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h. Representing Advancing the general interest of the organization through speeches,
consultation, or contact with others outside the organization. i. Overall Performance
Evaluation of the overall performance.
6. Need for achievement, work attitude and job performance
Some previous studies of organizational dynamics have identified positive attitudes among employees and a need for achievement as being important
elements in lowering turnover and improving performance Yuen 2007. Need for achievement has long been recognized to influence job performance. A sense of
achievements promote good job performance. Better performance results from employees’ passion for achievement Alam and Mia 2006. Individuals with a
high need for achievement want frequent, specific feedback and to know how well they are performing their job Rayburn, Hammond, and Overby 2004.
They are also willing to take personal responsibility for success and generally perceive themselves to have a higher ability than the others Kukla,
1972. Klich and Feldman 1992 found that such managers care about their work, and put more effort into it. This desire for success increases their feeling of self-
worth in an organization. These employees require more accurate feedback and information from their superior to achieve a preset target.
As the need for achievement, work attitude also were examined by some previous studies was offered as factor which lead to or effect better performance.
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Such as Milani 1975 suggested that attitude toward the job is offered as an intervening factor which lead to better performance. He also suggested that good
attitude toward company or organization will lead a more effective overall performance for the organization. Mia 1988 found that manager’s attitude
appear to be a contingent variable moderating the relationship between their budget participation and performance. The result revealed that budget
participation by managers who had a more favorable attitude was associated with improved performance while that budget participation by managers who had a less
favorable attitude was associated with hampered performance. In addition, Yuen 2007 found that employees’ work attitudes and their need for a sense of
achievement are confirmed as significant influencing factors to job performance during participation in budgetary activities. The present study examined the need
for achievement and work attitude as the antecedent of budgetary participation in order to enhance job performance.
B. Hypothesis Development
