Department of Accountancy, Finance and Economics

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    Change management and employee performance in commercial banks Trans Nzoia county, Kenya
    (KIBU, 2019-11) Mukhebi, Hellen Nafula
    Increasing market pressures and market regulations have forced commercial banks to implement drastic organizational changes in order to remain competitive. However, while organizational change is a constant experience, the process of managing change involves a lot of challenges which if not well dealt with could hinder the attainment of desired goals. The purpose of this study therefore was to investigate the effects of change management on employee performance in commercial banks in Trans Nzoia County, Kenya. The specific objectives of this study were to; determine the effect of downsizing on employee performance, examine the effect of change in technology on performance of employees, determine the effect of structural change on performance of employees and determine the effect of organization culture on performance of employees in commercial banks in Trans Nzoia County. The study was guided by Uncertainty Management Theory, Lewin’s Change Management and McKinsey 7-S Change Management Models. Literature was reviewed as per the study objectives. The study adopted a descriptive survey research design. Target population of the study consisted of 470 employees drawn from 14 commercial banks in Trans Nzoia County. A sample size of 216 of employee was arrived at and stratified simple random sampling used to categorize managers, supervisors/administrators and clerical /tellers. Data was collected using the questionnaires. Validity and reliability of the study instrument were ascertained and results showed that the instrument was valid and reliable. Cronbach alpha coefficient was determined and yielded an alpha value of 0.770 which was considered reliable. Quantitative data was analyzed using descriptive and inferential statistics. The results indicated that downsizing (β=0.489; p=0.), technological change (β=0.654, p=0.), structural change (β=0.673.; p=0.), organizing culture (β=0.435, p=0.), had statistically significant effect on employees performance in commercial banks. Therefore, the study concluded that change management had significant effect on the employee performance in commercial banks in Trans Nzoia County. The study recommended that management of commercial banks undertaking organizational change should focus on participatory leadership and communication strategies to enhance employees’ readiness for change. Further, commercial banks management should strive to be a learning organization and promoting changing attitudes that support organizational change management. The findings of this study would be beneficial to the employees of commercial banks as they would be sensitized about the culture and structure of their organization, downsizing and technological change adopted by their organization. The findings of this study would also be invaluable to future researchers who would wish to explore further how change management impacts on employee performance in organizations.
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    Creative accounting practices and financial performance of tier II commercial banks in Kenya
    (KIBU, 2018-11) Toroitich, Carolyne Jepchumba
    Creative accounting practices and financial performance of tier II commercial banks in Kenya
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    Internal control environment, organization size and financial performance of savings and credit co-operative societies in western region, Kenya
    (KIBU, 2018-11) Wamukota, Mackline
    Internal control environment, organization size and financial performance of savings and credit co-operative societies in western region, Kenya
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    Risk based auditing and auditing quality of tier one commercial banks in Kenya
    (KIBU, 2018-11) Mokua, Jackson Ng'ang'a
    Risk based auditing and auditing quality of tier one commercial banks in Kenya
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    Strategic positioning and profitability of savings and credit co-operative societies in western Kenya.
    (KIBU, 2019) Chepchieng, Kiplagat Elisha
    Despite the increase in the membership of SACCOs according to the Statistical reports given by the SACCO Societies Regulatory Authority, SASRA, a state corporation established under the SACCO Societies Act (Cap 490B) of the Laws of Kenya, the rate at which SACCOs are closing down their operations is high. Some of the probable causes include poor saving culture among members, corruption and embezzlement of funds, political interference, and competition from established from established financial institutions, high default loan repayment rates, lack of qualified personnel, inadequate financial resources, and insufficient technological advancement. Scholars have attempted to make research inquiries into the problem facing SACCOs in Kenya, but much has been concentrated in various regions except Western Kenya. This study purposed to investigate strategic positioning and profitability of Savings and Credit Co-operative societies in Western Kenya. The study was guided by the following objectives: to examine the effects of branding strategy, Pricing Strategy, Customer Service and Technological Capabilities on profitability of SACCOs in Western Kenya. The study was anchored on Schumpeterian Theory. The study employed descriptive survey research designs. The target population of the research consisted of Board of Management, Managers, SACCO Staff and Members who totaled to 150 drawn from 8 selected high performing SACCOs in Western Kenya. The sample size of 109 was drawn from the population. Purposive sampling was used to select Board of Management, and Managers while Stratifies sampling was used to select members of SACCOs. and purposive sampling techniques were used to select the respondents. Data was collected using structured questionnaire and then was analysed using descriptive statistics where findings were presented in frequencies and percentages, in tables. In the findings, 80.8% of respondents indicated that SACCOs that merged acquired skilled labour, reduced cost of operations. Over 80% of respondents observed that their SACCO Staff worked to fulfil SACCOs Vision. Further, 67.9% of respondents stated that their SACCOs took pride in giving high dividends on savings and levied low interests on loans secured. In another case, 68.8% of respondents indicated that their SACCO prioritized members while 88% of respondents noted that SACCO transactions were systematic and computerized. In the inferential findings, the correlation between strategic positioning and profitability of SACCOs was 0.633, branding strategy, pricing strategy, customer service, and technical capabilities had statistical effects on profitability of SACCOs; therefore, the null hypotheses were rejected. It was recommended that SACCOs should engage in various forms of branding strategy, embrace cost-leadership strategies, integrate the technology in operations and train its staff to improve service delivery. SACCO’s will use findings from this study to develop plans meant to improve their operations in terms of cost minimization, effective customer service, adoption of new technology branding and product differentiation strategies as they relate to improved profitability. KUSCCO, Central Bank and Parliament can use findings or recommendations from this study to formulate policies that would help SACCOs sustain their operation amid tight market competition. The findings of the study will be important to the SACCO movement and its stakeholders especially in enhancing profitability of the SACCOs. The information from the study will also be significant to researchers as it will form a basis for further study on the strategic positioning and how it affects profitability of SACCOs in Kenya and globally.