Budgetary Controls and Efficiency in the Bank of South Sudan, Juba

ABSTRACT 

The study examined the relationship between budgetary controls and efficiency in the Bank of South Sudan, juba. The specific objectives of the study were; To examine the relationship between budgetary participation and efficiency in the Bank of South Sudan, Juba; To assess the relationship between budgetary monitoring and efficiency in the Bank of South Sudan, Juba and to establish the relationship between budgetary evaluation and efficiency in the Bank of South Sudan, Juba. The study used a descriptive correlational and cross-sectional survey design using a sample size of 210. 5.2.1 Budgetary participation and efficiency in the Bank of South Sudan, Juba. It revealed that there is a significant positive relationship between Budgetary participation and efficiency in the Bank of South Sudan, Juba thereby rejecting the null hypothesis as evidenced by Pearson correlation (R=0.383, P=.000). it was also revealed that there is a significant positive relationship between budgetary monitoring and efficiency in the Bank of South Sudan, Juba thereby rejecting the null hypothesis as evidenced by Pearson correlation (R~0.619, P.000). From the study it is concluded that there is a significant positive relationship between Budgetary evaluation and efficiency in the Bank of South Sudan, Juba thereby rejecting the null hypothesis as evidenced by Pearson correlation (R=0.795, P.000). This study recommended that managers within the organisation must have a clear understanding of the role which they are required to play in ensuring budgetary compliance. This ensures that the most appropriate individuals are made accountable for budget implementation. Senior management can also use budgets to communicate corporate objectives downwards and ensure that other employees understand them and co-ordinate their activities to attain them. The act of preparation as well as the budget itself will also improve communication. It is also recommended that managers produce detailed budgetary plans to enable the implementation of the long term or strategic plan. The annual budgeting process must be embraced always as found out in this study encourages managers to plan for future operations, refine existing strategic plans and considers how they can respond to changing circumstances. This encourages managers to anticipate problems before they arise and ensures reasoned decision making.

TABLE OF CONTENTS

Heading Page

DECLARATION

APROVAL

DEDICATION

ACKNOWLEDGEMENT iv

TABLE OF CONTENTS v

LIST OF TABLES ix

LIST OF FIGURES x

ABSTRACT xi

CHAPTER ONE 1

INTRODUCTION 1

1.0 Introduction 1

1.1 Background of the Study 1

1.1.1 Historical Perspective 1

1.1.2 Theoretical Perspective 2

1.1.3 Conceptual Perspective 3

1.1.4 Contextual Perspective 5

1.2 Statement of the Problem 6

1.3 Purpose of the Study 7

1.3.1 Research objectives 7

1.4 Research questions 7

1.5 Hypotheses 8

1.6 Scope of the Study 8

1.6.1 Geographical Scope 8

1.6.2 Content Scope 8

1.7 Significance of the Study 8

1.8 Operational definition of key terms 9

CHAPTER TWO 11

REVIEW OF RELATED LITERATURE 11

2.0 Introduction 11

2.1 Theoretical Review 11

2.2 Conceptual Framework 13

2.2.1 Budgetary control .14

2.2.2 Budget participation 15

2.2.3 Budgetary Monitoring 17

2.3.4 Budgetary evaluation 19

2.3.5 Efficiency 20

2.3 Empirical Review 29

2.3.1 Budgetary participation and Organisational Efficiency 33

2.3.2 Budgetary monitoring and Organisational Efficiency 36

2.3.3 Budgetary evaluation and Organisational efficiency 38

2.4 Summary of Research Gaps 39

CHAPTER THREE 41

METHODOLOGY 41

3.0 Introduction 41

3.1 Research design 41

3.2 Study Population 41

3.3 Sample Size 42

3.4 Sampling Procedures/Techniques 42

3.5 Data Collection Methods 42

3.5.1 Questionnaires 42

3.6 Instrument of the data collection 43

3.7 Validity and Reliability of the instruments 43

3.7.1 Validity of the instruments 43

3.7.2 Reliability of the instrument 44

3.8 Data Analysis 45

3.9 Ethical Consideration 45

CHAPTER FOUR 46

PRESENTATION, DESCRIPTION AND INTERPRETATION OF THE FINDINGS.46

4.0 Introduction 46

4.1 Response rate 46

4.2 General information 47

4.2.1 Gender of the Respondents 47

4.2.2 Age of Respondents 48

4.2.3 Experience with Bank of South Sudan Juba 48

4.2.4 Education level of Respondents 49

4.3 Budgetary participation and efficiency in the bank of south Sudan, Juba 50

4.3.1 Correlational analysis between budgetary participation and efficiency in the bank of South Sudan 53

4.4 Budgetary monitoring and efficiency in the bank of south Sudan, Juba 54

4.4.1 Inferential Analysis between Budgetary Monitoring and Efficiency in the Bank of South Sudan 58

4.5 Budgetary evaluation and efficiency in the bank of south Sudan, Juba 59

4.5.1 Inferential analysis between evaluation and efficiency in the bank of south Sudan ...63

4.6 Findings on efficiency in the bank of south Sudan, Juba 65

4.7 Correlation analysis 69

4.8 Multiple Regression Analysis 70

CHAPTER FIVE 74

DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS 74

5.0 Introduction 74

5.1 Discussion of the findings 74

5.1.1 Budgetary participation and efficiency in the bank of south Sudan, Juba 74

5.1.2 Budgetary monitoring and efficiency in the bank of south Sudan, Juba 75

5.1.3 Budgetary evaluation and efficiency in the bank of south Sudan, Juba 76

5.1.4 Efficiency in the bank of south Sudan, Juba 77

5.2 Conclusions 77

5.2.1 Budgetary participation and efficiency in the bank of south Sudan, Juba 78

5.2.2 Budgetary monitoring and efficiency 78

5.2.3 Budgetary evaluation and efficiency of the bank 78

5.6 Recommendations 78

5.6.1 Budgetary participation and efficiency in the bank of south Sudan, Juba 78

5.6.2 Budgetary monitoring and efficiency 79

5.6.3 Budgetary evaluation and efficiency of the bank 79

5.7 Areas for further study 79

5.8 Limitations of the study 80

REFERENCES 81

APPENDICES 89

APPENDIX I 89

TRANSMITTAL LETTER FROM COLLEGE OF ECONOMICS AND MANAGEMENT (CEM) 89