Please use this identifier to cite or link to this item: http://hdl.handle.net/20.500.12306/1407
Title: Budgetary controls and efficiency in the Bank of South Sudan, Juba
Authors: Mohandes, Eptisam William Morjan
Keywords: Budgetary controls
Budgetary controls and efficiency
Bank of South Sudan
Juba
Issue Date: Oct-2018
Publisher: Kampala International University , College Of Economics And Management
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.
Description: A thesis submitted to the College of Economics and Management in partial fulfilment of the requirements for the award of a Masters Degree of Business Administration in Finance and Banking of Kampala International University Kampala
URI: http://hdl.handle.net/20.500.12306/1407
Appears in Collections:Master of Business Administration - Main and Ishaka Campus

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