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Effect of Internal Control Systems on Financial Performance of

Distribution Companies in Kenya

Robert Odek1

Elmad Okoth 2

1.School of Business, Jomo Kenyatta University of Agriculture and Technology, PO BOX 62000-00200,

Nairobi, Kenya

2.School of business and economics department of finance and Accounting Maseno University

Abstract

There is a general consensus that internal Control systems are important management tools in financial

management. There has been controversy as to why there is a declining profitability trends among Small and

Medium scale Enterprises despite government’s commitment to availability of funds. Economic Survey 2017

statistics indicate a tremendous growth in profitability of small and medium scale Enterprises in Kenya over the

last ten years; constituting about 96 per cent of all business enterprises in the country; yet 71% of the business

start-ups do not operate beyond their third anniversary. Empirical studies on internal control systems yielded mixed

results and focused on different firms rather than SMEs. However, little is known on the effect of internal control

systems on the financial performance of distribution companies. The main objective was to analyze the effects of

internal control systems on financial performance of small and medium distribution companies. The specific

objectives of the study were to: determine the effect of control activities; find out the effect of risk assessment;

establish the effect of information and communication on financial performance Moonbluez Enterprises Limited.

The study was anchored on Agency and Reliability theory, and a conceptual framework showing the interaction

between internal control systems as the independent variable and financial performance as the dependent variable.

Correlational and case study design was adopted targeting all the 38 employees while employing census survey

technique. Primary data was collected using questionnaires and secondary data was collected from relevant books,

journals and periodicals. Reliability and validity of the instrument was checked using test-retest technique and

expert reviews and Pilot study was conducted of the 4 employees of Moonbluez enterprises. Descriptive statistics

such as mean and standard deviation and inferential statistics such as Pearson’s correlation and multiple regression

analysis was employed to analyze the data. Presentation was done by the use of tables and charts. The results of

the study may help identify gaps within the systems of internal control at Moonbluez Enterprises Limited and in

the distribution industry at large especially among small and medium sized entities. Further the study may also

add to the existing knowledge bank regarding book keeping, internal controls and financial performance among

small and medium sized enterprises in Kenya. Scholars and researchers who would like to carry out more studies

on internal Controls and financial performance in small and medium sized entities may find the study beneficial.

Keywords: Financial Performance, Internal control, Risk Assessment, Control activities

DOI: 10.7176/RJFA/10-20-02

Publication date:October 31st 2019

1.0 INTRODUCTION

This section contains the background information of the study, statement of the problem, objectives of the study,

research questions, significance of the study, scope of the study, definition of terms in the study and conceptual

framework.

1.1 Background of the study

Financial performance refers to the monetary measure of an organization’s operations and achievements. In most

cases it is always measured in terms of the profits made or losses incurred by a firm over a given trading period.

Accordingly, the theory of the firm argues that the sustainability of each and every commercial organization is

largely dependent on their level of profitability. In addition, profits are an important contributor to the economic

development of a country through taxation and employment and thus the need for business enterprises to be

profitable, sound and stable at all times. This is indeed true for the small and micro enterprises (SMEs) which to

date remain the drivers of several economies across the globe. According to OECD (2014), SMEs are known to

contribute to over 55% of GDP and over 65% of total employment in high income countries. It further noted that

they also account for over 60% of GDP and over 70% of total employment in low income countries.

In spite of the aforementioned, the performances of the small and micro enterprises vary across countries. In

2014 and 2015, SMEs in almost all member states in the European Union (EU) experienced good growth in value

added ranging from 3.8% in 2014 and 5.7% in 2015 (Muller, Devnani, Julius, Gagliardi, & Marzocchi, 2016).

However, and according to the findings of the Small Business Project’s (SBP) 2015 SME Growth Index, more

than one in every five SMEs in South Africa reported a decrease in turnover in 2014 whereas 20% reported no

growth in turnover for the same period.

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Locally, 71% of the SMEs in Kenya close shop in their third anniversaries due to shortage of operating funds

among other factors (KNBS, 2017). Moreover, there level of contribution to the country’s GDP is paltry 3%.

However, this can be remedied by ensuring that these enterprises have effective internal control systems. It is on

this basis that this study was undertaken on internal control systems and financial performance of the SMEs. The

internal control system was conceptualized through control activities, risk assessment and information and

communication in line with the COSO (2013), integrated framework for internal control. On the other hand,

financial performance was conceptualized in terms of the level of profitability of the SMEs.

On the same note a number of empirical studies have been conducted on control activities and financial

performance. However, most of these studies are mixed at best on their findings. Alawattegama (2018) found an

insignificant relationship between control activities and financial performance of a sample of forty five banking

and finance companies listed on the Colombo Stock Exchange. This is similar to the findings of Ejoh and Ejom

(2014). On the other hand, Rosman, Shafie, Sanusi, Johari, and Omar (2016), Muraleetharan (2013), Nyakundi,

Nyamita, and Tinega (2014) and Magu and Kibati (2016) established a significant positive relationship between

control activities and financial performance. Thus, from this, it is not possible to accurately ascertain the effect of

internal control activities on the financial performance of SMEs.

In addition, empirical studies on risk assessment and financial performance are not also conclusive in their

findings. Momanyi and Njiru (2016)financial risk management practices comprising of; risk identification, risk

monitoring, risk assessment and risk mitigation, had a positive correlation to the performance of SACCOs in

Nakuru, Kenya. In a similar fashion, Bett and Memba (2017), Rosman et al. (2016), Kirogo, Ngahu, and Wagoki

(2014) and Nyakundi et al. (2014) found a significant positive relationship between risk assessment and financial

performance. However, Ghani and Rosli Mahmood (2015) and Alawattegama (2018) found an insignificant

relationship between risk assessment and financial performance of banks and micro finance institutions

respectively. Thus, need for more empirical studies to reconcile these mixed findings from previous studies on risk

assessment and financial performance.

Empirical studies also exist on quality of information, effective communication and financial performance.

Ironkwe and Otti (2016) concluded that the quality of accounting information in terms of relevance to users

contributes significantly to the performance of banks in Nigeria. Further, Ali, Omar, and Bakar (2016) revealed

that service quality, information quality and system quality are the significant accounting information systems

success factors for increasing organizational performance. This was confirmed by Bett and Memba (2017) and

Nyakundi et al. (2014). On the contrary, Alawattegama (2018)established that information & communication

indicate an insignificant positive impact on firm performance of forty five banking and finance companies listed

on the Colombo Stock Exchange. This therefore calls for more empirical research on the effect of information and

communication on financial performance and thus the basis of this research.

Small and medium-sized enterprises (SMEs) are non-subsidiary, independent firms which employ fewer than

a given number of employees. This number varies across countries. The most frequent upper limit designating an

SME is 250 employees, as in the European Union. However, some countries set the limit at 200 employees, while

the United States considers SMEs to include firms with fewer than 500 employees. Small firms are generally those

with fewer than 50 employees, while micro-enterprises have at most 10, or in some cases 5, workers. Financial

assets are also used to define SMEs. In the European Union, a new definition came into force on 1 January 2005

applying to all Community acts and funding programmes as well as in the field of State aid where SMEs can be

granted higher intensity of national and regional aid than large companies. The new definition provides for an

increase in the financial ceilings: the turnover of medium-sized enterprises (50-249 employees) should not exceed

EUR 50 million; that of small enterprises (10-49 employees) should not exceed EUR 10 million while that of

micro firms (less than 10 employees) should not exceed EUR 2 million. Alternatively, balance sheets for medium,

small and micro enterprises should not exceed EUR 43 million, EUR 10 million and EUR 2 million, respectively

(OECD, 2005).

Accountability needs to be accurate and timely so as to aid decision making. It should be noted that

International Financial Reporting Standards (IFRSs) emphasize timely production of financial reports. Ideally end

of year financial statements should be produced within three months following the end of the period to which the

financial statements relate. Or rather monthly statements should be for instance reported within ten working days

after month end based on the company policy. At Moonbluez Enterprises Limited, especially in its head office in

Kisumu this has never been the case (Moonbluez Enterprises Ltd internal memo, May 2017). Financial statements,

inventory reports and all other reports are not produced or if produced have often not been presented to the directors

for decision making. Besides, book keeping is not up to the required standards. This leaves the researcher with the

question to establish the tool the directors have been using to arrive at their business organizations or if the persons

in charge of accounting are trained and competent professionals and how the internal controls functions to leave

such gaps unfilled. The study further intended to find out if the latter challenge in regard to book keeping applies

across all SMEs or it is just at the chosen organization only.

Moonbluz Enterprises Limited is a distribution Company is registered and domiciled in Kenya. The business

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is located in Kisumu County with subsidiaries in; Luanda town, Sondu, Oyugis town-opposite Kenya Women

Finance Trust, with other two branches in the same town. The study was conducted in the organization’s

headquarters and its subsidiaries. The business is licensed under Companies Act, and operates as general company.

It offers but not limited to distribution of beverages and supply of Building and construction materials. According

to the company profile, Moonbluz Enterprises Limited currently is managed by professionally qualified individuals

with wide experience in their respective professional disciplines. Additionally, the firm is currently operating large

beverage distribution stores in various town of Kisumu, Luanda, Sondu and Oyugis. The firm provides quality

services and products which enables maximum utility. In its history Moonbluz Enterprises Limited commenced

as sole proprietorship under the name Monny Traders in 2007 and in the process of growth and expansion faced a

lot of challenges which led to its poor financial performance (Moonbluz Enterprises Limited profile, 2016). This

might be attributed to a number of factors including its internal control system. It is on this basis that therefore that

this study intended to analyze the effect of internal control systems on financial performance of Moonbluz

enterprises limited.

1.2 Statement of the Problem

The performances of the small and micro enterprises vary across countries. In 2014 and 2015, SMEs in almost all

member states in the European Union (EU) experienced good growth in value added ranging from 3.8% in 2014

and 5.7% in 2015. However, and in South Africa more than one in every five SMEs reported a decrease in turnover

in 2014 whereas 20% reported no growth in turnover for the same period. Locally, 71% of the SMEs in Kenya

close shop in their third anniversaries due to shortage of operating funds among other factors. Moreover, there

level of contribution to the country’s GDP is paltry 3%. There is a general consensus that internal Control systems

are used as management tools in financial management. In view of the foregoing virtually all organizations have

established Internal Control measures in order to enhance their financial reporting systems check on their

efficiency and effectiveness of operations as well as enhance adherence to the prescribed rules and regulations.

However, this has not worked out for all the institutions as several instances of allegations of misappropriations of

funds and frauds are everywhere due to weaknesses in ICS. From empirical studies, scholars have had

contradicting opinion on the effect of internal control systems on financial performance of SMEs. Due to differing

opinions, little is known on whether the effect of internal control systems such as control activities, risk assessment

and information and communication on financial performance of SMEs is positive or negative. It was the intent of

this study therefore to analyze the effect of internal control systems on financial performance of Small and Medium

Enterprises, with specific reference to Moonbluz enterprises Limited.

1.3 Objectives of the Study

1.3.1 Main Objective

The study’s main objective was to analyze the effects of internal control systems on financial performance of small

and medium distribution companies: a case of Moonbluz Enterprises Limited.

1.3.2 Specific Objectives

The study was guided by the following specific objectives:

i.

To determine the effect of control activities on financial performance of Moonbluz Enterprises Limited;

ii.

To find out the effect of risk assessment on financial performance of Moonbluz Enterprises Limited; and

iii.

To establish extent to which information and communication affect financial performance of Moonbluz

Enterprises Limited

1.4 Research Hypothesis

The study adopted the following research hypothesis;

i.

H01: There is no statistically significant effect of control activities on financial performance of Moonbluz

Enterprises Limited

ii.

H02: There is no statistically significant effect of risk assessment on financial performance of Moonbluez

Enterprises Limited

iii.

H03: There is no statistically significant effect of information and communication on financial

performance of Moonbluez Enterprises Limited

1.5 Justification of the Study

The results of the study may help identify gaps within the systems of internal control at Moonbluez Enterprises

Limited and in the distribution industry at large especially among small and medium sized entities. It may also

provide invaluable benefits to management and those charged with governance may emerge on how to streamline

the systems of internal controls thus ensuring improved financial performance and ultimately ensure attainment of

Moonbluez Enterprises Limited objectives. This implies that the study has specifically highlighted the significance

of proper book keeping and organization’s policy implementation and follow ups to ensure the established internal

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controls are functioning as intended. The study also add to the existing knowledge bank regarding book keeping,

internal controls and financial performance among small and medium sized enterprises in Kenya. The development

partners/suppliers who are usually interested in managing and controlling their finances with less leakages may

have an understanding of a wide variety of factors that hinder the growth of small and medium sized organizations,

hence sustainability. Scholars and researchers who would like to carry out more studies on internal Controls and

financial performance in small and medium sized entities may find the study beneficial.

1.6 Scope of the study

The study was conducted in Kenya, Kisumu city at Moonbluez Enterprises Limited headquarters, and its

subsidiaries in Oyugis town Homabay County, Sondu and Luanda town branches. The main respondents were all

38 staff of Moonbluez Enterprises Limited. The study focused on the effect of internal control systems on financial

performance of SME distribution companies with a specific reference to Moonbluez Enterprises Limited. The

company under study is a distribution company distributing Coca-Cola products and wines and spirits located in

Kisumu, Luanda, Sondu and Oyugis towns and supplies building and construction materials. The main concepts

of this study were the effects of; control activities, risk assessment and information and communication on financial

performance. This study was conducted within a period of five months.

1.7 Conceptual framework.

Independent variable

Dependent variable

Figure 1: Conceptual framework for the relationship between internal control systems and financial performance

Source: Adapted from (COSO, 2013)

From Figure 1 above conceptual framework proposes a direct relationship between the independent variables;

control activities, risk assessment and information and communication and financial performance of SME

distribution companies.

Control activities are the policies, procedures, techniques, and mechanisms that help ensure that

management's response to reduce risks. In this study the control activities was conceptualized through the Policies,

Procedures, Performance Reviews, Information Processing, Physical Controls, documents verification and

Segregation of Duties. Risk assessment is a systematic process that seeks to identify potential hazards and identify

their implications before they occur. This was conceptualized in the study by risk identification, prevention and

risk monitoring with specific reference to measures adopted by Small and Medium entities. Information and

communication was measured using Timeliness, Relevance, Reliability and Form of Information and

communication tools and components of an ideal information system. The dependent variable for the study was

the financial performance of commercial banks that was measured using the Profitability.

2.0 LITERATURE REVIEW

This chapter discusses the literature related to the effects of internal control systems on financial performance.

Internal Control Systems

• Control activities

-Information processing

-Physical monitoring controls

-Segregation of duties

-Documents verification

• Risk Assessment

-Risk identification

-Risk prevention

-Risk monitoring

• Information and

communication

-Software

-People

-Timeliness of information

-Relevance

Financial performance

• Profitability(Absolute

measure)

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2.1 Theoretical Literature

2.1.1 Agency Theory

The first scholars to propose, explicitly, that a theory of agency be created, and to actually begin its creation, were

Stephen Ross and Barry Mitnick, independently and roughly concurrently. Ross is responsible for the origin of the

economic theory of agency, and Mitnick for the institutional theory of agency, though the basic concepts

underlying these approaches are similar. Indeed, the approaches can be seen as complementary in their uses of

similar concepts under different assumptions. In short, Ross introduced the study of agency in terms of problems

of compensation contracting; agency was seen, in essence, as an incentives problem. Mitnick introduced the now

common insight that institutions form around agency, and evolve to deal with agency, in response to the essential

imperfection of agency relationships: Behavior never occurs as it is preferred by the principal because it does not

pay to make it perfect. But society creates institutions that attend to these imperfections, managing or buffering

them, adapting to them, or becoming chronically distorted by them. Thus, to fully understand agency, we need

both streams to see the incentives as well as the institutional structures (Mitnick, 1973).

Agency Theory explains how to best organize relationships in which one party determines the work while

another party does the work. In this relationship, the principal hires an agent to do the work, or to perform a task

the principal is unable or unwilling to do. The theory describes internal control systems as necessary structures to

maintain contracts, and through internal control systems, it is possible to exercise control which minimizes

opportunistic behavior of agents.

When shareholders (principal/business owners) and the manager (agent) are separate individuals it creates

some problems for shareholders (Jensen &Meckling, 1976). As both individuals want to maximize utility, the

agent might adapt a managerial behavior that is not in the interest of the principal (Jensen &Meckling, 1976).

Shankman (1999) argues that appropriate governance mechanisms between the principal and agent would

minimize the conflicting interests them.

Agency theory also assumes that in some situations, an agent is utilizing resources of a principal. Therefore,

although the agent is the decision-maker, they are incurring little to no risk because all losses will be the burden

of the principal. This is most commonly seen when shareholders contribute financial support to an entity that

corporate executives use at their discretion. The agent may have a different risk tolerance than the principal because

of the uneven distribution of risk. However, this is one of the greatest weaknesses of this theory because it is

ignoring the fact that Even though the agent is tasked with the job of taking care of the assets, the agents till must

be held accountable since the special ownership concept applies.

This Theory was chosen for this study simply because “Internal control is one of many mechanisms used in

business to address the agency problem” (Jensen, 2003) and again” studies have shown that internal control reduces

agency costs”. It implies as per the current study that the directors of Moonbluez Enterprises are the principals,

while the manager and the other employees are agents who are entrusted with various roles of managing resources

which in one way or another translates to financial performance. As per the agency theory, the manager and other

employees should only serve the interest of the directors by ensuring that all other employees below him obeys

only the set financial policies such that the interest of the principals are fully exploited. However, as per the

Moonbluez directors in their internal memo, May 2017), this is not the case. The present study therefore intended

to explicitly understand the cause of this non-adherence and the agency conflict.

2.1.2Reliability Theory

Reliability theory simply describes the probability of a system completing its expected function during an interval

of time (Gavrilov & Gavrilova, 2001). The theory has been used as a model by insurance and life insurance

companies in computing profitable rates to charge their customers. The theory stipulates that internal control

systems are primarily set up for assessment and control of risks. The theory further argues that weak internal

control systems result in more substantive work and hence greater cost (Kinney, 2000). According to Gavrilov and

Gavrilova (2001), the determination of the "weakness" of any internal control system is primarily judgmental.

Upon the formulation of the process and system reliability estimates, comparison with financial data from the

organization’s past performances may provide a more solid basis for judgment of the impact of an internal control

system on the firm’s income risk. Messier and Austen (2000) state that one of the primary advantages of the

reliability theory is its close relationship to the needs of an organization regarding understanding the internal

control system and control risk assessment. The reliability theory is based on the notion that an implemented

system should be able to meet its expected function. The reliability theory is relevant to this study based on the

second objective of the study which focuses on the effect of risk assessment on financial performance of firms; in

this case, the SME distribution companies with specific reference to Moonbluez enterprises Limited.

2.1.3 Concepts of the Study

Control activities

COSO (2013) states that control activities are the actions established by the policies and procedures to help ensure

that management directives to mitigate risks to the achievement of objectives are carried out. It further states that

control activities are performed at all levels of the entity, at various stages within business processes, and over the

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technology environment. It also notes that it may be preventive or detective in nature and may encompass a range

of manual and automated activities such as authorizations and approvals, verifications, reconciliations and business

performance reviews. It further notes that segregation of duties is typically built into the selection and development

of control activities.

Control activities are the policies and procedures that help ensure that management directives are carried out,

for example, that necessary actions are taken to address risks that threaten the achievement of the entity’s

objectives. Control activities, whether within IT or manual system, have various objectives and are applied at

various organizational and functional levels. Generally, control activities that are relevant to an audit may be

categorized as policies and procedures that pertain to the following: performance reviews; These control activities

include reviews and analyses of actual performance versus budgets, forecasts, and prior period performance;

relating different sets of data, operating or financial to one another, together with analyses of the relationships and

investigative and corrective actions; comparing internal data with external sources of information; and review of

functional or activity performance, for instance at Moonbluez Limited, the accounts and administrative manager

review reports from branches, and notice the variances for adjustments as affirmed by International standards of

Auditing (International Standard on Auditing 315, 2009).

Whittington and Pany (2001) mention Control activities as one of the component of internal controls. They

note that control activities are policies and procedures that help ensure that management directives are carried out.

Controls activities in an organization basically comprise; performance reviews (comparing actual performance

with budgets, forecasts and prior period performance), information processing (necessary to check accuracy,

completeness and authorization of transactions), physical controls (necessary to provide security over both records

and other assets), and segregation of duties (where no one person should handle all aspects of a transaction from

the beginning to the end). This implies that findings by Whittington and Pany (2001) if well implemented, will

definitely lead to proper internal controls and thus organizational success in the long run.

Risk assessment

COSO (2013) noted that risk assessment involves a dynamic and iterative process for identifying and analyzing

risks to achieve the entity’s objectives, forming a basis for determining how risks should be managed. It also noted

that management considers possible changes in the external environment and within its own business model that

may impede its ability to achieve its objectives. It further noted that the framework recognizes that many

organizations are taking risk-based approach to internal control and that the risk assessment includes processes for

risk identification, risk analysis and risk response; that risk tolerance and acceptable level of variation in

performance should be considered in the assessment of acceptable risk levels; and the discussion of risk severity

includes velocity and persistence in addition to impact and likelihood. It further states that a system of internal

control over financial reporting is designed and implemented to prevent or detect, in a timely manner, a material

omission from or a misstatement of the financial statement due to error or fraud.

An entity’s risk assessment process is its process for identifying and responding to business risks and the

results thereof. For financial reporting purposes, the entity’s risk assessment process includes how management

identifies risks relevant to the preparation of financial statements that give a true and fair view (or are presented

fairly, in all material respects) in accordance with the entity’s applicable financial reporting framework, estimates

their significance, assesses the likelihood of their occurrence, and decides upon actions to manage them. For

example, the entity’s risk assessment process may address how the entity considers the possibility of unrecorded

transactions or identifies and analyzes significant estimates recorded in the financial statements (KASNEB, 2011).

Information and communication

According to COSO (2013), information is necessary for the entity to carry out internal control responsibilities in

support of achievement of its objectives. Communication occurs both internally and externally and provides the

organization with the information needed to carry out day-to-day internal control activities. It enables personnel

to understand internal control responsibilities and their importance to the achievement of objectives.

According to International Standard on Auditing 315 (2009), Understanding the entity and its environment

and assessing the risks of material misstatement lists five internal control component namely; Control environment,

risk assessment, information and communication, control activities and monitoring of controls. It further notes that

Auditors need to obtain an understanding of the information system, including the related business processes,

relevant to financial reporting including areas such; classes of transactions, procedures within both IT and manual

systems, accounting records, how information systems capture events and conditions and financial reporting

process. The standard also requires Auditors to obtain an understanding of how the entity communicates financial

reporting roles and responsibilities and significant matters relating to financial reporting, including

communications between management and those charged with governance and external communications, such as

those with regulatory authorities.

It includes the related business processes, relevant to financial reporting and communication. An information

system consists of infrastructure (physical and hardware components), software, people, procedures, and data.

Infrastructure and software have less significance, in systems that are exclusively or primarily manual. Many

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information and communications make extensive use of information technology (IT). IT as defined by Williams

et al (1999) is technology that merges computing with high speed communications links carrying data, sound and

video. Accordingly, an information system encompasses methods and records that: Identify and record all valid

transactions. Describe on a timely basis the transactions in sufficient detail to permit proper classification of

transactions for financial reporting. Measure the value of transactions in a manner that permits recording their

proper monetary value in the financial statements. Determine the time period in which transactions occurred to

permit recording of transactions in the proper accounting period. Present properly the transactions and related

disclosures in the financial statements. Williams et al (1999) stresses that protection of information system entails;

control of access, audit controls that track servers and programs, and people controls (check resumes to confirm

training and separate employee functions, input controls, and output controls).

Risks relevant to reliable financial reporting also relate to specific events or transactions. Shah (2007) asserts

that one would incur more risk if he decides to invest in shares rather than Government bonds. However he asserts

that risk and expected return move in tandem; the greater the risk the greater the expected return. Chandra (2002)

note that Risk is everywhere and surrounds our personal activities or professional lives. Though it is difficult to

eliminate completely, one can minimize risk by employing risk assessment techniques in his personal and

professional capacity. Richie (1989) indicates that data protection is a must, appropriate security measure, shall be

taken against unauthorized access or alteration, disclosure or destruction of personal data against accidental loss

or destruction. Management may be aware of risks related to these objectives without the use of a formal process

but through direct personal involvement with employees and outside parties (ISA UK and Ireland 315, COSO:

2005).

Financial Performance

Mawanda (2008), performance refers to the ability to operate efficiently, profitability, survive grow and react to

the environmental opportunities and threats. They assert that, performance is measured by how efficient the

enterprise is in use of resources in achieving its objectives. It is the measure of attainment achieved by an individual,

team, organization or process. Hitt, et al (1996) believes that many firms' low performance is the result of poorly

performing assets (businesses). Low performance from poorly performing assets is often related to strategic errors

made in the acquisition process in earlier years. For example, some firms acquire businesses with unrealistic

expectations of achieving synergy between the acquired assets and their current sets of assets. A common reason

for such errors is managerial hubris or overvaluation of managerial capability in the acquisition process.

Brennan and Solomon (2008) however, mentions other financial measures to include value of long-term

investment, financial soundness, and use of 30 corporate assets. He also talks of non financial performances

measures to include; innovation, ability to attract, develop, and keep talented people, quality of management,

quality of products or services, and community and environmental responsibility. Donald and Delno (2009)

mention accounting based performance using three indicators: return on assets (ROA), return on equity (ROE),

and return on sales (ROS). Each measure was calculated by dividing net income by total assets, total common

equity, and total net sales, respectively.

According to Stoner (2003), performance refers to the ability to operate efficiently, profitability, survive grow

and react to the environmental opportunities and threats. In agreement with this, Sollenberg and Anderson (1995)

asserts that, performance is measured by how efficient the enterprise is in use of resources in achieving its

objectives. It is the measure of attainment achieved by an individual, team, organization or process (EFQM, 1999).

Hitt, et al (1996) believes that many firms' low performance is the result of poorly performing assets (businesses).

Low performance from poorly performing assets is often related to strategic errors made in the acquisition process

in earlier years. For example, some firms acquire businesses with unrealistic expectations of achieving synergy

between the acquired assets and their current sets of assets. A common reason for such errors is managerial hubris

(Roll, 1986) or overvaluation of managerial capability in the acquisition process. Dixon et al (1990) found out that

appropriate performance measures are those which enable organizations to direct their actions towards achieving

their strategic objectives.

In this study, internal controls was interpreted as “A process that guides an organization towards achieving

its objectives.” These objectives include operational efficiency and effectiveness, reliability of financial reporting

and compliance with relevant laws and regulations.” Financial performance is considered in terms of like

profitability (using absolute measure).

2.2 Empirical Literature review

2.2.1 Control Activities and Financial Performance

Alawattegama (2018) explored on the impact of the adoption of enterprise risk management (ERM) practices on

firm performance. A sample of forty five banking and finance companies listed on the Colombo Stock Exchange

(CSE) was selected for this study and uses both primary and secondary data for the empirical analysis. The extent

of adoption of ERM practices was assessed by using the ERM integrated framework of committee of sponsoring

organization (COSO) of the Treadway Commission of USA. Return on equity (ROE) is used as a proxy to measure

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the firm performance and uses multivariate regression analysis to assess the impact of key ERM functions on firm

performance. This study found event identification, risk assessment, risk response and information and

communication indicate an insignificant positive impact on firm performance. On the other hand, empirical

evidence reveals that objective setting; event identification, control activities and monitoring of ERM functions

have an insignificant negative impact on performance.

Rosman et al. (2016) examined the relationships between internal control including control environment,

control activities, risk assessment, monitoring and budgetary participation, and performance effectiveness of NPOs.

The sample consists of non-profit organizations (NPOs) established in Malaysia and registered with either the

Registrar of Society or Company Commission of Malaysia. A total of 96 questionnaires out of 150 distributed

questionnaires were returned. Based on the result of the multiple regression analysis, there are significant

relationship between control environment, control activities, risk assessment, monitoring and financial

performance. In addition, the result also shows significant relationship between control environment, risk

assessment, budgetary participation and non-financial performance.

Ejoh and Ejom (2014) evaluated the relationship between internal control activities and financial performance

in Tertiary Institutions in Nigeria. Data was collected using questionnaires and interview guide as well as review

of documents and articles. The method of analysis employed was survey design while the stratified sampling

procedure was adopted in administering the questionnaires. The study result further shows that there is no

significant relationship between internal control activities and financial performance of Cross River State College

of Education.

Muraleetharan (2013)undertook a study on the relationship between control activities and performance of the

organizations in Jaffna District, Sri Lanka. The study is based on hundred and twenty employees in the

organizations. The study finds control activities and organizations performance are statistically significant in

determining performance. Perhaps most importantly, the study finds positive relationship between control

activities and performance. Adequate supervision with a clear and up to date supply of information should be there.

There must be maintenance of adequate recording and duplicating systems and also must be an efficient staff

control with written directions as to responsibilities and duties of both management and staff.

Nyakundi et al. (2014) studied the effect of internal control systems on financial performance among SMEs

in Kisumu city, Kenya. The study used both primary and secondary data. Primary data was collected using

structured questionnaire and interview, while secondary data was obtained from financial statements of the

sampled enterprises. Data was analyzed using descriptive statistics as well as inferential statistics. The study

specifically revealed that a significant change in financial performance is linked to internal controls systems. Based

on the findings of the study, it is concluded that internal control systems as supported by the study findings

significantly influence the financial performance of Small and Medium scale Enterprises.

Magu and Kibati (2016) examined the influence of internal control system on the financial performance of

Kenya Farmers’ Association (KFA) Ltd. The internal control systems were reflected by two variables; control

environment and control activities. Target population was 78 managers in this explanatory research. Census design

was adopted. Data were analyzed using inferential and descriptive statistics. The results revealed that the staffs

were not trained to implement the accounting and financial management systems; and that the security systems do

not identify and safeguard organizational assets. The results further showed that there is a positive relationship

between internal control systems and financial performance of KFA Ltd. The control environment and control

activities contributed to 61.3% of the variation in financial performance. Study found that management of KFA

Ltd is not committed to the internal control systems actively.

In review of the above literature, a number of empirical studies including Alawattegama (2018), Ejoh and

Ejom (2014), Rosman et al. (2016), Muraleetharan (2013), Nyakundi et al. (2014) and Magu and Kibati (2016)

exist on control activities and financial performance. Nonetheless, most of these studies are not conclusive in their

findings. Alawattegama (2018) found an insignificant relationship between control activities and financial

performance on a sample of forty five banking and finance companies listed on the Colombo Stock Exchange.

This is similar to the findings of Ejoh and Ejom (2014). On the other hand, Rosman et al. (2016), Muraleetharan

(2013), Nyakundi et al. (2014) and Magu and Kibati (2016) established a significant positive relationship between

control activities and financial performance. Thus, and from this, it is not possible to accurately ascertain the effect

of internal control activities on the financial performance of SMEs.

2.2.2 Risk Assessment Process and Financial Performance

Momanyi and Njiru (2016)investigate the effect financial risk management on performance of Deposit taking

SACCOs in Nakuru East Sub-County. The study adopted a descriptive research design with the population

comprising all the 15 SACCOs in which 3 employees were targeted making a total number of 45 respondents. A

questionnaire with closed ended questions was used to collect primary data. Secondary data was collected from

the financial reports from each SACCO for the period ranging from 2010-2014. The study found that all the

SACCOs had highly adopted financial risk management practices to manage financial risk and as a result the

financial risk management practices comprising of; risk identification, risk monitoring, risk assessment and risk

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mitigation, had a positive correlation to the performance of SACCOs in Nakuru.

Bett and Memba (2017) assessed the effects of internal control systems on the financial performance of

Menengai Oil Company, Kenya. The specific objectives of the study were to determine the effect of control

environment on the financial performance of Menengai Company, determine the influence of risk assessment on

the financial performance of Menengai Company and to establish the influence of information systems on financial

performance of Menengai Company. The study adopted a survey research design. A census of 189 respondents

was used in the study. The data collected were first be tabulated, then analyzed by use of descriptive statistics and

inferential statistics. The results were presented in charts, tables and graphs. ANOVA tests confirmed that control

environment, risk assessment and information have a significant influence on financial performance.

Alawattegama (2018) explored on the impact of the adoption of enterprise risk management (ERM) practices

on firm performance. A sample of forty five banking and finance companies listed on the Colombo Stock Exchange

(CSE) was selected for this study and uses both primary and secondary data for the empirical analysis. The extent

of adoption of ERM practices was assessed by using the ERM integrated framework of committee of sponsoring

organization (COSO) of the Treadway Commission of USA. Return on equity (ROE) is used as a proxy to measure

the firm performance and uses multivariate regression analysis to assess the impact of key ERM functions on firm

performance. This study found event identification, risk assessment, risk response and information and

communication indicate an insignificant positive impact on firm performance. On the other hand, empirical

evidence reveals that objective setting; event identification, control activities and monitoring of ERM functions

have an insignificant negative impact on performance.

Rosman et al. (2016) examined the relationships between internal control including control environment,

control activities, risk assessment, monitoring and budgetary participation, and performance effectiveness of NPOs.

The sample consists of non-profit organizations (NPOs) established in Malaysia and registered with either the

Registrar of Society or Company Commission of Malaysia. A total of 96 questionnaires out of 150 distributed

questionnaires were returned. Based on the result of the multiple regression analysis, there are significant

relationship between control environment, control activities, risk assessment, monitoring and financial

performance. In addition, the result also shows significant relationship between control environment, risk

assessment, budgetary participation and non-financial performance.

Ghani and Rosli Mahmood (2015) investigated the state of risk management practices (RMPs) implemented

among the microfinance providers in Malaysia and its relationship with the financial performance. This study

employed the measures available in the existing literature to measure the variables and is modified to match with

the respondents. A total number of 1355 survey questionnaires were distributed to the branch managers through

mail and 190 usable responses were received from the respondents. The result reveals that only three dimensions

of RMPs have significant relationship with the performance of financial institutions namely risk identification,

risk monitoring and credit risk analysis. While, there is no relationship between risk management understanding

and risk assessment and analysis and performance of financial institutions.

Kirogo et al. (2014) establish the effect of risk assessment on financial performance in insurance firms in

Nakuru town. Descriptive survey was employed. The target population comprised of 52 management employees

in 27 insurance firms in Nakuru town. Census was employed to elect the sample size in the study. Data was

collected using a structured questionnaire with questions on a 5-point Likert scale. The study concludes that risk

based auditing through risk assessment positively affected the financial performance of insurance companies in

Nakuru Town. Risk assessment enables the insurance companies to detect risks on time and concentrate on high

risk areas leading to increased transparency and accountability and enhanced financial performance of insurance

companies. The study has found a strong association between risk based auditing and financial performance of

insurance companies.

Nyakundi et al. (2014) studied the effect of internal control systems on financial performance among SMEs

in Kisumu city, Kenya. The research was conducted using both quantitative and qualitative approaches; adapting

cross-sectional survey research design. The study used both primary and secondary data. Primary data was

collected using structured questionnaire and interview, while secondary data was obtained from financial

statements of the sampled enterprises. Data was analyzed using descriptive statistics as well as inferential statistics.

The study specifically revealed that a significant change in financial performance is linked to internal controls

systems. Based on the findings of the study, it is concluded that internal control systems as supported by the study

findings significantly influence the financial performance of Small and Medium scale Enterprises. The

investigation recommends training on the significance of internal controls among proprietors of Small and Medium

scale Enterprises.

The above empirical studies relate to the effect of risk assessment on financial performance. However, their

findings are mixed. On one hand, Momanyi and Njiru (2016) found that financial risk management practices

comprising of; risk identification, risk monitoring, risk assessment and risk mitigation, had a positive correlation

to the performance of SACCOs in Nakuru, Kenya. In a similar fashion, Bett and Memba (2017), Rosman et al.

(2016), Kirogo et al. (2014) and Nyakundi et al. (2014) found a significant positive relationship between risk

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assessment and financial performance. On the other hand, Ghani and Rosli Mahmood (2015) and Alawattegama

(2018) found an insignificant relationship between risk assessment and financial performance of banks and micro

finance institutions respectively. Thus, there is need for more empirical studies to reconcile these mixed findings

from previous studies on risk assessment and financial performance.

2.2.3 Information and communication and Financial Performance

Bett and Memba (2017) assessed the effects of internal control systems on the financial performance of Menengai

Oil Company, Kenya. The specific objectives of the study were to determine the effect of control environment on

the financial performance of Menengai Company, determine the influence of risk assessment on the financial

performance of Menengai Company and to establish the influence of information systems on financial performance

of Menengai Company. The study adopted a survey research design. A census of 189 respondents was used in the

study. The data collected were first tabulated, then analyzed by use of descriptive statistics and inferential statistics.

The results were presented in charts, tables and graphs. ANOVA tests confirmed that control environment, risk

assessment and information systems have a significant influence on financial performance.

Alawattegama (2018) explored on the impact of the adoption of enterprise risk management (ERM) practices

on firm performance. A sample of forty five banking and finance companies listed on the Colombo Stock Exchange

(CSE) was selected for this study and uses both primary and secondary data for the empirical analysis. The extent

of adoption of ERM practices was assessed by using the ERM integrated framework of committee of sponsoring

organization (COSO) of the Treadway Commission of USA. Return on equity (ROE) is used as a proxy to measure

the firm performance and uses multivariate regression analysis to assess the impact of key ERM functions on firm

performance. This study found event identification, risk assessment, risk response and information and

communication indicate an insignificant positive impact on firm performance. On the other hand, empirical

evidence reveals that objective setting; event identification, control activities and monitoring of ERM functions

have an insignificant negative impact on performance.

Ironkwe and Otti (2016) investigated the relationship between accounting information and the financial

performance of banks in Nigeria. Sample of 91 deposit banks were used for the study and primary data were

gathered via survey method with the aid of structured questionnaire. The test of hypothesis and other breakdown

of data collected was analyzed with the use of Pearson Product Moment Correlation. From the analyses conducted,

the findings showed that relevance of accounting information was statistically significant in determining the

profitability and quality of service delivery of banks in Nigeria. On the basis of the findings, it was concluded that:

The quality of accounting information in terms of relevance to users contributes significantly to the performance

of bank.

Ali et al. (2016) investigated the effect of Accounting Information System (AIS) on organizational

performance and the moderating effect of organizational culture in the relationship between AIS success factors

and organizational performance. Data were collected with a structured questionnaire survey from 273 respondents

in Jordanian banking sector. The collected data were analyzed with PLS SEM technique. The findings revealed

that service quality, information quality and system quality are the significant AIS success factors for increasing

organizational performance. This study also evidenced that organizational culture helps increase performance by

interacting with information quality, data quality and system quality. It can be inferred from this study that

organizations involved in banking sectors can increase their performance by adopting and implementing AIS

success factors along with practicing favourable organizational culture.

Abubakar (2014)examined the impact of marketing communication on the financial performance of banks

with specific reference to First Bank of Nigeria PLC. Advertising and promotion were chosen because following

consolidation, banks have advertised more and various forms of promotion are being implemented. The bank’s

financial performance was measured by Return on Assets (ROA). The study used regression analysis and T-test

to examine the impact of marketing communication methods on financial performance in First Bank PLC. Findings

indicate that there is a positive significant relationship between marketing communication methods and financial

performance as measured by ROA.

Nyakundi et al. (2014) studied the effect of internal control systems on financial performance among SMEs

in Kisumu city, Kenya. The research was conducted using both quantitative and qualitative approaches; adapting

cross-sectional survey research design. The study used both primary and secondary data. Primary data was

collected using structured questionnaire and interview, while secondary data was obtained from financial

statements of the sampled enterprises. Data was analyzed using descriptive statistics as well as inferential statistics.

The study specifically revealed that a significant change in financial performance is linked to internal controls

systems. Based on the findings of the study, it is concluded that internal control systems as supported by the study

findings significantly influence the financial performance of Small and Medium scale Enterprises. The

investigation recommends training on the significance of internal controls among proprietors of Small and Medium

scale Enterprises.

Empirical studies above exist on quality of information, effective communication and financial performance.

However, their findings are no clear on the effect of both quality of information and effective communication on

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firm performance. In their findings, Ironkwe and Otti (2016)concluded that the quality of accounting information

contributes significantly to the performance of banks in Nigeria. This is similar to the finding by Ali et al. (2016),

Bett and Memba (2017) and Nyakundi et al. (2014). On the contrary, Alawattegama (2018) established that

information and communication have an insignificant positive impact on firm performance. Hence, there is need

for more empirical research on the same and thus the basis of this research.

3.0 RESEARCH METHODOLOGY

This section sets out various stages and phases that was followed in completing the study. It involves a blueprint

for the collection, measurement and analysis of data. In this stage, most decisions about how research was executed

and how respondents were approached, as well as when, where and how the research was completed. Therefore,

in this section the research identified the procedures and techniques that was used in the collection, processing and

analysis of data. Specifically the following subsections were included; research design, study area, target

population, sampling design, data collection instruments, data collection procedures and finally data analysis.

3.1 Research Design

Research design refers to the way the study is designed, that is, the method used to carry out a research (Nyororo,

2006). This research problem was studied through the use of a correlation and case study research design.

Correlation design is used to determine whether and to what degree a relationship exists between quantifiable

variables. This reason justify why this study used a correlation research design. According to Yin (2014), a case

study is an empirical inquiry that investigates a contemporary phenomenon (the case) in depth and within its real-

life context, especially when the boundaries between phenomenon and context are not clearly evident. This

investigation makes a comprehensive examination of a single subject group or phenomenon facilitating

generalizations of the findings to all private distribution companies and their internal controls thus its justification

for this study.

3.2 Study Area

The research was conducted in Kisumu city and Sondu which is situated in Kisumu County, Oyugis situated in

Homabay County and Luanda situated in Vihiga County. The last three being Sondu, Oyugis and Luanda being

subsidiaries of Moonbluez Enterprises Limited. They lie on latitude 0° 5' 30.1258" S and longitude 34° 46' 4.6445"

E (Kisumu), latitude 0° 23' 24.0270" S and longitude 35° 0' 50.5166" E (Sondu), latitude 0° 30' 28.4267" S and

longitude 34° 44' 17.3983" E (Oyugis) and latitude0° 1' 26.4025" S and longitude 34° 35' 14.8013" E (Luanda)

(Statements in degrees, minutes and seconds respectively).

3.3 Target Population

Target population is a complete set of individuals, cases/objects with some common observable characteristics of

a particular nature distinct from other population. A population is a well-defined set of people, services, elements,

events, and group of things or households that are being investigated (Mugenda and Mugenda, 2003). The

population of interest for the study consisted of all 38 staff members of Moonbluez Enterprises Limited justified

by the recommendation of Committee of Sponsoring Organizations (2013) framework that everyone in the

organization has a responsibility for internal control. The choice this organization is justified for this study because

Moonbluez has always adopted internal control systems in its various forms and hence in a position to respond to

the questions of this study and also due to its integrated operations in terms of the products being distributed

including three business lines being wines and spirits, Coca-cola products and building materials. It was therefore

considered appropriate for providing a focal point for the study of internal control system vis-à-vis financial

performance of SME distribution companies.

3.4 Sampling Design

Sampling refers to the procedure a researcher uses to gather people, places or things to study (Kombo et al, 2006).

The study employed census survey technique that is from a total population of 38 respondents the researcher

considered all of them which was in accordance with the recommendation by Oso and Onen (2009) that with a

small target population, the whole target could be used for the study. Out this of this, four among the sample

formed part of the pilot study remaining with 34 respondents.

3.5 Data Collection Instrument

Both quantitative and qualitative data was used. Primary data was collected through self-administered

questionnaire. According to Cooper and Schindler (2013), a self-administered questionnaire is the only way to

elicit self-reports on people’s opinion, attitudes, beliefs and values. The choice of this tool of data collection was

guided by the time available and the objectives of the study. Questionnaire provides a high degree of data

standardization and adoption of generalized information amongst any population (Axinn and Pearce, 2006). Semi

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structured questionnaire was used to collect data. The closed ended questions was used for easy coding and analysis

while the open ended questions was used to elicit more information from respondents to complete any missing

links. Secondary data was obtained from relevant books, journals and periodicals.

3.6 Data Collection Procedure

The researcher before proceeding to collect data sought permission which was granted with an introductory letter

from School of Graduate studies to the persons involved in the study. Data was collected primarily using Semi

structured questionnaire and secondary data through the relevant books, journals and periodicals.

3.6.1 Reliability Test

According to Nachmias and Nachmias (1996), reliability is concerned with consistency, dependability or stability

of a test. The study measured the reliability of the questionnaire to determine its consistency in testing what they

are intended to measure. The test-retest coefficient was obtained to establish reliability of the research instrument

as established by Fishers’ 0.7 coefficient. According Kathuri and Pals (1993), 10 % of the sample was considered

appropriate for testing reliability. And to achieve this, 4 employees of Moonbluz enterprises limited were used to

test reliability and was not used again as part of the study population, instead the remaining 34 respondents was

used as the study population. The pilot test for reliability was done to improve their validity and reliability

coefficient to at least the threshold value of 0.7 and therefore items with validity and reliability coefficients at least

0.7 was accepted as valid and reliable in research (Kathuri and Pals,1993). Data reliability is a cornerstone of

making a successful and meaningful study. In order to collect reliable data, the researcher designed the

questionnaires through an elaborate procedure.

3.6.2 Validity

According to Oluwatayo (2012) validity is the degree to which a test or measurement instrument actually measures

what it purports to measure or how well a test or a measuring instrument fulfils its function. The study incorporated

face validity – researchers’ subjective assessments of the presentation and relevance of the measuring instrument

as to whether the items in the instrument appear to be relevant, reasonable, unambiguous and clear; content validity

– the extent to which the instrument of measurement shows evidence of fairly and comprehensive coverage of the

domain of items that it purports to cover that is whether the measuring instrument had been constructed adequately

or its items had fair sample of the total potential. To establish validity under this, the instrument was given to two

experts (supervisors in the School of Business and Economics of Maseno University) to evaluate the relevance of

each item in the instrument to the objectives. The experts rated each item on the scale: Very relevant (4), Quite

relevant (3), Somewhat relevant (2) and not relevant (1). Validity index was determined using Content Validity

Index (C.V.I) C.V.I= Items rated 3 or 4 by both experts divided by the number of items in the questionnaire. This

is symbolized as n3/4/N (Oso & Onen, 2005).

3.7 Data Analysis

This study used descriptive statistics to analyze quantitative data. Descriptive statistics involves the collection,

organization and analysis of all data relating to some population or sample under study. Data was checked for

completeness, accuracy, errors in responses, omissions and other inconsistencies. The data was then coded using

numerals in order to put them in limited number of categories. The data was entered into the Statistical Package

for Social Science (version 21.0) as it is more user friendly and most appropriate for analysis of Management

related attitudinal responses (Martin and Acuna, 2002) and then presented in the report in the form of tables and

charts. Tables were used to summarize responses for further analysis and facilitate comparison. This generated

quantitative reports through tabulations, percentages, and measure of central tendency. Cooper and Schindler

(2013) noted that the use of percentages is important for two reasons; first they simplify data by reducing all the

numbers to range between 0 and 100. Second, they translate the data into standard form with a base of 100 for

relative comparisons. The mean score for each attribute was calculated and the standard deviation used to interpret

the respondents deviation from the mean. The results was presented on frequency distribution tables, graphs, pie

charts and bar charts. Here the interest was focused on frequency of occurrence across attributes of measures. The

data was also analyzed using inferential statistics in terms of correlation and regression analyses. Regression

Analysis was used to find the effect of internal control systems control activities, risk assessment and information

and communications on financial performance of SME distribution companies. According to Campbell and

Campbell (2008) regression is a statistical technique that determines the linear relationship between two or more

variables thus shows how variation in one variable co-occurs with variations in another.

3.7.1 Model specification

The study was guided by the following Model Regression Model.

Source: Kothari (2004)

The linear regression model:

Y = β0 + β 1 X1 + β 2 X2 + β 3 X3 +ε

Where: -

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Y = Dependent Variable (Profitability-Financial Performance)

X1 = Control activities

X2 = Risk assessment

X3 = Information and communication

β0 =constant.

β1, β2, β3, = Regression Standardized Co-efficient of Independent variables

ε = error term,

CHAPTER FOUR: RESULTS AND DISCUSSION

4.1 Response Return Rate

The study targeted 34 respondents from which 28 filled in and returned the questionnaires making a response rate

of 82.35%. Based on the results, the response rate was excellent in line with the findings of Mugenda and Mugenda

(2003).

4.2 Demographic characteristics of the Sample

The study sought to establish the background of the respondents in the study in terms of their gender, age, academic

qualifications and time spent in Moonbluz Enterprise. The results are presented as follows:

Table 4.2.1: Respondents’ Gender

Gender

Frequency

Percent

Valid Percent

Cumulative

Percent

Valid

Male

16

57.1

57.1

57.1

Female

12

42.9

42.9

100.0

Total

28

100.0

100.0

Source: Field Data (2018)

Table 4.2.1 shows that the 57.1 % of the respondents are male while 42.9% were female. This implies that

majority of the staff in Moonbluz Enterprise are of female gender.

Table 4.2.2: Respondents’ Age

Frequency

Percent

Valid Percent

Cumulative

Percent

Valid

18-35 years

26

92.9

92.9

92.9

46-56 years

2

7.1

7.1

100.0

Total

28

100.0

100.0

Source: Field Data (2018)

Table 4.2.2 indicates that majority (92.9%) of the respondents are in the age bracket of between 18-35 years.

This means that most of the staff were in their useful age.

Table 4.2.3: Academic Qualifications

Frequency

Percent

Valid

Percent

Cumulative

Percent

Valid

Secondary Education

2

7.1

7.1

7.1

Tertiary

26

92.9

92.9

100.0

Total

28

100.0

100.0

Source: Field Data (2018)

The results in Table 4.2.3 show that 7.1% have attained secondary education while 92.9% have tertiary

qualifications. This implies that a majority of the respondents were able to comprehend the questions being asked

making the information obtained from them reliable.

Table 4.2.4: Time Spent in Moonbluz Enterprises as an Employee

Frequency

Percent

Valid

Percent

Cumulative

Percent

Valid

1-5 years

18

64.3

64.3

64.3

More than 5 years

10

35.7

35.7

100.0

Total

28

100.0

100.0

Source: Field Data (2018)

The results in Table 4.2.4 show that majority of the respondents have worked in Moonbluz Enterprises for a

period of between 1-5 years hence, they are well conversant with the organization’s internal control system.

4.3 Control Activities

Table 4.3.1 depicts the results on the respondents’ rating of the extent to which a number of control activities affect

the financial performance of the Moonbluz enterprise. The respondents’ views were measured on a 5 point likert

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scale where, 1= a very great extent (VGE), 2= great extent (GE), 3= Moderate extent (ME), 4= Little extent (LE)

and 5 = no extent (NE). The results from the collected responses were analyzed based on frequencies, percentages,

means and their standard deviations to show the variability of the individual responses from the overall mean of

the responses per each aspect. And results presented as shown in table 4.3.1 below,

Table 4.3.1: Control Activities

Statements

VGE

GE

ME

LE

NE

Mean Std.

Dev

Periodic Managerial Reviews

3(10.7%) 18(64.3

%)

3(10.7%) 2(7.1%) 2(7.1%) 2.36

1.026

Review of prior period

performance

1(3.6%) 21(75.0

%)

2(7.1%) 2(7.1%) 2(7.1%) 2.39

0.956

Physical controls(necessary to

provide security over both

records and other assets)

10(35.7

%)

2(7.1%) 9(32.1%) 5(17.9

%)

2(7.1%) 2.54

1.347

Segregation of duties among the

employees

5(17.9%) 5(17.9%) 5(17.9%) 9(32.1

%)

4(14.3

%)

3.07

1.359

Monitoring of operations

2(7.1%) 7(25.0%) 10(35.7

%)

6(21.4

%)

3(10.7

%)

3.04

1.105

Overall mean and standard

deviation

2.68

1.159

Source: Field Data (2018)

From table 4.3.1 above, the study findings indicated that Periodic managerial review was a key aspect of

control activities that improved financial performance. This is shown by 18(64.3%) of the respondents who noted

that it improves financial performance to a great extent. The study findings also revealed that review of prior period

performance was also key to improving financial performance, shown by 21(75.0%) of the respondents who noted

that it improves financial performance to a great extent with a mean of 2.39. In addition to that, Physical controls

(necessary to provide security over both records and other assets) also improved on financial performance, shown

by 10(35.7%) of the respondents. A mean of 2.54 supports the respondents’ idea. Furthermore, the means of 3.07

and 3.04 were of the opinion that segregation of duties and monitoring of operations were key aspect of control

activities that improved financial performance.

From the study findings, it was clear that the control activities in place at Moonbluz enterprises improved

performance to a great extent. And because of the existence of control activities through performance reviews,

segregation of duties, physical controls and monitoring of operations, the enterprise has experienced improvements

in their financial performance. It can thus be truly stated that financial performance is dependent on the control

activities put in place by the enterprise.

These study findings concur with findings of Magu and Kibati (2016) who contended that the control

activities and control environment is highly interrelated to the financial performance of Kenya Farmers Association

Limited. The study findings also agree with the findings by Nyakundi et al. (2014) whose study specifically

revealed that a significant change in financial performance is linked to control activities as one of internal control

systems.

4.4 Risk Assessment

Table 4.4.1 shows the respondents’ rating of the extent to which they agree with a number of statements on risk

assessment practices in Moonbluz enterprise. The respondents’ views were measured on a 5 point likert scale

where, 1= a very great extent (VGE), 2= great extent (GE), 3= Moderate extent (ME), 4= Little extent (LE) and 5

= no extent (NE). The results from the collected responses were analyzed based on frequencies, percentages, means

and their standard deviations to show the variability of the individual responses from the overall mean of the

responses per each aspect. And results presented as shown in table 4.3.1 below

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Table 4.4.1: Risk Assessment

Statements

VGE

GE

ME

LE

NE

Me

an

Std.

Dev

Management investigate to

understand

unrecorded

transactions

2(7.1%) 4(14.3%) 11(39.3

%)

6(21.4

%)

5(17.9%) 3.29 1.150

Actions taken on persons who alter

accounting documents

1(3.6%) 20(71.4

%)

3(10.7%) 3(10.7

%)

1(3.6%) 2.39 0.875

There are risks provisions for

managers and supervisors who

implement particular strategies

without success

1(3.6%) 1(3.6%) 1(3.6%) 1(3.6%) 24(85.7

%)

4.64 0.989

Willingness to embrace modern

financial transactions systems

irrespective of price

1(3.6%) 2(7.1%)

21(75.0

%)

2(7.1%) 2(7.1%) 3.07 0.766

Management performs documents

verification which minimizes risk

1(3.6%) 2(7.1%)

23(82.1

%)

1(3.6%) 1(3.6%) 2.96 0.637

Overall mean and standard

deviation

3.27 0.884

Source: Field Data (2018)

From table 4.4.1 above, the study findings indicated that the results show that the management of Moonbluz

enterprise do often conduct investigation to understand if there could be unrecorded transactions to a Moderate

extent. This is shown by a majority 11(39.3%) of the respondents who noted that it improves financial performance

to a moderate extent. The study findings also revealed that actions taken on persons who alter accounting

documents was also key to improving financial performance, shown by 20(71.4%) of the respondents who noted

that it improves financial performance to a great extent with a mean of 2.39. In addition to that, management made

risks provisions for managers and supervisors who implement particular strategies without to no extent, shown by

24(85.7%) of the respondents. A mean of 4.64 supports the respondents’ idea. Furthermore, the means of 3.07 and

2.96 were of the opinion that management showed willingness to embrace modern financial transactions systems

irrespective of price and performs documents verification which minimizes risk. Though a majority were of the

opinion that management showed willingness to embrace modern financial transactions systems to a moderate

extent.

From the study findings, risk assessment measures in place at Moonbluz enterprises to ensure that potential

activities and personnel causing risks are identified and prevented or reduced. Existence of such measures through

investigation of unrecorded transactions, strict disciplinary actions against perpetrators of alteration, risk

provisions and document verifications, the enterprise has affected firm’s financial performance to a little extent. It

is therefore true to state that financial performance is dependent on the risk assessment measure put in place by

the enterprise.

These study findings were in tandem with findings of Bett and Memba (2017) who contended that the risk

assessment had a significant influence on financial performance. The study findings also agree with the findings

by Momanyi and Njiru (2016) whose study revealed that risk assessment had positive contribution to performance.

4.5 Information and Communication (IC)

Table 4.5.1 shows the respondents’ rating of the extent to which they agree with a number of statements on IC in

Moonbluz enterprise. The respondents’ views were measured on a 5 point likert scale where, 1= a very great extent

(VGE), 2= great extent (GE), 3= Moderate extent (ME), 4= Little extent (LE) and 5 = no extent (NE). The results

from the collected responses were analyzed based on frequencies, percentages, means and their standard deviations

to show the variability of the individual responses from the overall mean of the responses per each aspect. And

results presented as shown in table 4.5.1 below,

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Table 4.5.1: Information Communication

Statements

VGE

GE

ME

LE

NE

Mea

n

Std.

Dev

Information

and

communication

describe

transactions on a timely basis

sufficiently

1(3.6%) 2(7.1%) 4(14.3%

)

13(46.4

%)

8(28.6%)

3.89

1.031

Information

and

communication

determine

helps

determine

when

transaction occurred

1(3.6%) 9(32.1%

)

16(57.1

%)

1(3.6%)

1(3.6%)

2.71

0.763

Information

and

communication

measure

transaction and enable proper

recording

1(3.6%) 2(7.1%) 5(17.9%

)

5(17.9%

)

15(53.6%) 4.11

1.166

Information

and

communication

enables

management identification of

right coordinators

1(3.6%) 1(3.6%) 3(10.7%

)

7(25.0%

)

16(57.1%) 4.29

1.049

Information

and

communication

provide

communications for policy

evaluations

1(3.6%) 1(3.6%) 2(7.1%) 11(39.3

%)

13(46.4%) 4.21

0.995

Information

and

communication

facilitates

recording summary and

interpretation

1(3.6%) 18(64.3

%)

5(17.9%

)

2(7.1%)

2(7.1%)

2.50

0.962

Overall mean and standard

deviation

3.62

1.193

Source: Field Data (2018)

From the Table 4.5.1 below, the results show that the Moonbluz enterprise has information and

communication that; describe on a timely basis the transactions in sufficient detail to permit proper classification

for financial reporting (mean = 3.89; std. dev. = 1.031), determine the time period in which transactions occurred

to permit recording of transactions in the proper accounting period (mean = 2.71; std. dev. = 0.763), measure the

value of transactions in a manner that permits recording their proper monetary value in the financial statements

(mean = 4.11; std. dev. = 1.166), management uses to identify individuals who are responsible for coordinating

the various activities within the firm to ensure appropriate communication on internal controls (mean = 4.29; std.

dev. = 1.049), management uses to identify individuals who are responsible for coordinating the various activities

within the firm to ensure appropriate communication on internal controls (mean = 4.21; std. dev. = 0.995) and

Information and communication facilitates recording summary and interpretation (mean = 2.50; std. dev. = 0.962).

Generally from the study findings revealed that information and communication is an important element of

internal control system. Existence of such information and communication systems held in providing timely based

transactions, timelines for recording transactions, communication on internal controls and facilitating recording,

classification and interpretation of transactions, the enterprise has benefited through improved financial

performance. It is therefore true to state that financial performance is dependent on the information and

communication systems put in place by the enterprise.

The study findings also agree with the findings by Ironkwe and Otti (2016) whose study findings revealed

that relevance and quality of accounting information contributes to performance.

4.6 Financial Performance

Table 4.6.1 depicts the results on the respondents’ rating of the extent to which they agreed with a number of

statements on financial performance of Moonbluz. The respondents views were measured on a five point likert

scale where SA=strongly agree, A=agree, U=undecided, D=disagree and SD=strongly disagree. The results were

analyzed using percentages, frequencies, means and standard deviations to show the variability of the individual

responses from the overall mean of the responses per each aspect. And results presented as shown in table 4.6.1

below,

From the Table 4.6.1 below, the results show that the Moonbluz enterprise has enough funds to pay its

creditors/ Suppliers (mean = 3.64; std. dev. = 0.951), pays its staff monthly (mean = 2.25; std. dev. = 0.752), has

a good credit policy that makes collection from debtors prompt (mean = 3.68; std. dev. = 0.819), has enough funds

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to pay taxes to the government (mean = 2.61; std. dev. = 1.166) and charges prices that is appropriate to push sales

up (mean = 2.00; std. dev. = 1.018). In addition, the respondents agree that organization’s asset base has greatly

improved over time (mean = 2.36; std. dev. = 1.162) including having better ways of managing its costs and other

overheads (mean = 3.82; std. dev. = 1.056). They also agree that the organization always evaluate the staffs’

performance based on their contribution to sales (mean = 3.96; std. dev. = 0.999).

Table 4.6.1: Financial Performance

Statements

VGE

GE

ME

LE

NE

Me

an

Std.

Dev

Organization has funds to pay creditors

1(3.6

%)

1(3.6%

)

10(35.7

%)

11(39.3

%)

5(17.9

%)

3.64 0.9

51

Organization has funds to pay staffs monthly 1(3.6

%)

22(78.6

%)

3(10.7

%)

1(3.6%

)

1(3.6

%)

2.25 0.7

52

Organization has good credit policy

1(3.6

%)

1(3.6%

)

6(21.4

%)

18(64.3

%)

2(7.1

%)

3.68 0.8

19

organization has enough funds to pay taxes

to government

3(10.7

%)

14(50.0

%)

5(17.9

%)

3(10.7

%)

3(10.7

%)

2.61 1.1

66

Prices charged are appropriate to enable

markup

9(32.1

%)

14(50.0

%)

2(7.1%

)

2(7.1%

)

1(3.6

%)

2.00 1.0

18

Organization asset base has greatly

improved

6(21.4

%)

13(46.4

%)

4(14.3

%)

3(10.7

%)

2(7.1

%)

2.36 1.1

62

Organization has better ways of managing its

cost

2(7.1

%)

1(3.6%

)

3(10.7

%)

16(57.1

%)

6(21.4

%)

3.82 1.0

56

Organization evaluates performance based

on contribution

1(3.6

%)

2(7.1%

)

2(7.1%

)

15(53.6

%)

8(28.6

%)

3.96 0.9

99

Overall mean and standard deviation

3.04 0.9

90

Source: Field Data (2018)

4.7 Correlation Coefficient

Table 4.7.1: Coefficient of Correlation

Control

activities

Risk

assessment

Information

and

communication

Financial

performance

Control activities

Pearson

Correlation

1

.826**

.633**

-.919**

Sig. (2-tailed)

.000

.000

.000

N

28

28

28

28

Risk assessment

Pearson

Correlation

.826**

1

.576**

-.759**

Sig. (2-tailed)

.000

.001

.000

N

28

28

28

28

Information and

communication

Pearson

Correlation

.633**

.576**

1

-.759**

Sig. (2-tailed)

.000

.001

.000

N

28

28

28

28

Financial

performance

Pearson

Correlation

-.919**

-.759**

-.759**

1

Sig. (2-tailed)

.000

.000

.000

N

28

28

28

28

**. Correlation is significant at the 0.01 level (2-tailed).

Source: Field Data (2018)

From the Pearson correlation table 4.7.1, it shows that there is a strongly and positive correlation between

control activities and risk assessment and significant (r=0.826 p=0.000, p< 0.01). It also shows that control

activities is strongly and positively correlated to information and communication and is also significant (0.633,

p=0.000, p< 0.01). Control activities is strongly and negatively related to financial performance and is significant

(-0.919, p=0.000, p< 0.01).

Further, the table indicates that there is a positive relationship between risk assessment and Information and

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communication which is also significant (0.576, p= 0.001, p< 0.01) implying that risk assessment is related to

Information and communication, and vice versa. The analysis as well reveals that there is a negative relationship

between risk assessment and financial performance which is significant (-0.759, p= 0.000, P<0.01)

Additionally, the table indicates that there is a strong negative relationship between Information and

communication and financial performance which is also significant (-0.759, p= 0.000, P<0.01)

4.8 Analysis of Variance (ANOVA) and F-Test Results

Table 4.8.1: ANOVAa Analysis

Model

Sum of

Squares

df

Mean Square

F

Sig.

1

Regression

5.481

3

1.827

70.078

.000b

Residual

.626

24

.026

Total

6.107

27

a. Dependent Variable: Financial performance

b. Predictors: (Constant), Information and communication, Risk assessment, Control activities

Source: Field Data (2018)

Using the hypotheses;

H10: µ1= µ2= µ3

H1A: µ1≠ µ2≠ µ3

Table 4.8.1 above shows the Analysis of Variance (ANOVA). The F-value of the ANOVA analysis was found

to be 70.078 while p-value was 0.000 which is < 0.05. The results therefore indicated that the model is statistically

significant hence, the internal control systems collectively have a significant effect on financial performance of

Moonbluz enterprise. Thus, internal control systems are good predictors of financial performance and thus null

hypotheses can be rejected.

4.9 Model Summary

Table 4.9.1 below presents the regression model summary for the relationship between Moonbluz enterprise’

financial performance and the predictor variables (control activities, risk assessment and information and

communication systems). According to the findings, the R-coefficient is 0.947 which shows that the predictor

variables have a high degree of positive association with the financial performance. The coefficient of

determination (R-Square) shows that the predictor variables used in the study can be relied on to explains 89.8%

of the variability in the firm’s financial performance. Thus, based on the findings, it is clear that holding other

factors constant, control activities, risk assessment, and information and communication contribute to 89.8%

growth in the firm’s financial performance.

Table: 4.9.1: Model Summary Results

Model

R

R

Square

Adjusted

R

Square

Std.

Error of

the

Estimate

Change Statistics

R

Square

Change

F

Change

df1

df2

Sig. F

Change

1

.947a

.898

.885

.16147

.898

70.078

3

24

.000

a. Predictors: (Constant), Information and communication, Risk assessment, Control activities

Source: Field Data (2018)

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Multiple Regression Analysis

4.10 Multiple Regression Analysis and Coefficient

Table 4.10.1 Coefficientsa

Model

Unstandardized

Coefficients

Standardized

Coefficients

T

Sig.

95.0% Confidence

Interval for B

B

Std.

Error

Beta

Lower

Bound

Upper

Bound

1 (Constant)

3.048

.106

28.648

.000

2.828

3.267

Control

activities

-.796

.127

-.770

-6.250

.000

-1.059

-.533

Risk

assessment

.057

.133

.050

.428

.672

-.217

.331

Information

and

communication

-.341

.097

-.300

-3.527

.002

-.541

-.142

a. Dependent Variable: Financial performance

The model Y = β0+ β1X1 + β2X2 + β3X3+ ɛ is used. Where by:

Y= dependent variable (Financial performance)

β0= Population’s regression constant

βi= (i= 0,1,2,3,…..n) = are the population’s regression coefficients for each independent variable xi

ɛ= The model error variable

Assumption; - the multiple regression model is based on the assumption that for any specific value of the

independent variable, the value of the dependent variable are normally distributed and that the variances for the

dependent variable are the same for each of the independent variable.

Substituting into the equation;

Financial performance= 3.048 – 0.796*Control activities + 0.057*Risk assessment - 0.341*Information and

communication

Rearranged beta values gives;

Modified table

1. 0.796 Best predictor

2. 0.341

3. 0.057

Rearranging the values according to the absolute magnitude (ignoring signs) using the Beta values under the

unstandardized coefficients in the coefficient table 4.10.1 gives the best predictor for financial performance among

other predictors, that is, rearranged beginning with the highest value. It is hence true to conclude from the table

that the best predictor for enhancing financial performance of distribution companies is the Control activities (B=

0.796).

The first objective of the study sought to establish the effect of control activities on financial performance of

Moonbluz enterprise. Table 4.10.1 shows that the coefficient of control activities is -0.796, with a p-value=0.000.

This indicates that a unit decrease in control activities leads to an increase of 0.796 in the financial performance

of Moonbluz enterprise holding other factors constant. Moreover, the effect is significant since the p-value is less

than the 0.05 level of significance leading to the rejection of the null hypothesis. Hence, the alternative hypothesis

was instead accepted. The results conform to those of Rosman et al. (2016), Muraleetharan (2013), Nyakundi et

al. (2014) and Magu and Kibati (2016). However, the findings contradict those of Alawattegama (2018) who found

an insignificant relationship between control activities and financial performance on a sample of forty five banking

and finance companies listed on the Colombo Stock Exchange.

Based on objective two of the study sought to determine the effect of risk assessment on financial performance

of Moonbluz enterprise. 4.10.1 revealed that the coefficient of risk assessment is 0.057, with a p-value=0.672. This

indicates that a unit increase in risk assessment leads to an increase of 0.057 in the financial performance of

Moonbluz enterprise holding other factors constant. Moreover, the effect is insignificant since the p-value is more

than the 0.05 level of significance leading to the acceptance of the null hypothesis. Hence, the alternative

hypothesis was instead rejected. This corroborates the results of Ghani and Rosli Mahmood (2015) and

Alawattegama (2018) found an insignificant relationship between risk assessment and financial performance of

banks and micro finance institutions respectively. On the other hand, it contradicts the the study by Momanyi and

Njiru (2016) who found that financial risk management practices comprising of; risk identification, risk monitoring,

risk assessment and risk mitigation, had a positive correlation to the performance of SACCOs in Nakuru, Kenya.

In a similar fashion, Bett and Memba (2017), Rosman et al. (2016), Kirogo et al. (2014) and Nyakundi et al. (2014)

found a significant positive relationship between risk assessment and financial performance.

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Lastly, the three of the study sought to find out the effect of information and communication on financial

performance of Moonbluz enterprise. Table 4.10.1 showed that the coefficient of information and communication

is -0.341, with a p-value=0.002. This indicates that a unit decrease in information and communication leads to an

increase of 0.341 in the financial performance of Moonbluz enterprise holding other factors constant. Moreover,

the effect is significant since the p-value is less than the 0.05 level of significance leading to the rejection of the

null hypothesis. Hence, the alternative hypothesis was instead accepted. Similar results were reported by Ironkwe

and Otti (2016) who concluded that the quality of accounting information contributes significantly to the

performance of banks in Nigeria. This is similar to the finding by Ali et al. (2016), Bett and Memba (2017) and

Nyakundi et al. (2014). On the contrary, Alawattegama (2018) established that information and communication

have an insignificant positive impact on firm performance.

CHAPTER FIVE: SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

This chapter presents a summary of the study’s findings, conclusions and recommendations.

5.1 Summary of Findings

The study sought to establish the effect of control activities on financial performance of Moonbluz enterprise. The

results indicate that control activities have a negative and significant effect on financial performance of Moonbluz

enterprise.

The study also sought to determine the effect of risk assessment on financial performance of Moonbluz

enterprise. The results indicate that risk assessment has a positive and insignificant effect on financial performance

of Moonbluz enterprise.

The study further sought to determine the effect of information and communication on financial performance

of Moonbluz enterprise. The results indicate that information and communication have a negative and significant

effect on financial performance of Moonbluz enterprise.

5.2 Conclusions on the Study Findings

The findings of this study both support and contradicts previous theoretical and qualitative studies on internal

control systems and financial performance. From the findings on the effects of internal control systems and

financial performance of distribution companies in Kenya (Moonbluz Enterprise), the study found that certain

aspects of affect the financial performance. In view of the study findings, it can be concluded that both control

activities and information and communication have a negative and significant effect on financial performance of

Moonbluz enterprise. The study further concluded that risk assessment has a positive and insignificant effect on

the financial performance of Moonbluz and thus distribution companies in Kenya.

5.3 Recommendations of the Study based on the Conclusions

In line with the above conclusions, the study recommends to the management of Moonbluz enterprise and other

distribution companies of the need for regular and timely financial audits to help them identify any loop holes in

their financial systems as well as financial performance. The study further recommends assessment of risk

associated to be carried out regularly so that the management can know whether or not the institutions objectives

will be met. The institution should also practice adequate controls in custody and disposal of assets including cash

and to reduce the risk of material misstatements in financial reporting in relation to recognition and measurement

of assets, liabilities, revenue and cost or insufficient disclosure. The study further recommends that periodic reports

be made to top management of the institution. The study further recommends the institution to put in place effective

internal audit as it facilitates monitoring of efficiency of operations and the company’s process for financial

reporting be reviewed annually by the management. Finally, the researcher recommends that distribution

companies should take into consideration the findings of this study on how internal control systems affect financial

performance which in the long run affects organizational success. Specifically, the corporate leaders should

consider; control activities and information and communication.

5.4 Limitation of the Study

The outcome of the study may not be applicable to all the distribution companies in Kenya since the study was

limited only to Moonbluz enterprise. The findings of the study may also not be conclusive enough as the use of

predetermined questions may have forced respondents to give skewed responses.

5.5 Suggestions for Further Research

In order to improve on this study, the researcher suggests that further investigations be done on the effects of

internal controls on the financial performance of other institutions such as banking, educational and commercial,

among others in the country so as to generate adequate empirical literature on the topic. Besides, this study was

only carried out in Kisumu specifically at Moonbluz enterprise located in Kisumu county and thus implying that

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31

the findings are only limited to this distribution company. Further study needs to be done on the same topic but in

other institutions both nationally and in the international arena.

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