance. Furthermore, managerial attitudes toward budgeting enhance the relationship between psychological capital and managerial performance. It is concluded that promoting psychological capital improves the managerial attitudes and performance of controllers who have budget responsibility.