RESEARCH RESULTS AND DISCUSSION

4. RESEARCH RESULTS AND DISCUSSION

Of the 150 questionnaires distributed to various companies, questionnaires returned were 110; questionnaires which were not filled completely were 15, so the questionnaire that can be processed were 95 with response rate of 63.33 percent. General description of 95 respondents in this research was 45 male respondents and 50 female respondents. 21 respondents got Diploma certificate, 53 respondents got Graduate (S1) certificate and only 21 respondents who got education equal with S2.

Seen from their work fields, as many as 33 respondents work in production department, 28 respondents in marketing department, 14 respondents in financial and accounting department, 14 respondents in general / personnel department and 6 people in the other department. Seen from year of service in the company, as many as 15 respondents have year of service of 1-3 years, 48 respondents have year of service of 4-6 years and the respondents who have worked more than 6 years are 32 respondents.

After research data tabulation had been done, then validity test was done. The result of validity test proved that all indicators were stated valid to measure research variables. The result of reliability test showed the score of cronbach alpha was above 0,60 for all respondents answer variable to be able to be said rely on. Normality test results showed that the data were normally distributed. The data in this research were also progressed from classical assumptions. Statistical test results of multiple linear regression obtained regression equation as follow:

Y = 0,218X1 + 0,270X2 + 0,128X3 + 0,177X4 + 0,289X5

The equation of regression analysis results can be explained as follow:

1) The coefficient of budget participation of 0,218 means the increase of budget participation will potentially improve managerial performance.

2) The coefficient of budget goal clarity of 0.270 means the increase of budget goal clarity will potentially improve managerial performance.

3) The coefficient of budget goal difficulty of 0,128 means if budget goal difficulty increases, it will lead to an improvement in managerial performance.

4) The coefficient of budget evaluation of 0.177 means if budget evaluation increases, managerial performance will also improve.

5) The coefficient of budget feedback of 0,289 means the increase of feedback will be followed by an increase in managerial performance.

F test result showed that together, all the independent variables proved influential to the managerial performance. Then the adjusted R-square generated was 89.2 percent. Furthermore, the hypothesis testing results proved that partially, variables of budget participation, budget target clarity, budget target difficulty, budget evaluation and budget feedback were significantly influence managerial performance.

Participation in the budget arrangement involving managers of various lines and then becomes the basis for creating goals or standards then the managers will internalize these destinations and feel partially responsible to achieve the company's goal since they have been involved before. The higher the level of involvement of the managers in the budgeting process, the higher the level of managerial performance. Then associated with clear and specific budget target setting, the clear understanding of the budget priorities, the achievement of budget target as well as skills and adequate knowledge of the managers, will contribute in improving their managerial performance.

The budget goal difficulty is target range from very loose and easily reached until very tight so that difficult to achieve. These results proved that the higher level of manager difficulty in setting budget will make manager feel challenged to be able to achieve it, so the managerial performance also improve. Then associated with budget target evaluation affecting managerial performance are the lack of communication, dissatisfaction on the results achieved and the comments on budget deviation. The result of this research also

International Conference on Business, Economics, Socio-Culture & Tourism 2016 (ICBEST2016)

showed that feedback influences the managerial performance. It means if the managers know the results of their efforts to achieve the target, it will affect the improving of managerial performance.