Navigating the Agency Banking-Financial Performance Nexus for Commercial Banks in Uganda: A Moderated Model Drawn from a Multi-Theoretic Approach
DOI:
https://doi.org/10.47672/ajf.2923Keywords:
Agency Banking (G29); Cash Management Practices (E41); Financial Performance (G30); Commercial Banks (G21)Abstract
Purpose: This study investigates the structural relationship between agency banking adoption and the financial performance of commercial banks in Uganda, explicitly evaluating how institutional cash management practices moderate this strategic nexus.
Materials and Methods: A quantitative, cross-sectional census research design was conducted across all 22 licensed commercial banks registered with the Uganda Bankers’ Association. Primary data were obtained through purposive sampling of 86 senior banking executives, utilising a validated 5-point self-administered questionnaire. Secondary financial performance indicators, including loan portfolio quality and profitability metrics, were derived from audited annual financial statements. Hypotheses were empirically tested using Pearson zero-order correlation coefficients and hierarchical multiple regression analysis
Findings: Pearson correlation analysis results confirm that agency banking and cash management practices exert strong, statistically independent positive effects on financial performance. Crucially, hierarchical regression modelling shows that adding the interaction term increases the explained variance in financial performance by a substantial 7.5%, confirming cash management as a moderator of the relationship.
Implications to Theory, Practice and Policy: The findings empirically support a combined approach using both Bank-led and Liquidity Preference theories. Agency banking acts as a fast, cost-effective method to expand market share and attract deposits from the unbanked. However, its ability to generate actual profits and reduce non-performing loan (NPL) ratios depends on maintaining efficient internal liquidity management.
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