Background of the Study
Budgetary participation refers to the involvement of employees in the formulation of budgets and financial planning processes within an organization. It is believed that when employees are actively engaged in budgeting, they are more likely to feel a sense of ownership and responsibility towards the organization’s goals, leading to increased motivation and performance. In the context of local government administrations such as Bogoro LGA, the participation of employees in budgeting may enhance their motivation, commitment, and productivity. Despite the potential benefits, budgetary participation remains underutilized in many local governments. This study aims to examine the impact of budgetary participation on employees’ motivation within Bogoro LGA and how it influences their overall job satisfaction and work performance.
Statement of the Problem
In Bogoro LGA, employees are often excluded from the budgeting process, leading to a lack of motivation, engagement, and sometimes dissatisfaction with their roles. This lack of involvement in decision-making may result in reduced efficiency and low morale among employees. This study seeks to explore whether budgetary participation has a significant effect on employees' motivation and overall performance in Bogoro LGA.
Aim and Objectives of the Study
Aim: To evaluate the impact of budgetary participation on employees’ motivation in Bogoro LGA.
Objectives:
Research Questions
Research Hypothesis
Significance of the Study
This study will help local government officials and policymakers understand the potential benefits of involving employees in the budgeting process, contributing to improved motivation, efficiency, and overall performance in Bogoro LGA.
Scope and Limitation of the Study
The study will focus on employees working in various departments of Bogoro LGA. Limitations include the possible reluctance of employees to share honest feedback, especially if they feel the study might affect their career or job security.
Definition of Terms
ABSTRACT
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