The Effect Of Participation In The Preparation, Budget Evaluation, And Public Accountability On The Managerial Performance Of The Medan City SKPD

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The Effect of Participation in the Preparation, Budget Evaluation, and Public Accountability on the Managerial Performance of the Medan City SKPD

Introduction

In the pursuit of improving the managerial performance of the Regional Work Unit (SKPD) in Medan City, this research delves into the impact of participation in the preparation of budget, budget evaluation, and public accountability. Utilizing causal associative research methods, this study aims to uncover the simultaneous and partial effects of these three factors on managerial performance. The sample consists of 60 individuals directly involved in the budget preparation process in the Medan City SKPD. Primary data were collected, and data processing was conducted using Lisrel software.

Research Methodology

This study employed a causal associative research method to investigate the relationship between participation in the preparation of budget, budget evaluation, and public accountability, and managerial performance. The sample consisted of 60 individuals directly involved in the budget preparation process in the Medan City SKPD. Primary data were collected through surveys and interviews, and data processing was conducted using Lisrel software.

Research Findings

The results of the analysis reveal that participation in the preparation of the budget has a significant positive influence on the managerial performance of the local government. This indicates that the higher the level of participation in the preparation of the budget, the better the managerial performance produced. Similarly, budget evaluation was found to have a significant positive contribution to managerial performance. Public accountability also showed a significant relationship with improving the managerial performance of the local government.

Simultaneously, these three variables - participating in the preparation of budget, budget evaluation, and public accountability - contribute to managerial performance. The coefficient of determination (R²) yielded a value of 0.5867, indicating that 58.67% of managerial performance variations could be explained by these variables. The remaining 41.33% is influenced by other factors not covered in this study.

Additional Analysis and Explanation

The significance of participation in the preparation of the budget is evident from the results of this study. Participation not only provides opportunities for various stakeholders to provide input but also increases the sense of ownership of the resulting budget. When individuals feel involved in the decision-making process, they tend to commit more to the implementation of the programs that have been prepared.

Budget Evaluation: A Key to Efficient Budget Management

Budget evaluation is another crucial aspect that contributes to managerial performance. By conducting periodic evaluations, SKPD can identify weaknesses and optimize the use of the budget. This is essential to ensure that public resources are used efficiently and effectively.

Public Accountability: The Driving Force Behind Better Performance

Public accountability also plays a vital role in improving managerial performance. With transparency and accountability, the public can assess SKPD performance directly. This encourages SKPD to work better because they are monitored by the community. Strengthening accountability can be the main driver in creating better performance in budget management.

Conclusion

This research emphasizes the importance of collaboration between participation, evaluation, and public accountability in creating optimal managerial performance in the SKPD. Therefore, local governments need to strengthen these three aspects to create good governance and improve the quality of public services in the city of Medan.

Recommendations

Based on the findings of this study, the following recommendations are made:

  1. Strengthen Participation in Budget Preparation: Local governments should encourage participation in the preparation of budget from various stakeholders, including citizens, civil society organizations, and the private sector.
  2. Implement Regular Budget Evaluation: SKPD should conduct regular budget evaluations to identify weaknesses and optimize the use of the budget.
  3. Enhance Public Accountability: Local governments should strengthen public accountability by providing transparent and accessible information about SKPD performance.
  4. Create a Culture of Collaboration: SKPD should foster a culture of collaboration between different stakeholders, including citizens, civil society organizations, and the private sector.

By implementing these recommendations, local governments can create a more participatory, transparent, and accountable budget management system, ultimately leading to improved managerial performance and better public services in the city of Medan.
Frequently Asked Questions (FAQs) on the Effect of Participation in the Preparation, Budget Evaluation, and Public Accountability on the Managerial Performance of the Medan City SKPD

Q: What is the main objective of this research?

A: The main objective of this research is to investigate the effect of participation in the preparation of budget, budget evaluation, and public accountability on the managerial performance of the Medan City SKPD.

Q: What research method was used in this study?

A: This study employed a causal associative research method to investigate the relationship between participation in the preparation of budget, budget evaluation, and public accountability, and managerial performance.

Q: What is the significance of participation in the preparation of budget?

A: Participation in the preparation of budget is significant because it provides opportunities for various stakeholders to provide input and increases the sense of ownership of the resulting budget. When individuals feel involved in the decision-making process, they tend to commit more to the implementation of the programs that have been prepared.

Q: What is the role of budget evaluation in improving managerial performance?

A: Budget evaluation is crucial in identifying weaknesses and optimizing the use of the budget. This is essential to ensure that public resources are used efficiently and effectively.

Q: How does public accountability contribute to improved managerial performance?

A: Public accountability plays a vital role in improving managerial performance by providing transparency and accountability. With transparency and accountability, the public can assess SKPD performance directly, which encourages SKPD to work better because they are monitored by the community.

Q: What is the coefficient of determination (R²) and what does it indicate?

A: The coefficient of determination (R²) is a statistical measure that indicates the proportion of the variance in the dependent variable that is predictable from the independent variable(s). In this study, the R² value of 0.5867 indicates that 58.67% of managerial performance variations can be explained by the variables of participation in the preparation of budget, budget evaluation, and public accountability.

Q: What are the implications of this study for local governments?

A: This study emphasizes the importance of collaboration between participation, evaluation, and public accountability in creating optimal managerial performance in the SKPD. Therefore, local governments need to strengthen these three aspects to create good governance and improve the quality of public services in the city of Medan.

Q: What are the recommendations of this study for local governments?

A: Based on the findings of this study, the following recommendations are made:

  1. Strengthen Participation in Budget Preparation: Local governments should encourage participation in the preparation of budget from various stakeholders, including citizens, civil society organizations, and the private sector.
  2. Implement Regular Budget Evaluation: SKPD should conduct regular budget evaluations to identify weaknesses and optimize the use of the budget.
  3. Enhance Public Accountability: Local governments should strengthen public accountability by providing transparent and accessible information about SKPD performance.
  4. Create a Culture of Collaboration: SKPD should foster a culture of collaboration between different stakeholders, including citizens, civil society organizations, and the private sector.

Q: What are the limitations of this study?

A: This study has several limitations, including:

  1. Sample size: The sample size of this study is relatively small, which may limit the generalizability of the findings.
  2. Data collection: The data used in this study were collected through surveys and interviews, which may be subject to biases and limitations.
  3. Context: The study was conducted in the context of the Medan City SKPD, which may limit the applicability of the findings to other contexts.

Q: What are the future research directions?

A: Future research directions may include:

  1. Investigating the impact of participation in budget preparation on managerial performance in other contexts: This study was conducted in the context of the Medan City SKPD, and it would be interesting to investigate the impact of participation in budget preparation on managerial performance in other contexts.
  2. Examining the role of budget evaluation in improving managerial performance: This study found that budget evaluation is crucial in identifying weaknesses and optimizing the use of the budget. Future research may examine the role of budget evaluation in improving managerial performance in more detail.
  3. Investigating the impact of public accountability on managerial performance: This study found that public accountability plays a vital role in improving managerial performance. Future research may investigate the impact of public accountability on managerial performance in more detail.