THE EFFECT OF FINANCIAL GOVERNANCE ON FINANCIAL MANAGEMENT SYSTEM EFFECTIVENESS IN HEALTH ORIENTED CIVIL SOCIETY ORGANIZATIONS
DOI:
https://doi.org/10.47672/ajhmn.36Keywords:
financial governance, financial management system, health oriented civil society organizationAbstract
Purpose: The purpose of this study was to to determine the extent to which financial governance affect financial management system effectiveness in health oriented civil society organizations.
Methodology: The study was conducted through a cross sectional descriptive survey. The target population of the study was 1065 Nongovernmental organizations in Kenya. The accessible population refers to the 606 Nongovernmental organizations located in Nairobi County. A sample of 10% equivalent to 61 Nongovernmental organizations was selected from the Nongovernmental organizations located in Nairobi County. The respondents were financial managers in every selected Nongovernmental organization. Data was collected by use of a questionnaire and was analyzed by use of inferential and descriptive statistics. Descriptive statistics included frequencies and means. Inferential statistics included correlation, regression and ANOVA analysis. The tool for data analysis was the Statistical Package for Social Sciences (SPSS) version 20. The results were presented using tables and pie charts.
Results: Study results indicated that financial governance affects financial management systems effectiveness of NGO's. The results are further supported by a majority of respondents who agreed that the NGO's have a governing body that provides strategic direction and leadership.
Unique contribution to theory, practice and policy: The study recommended that financial governance ought to be thorough throughout the company with sound rules and regulations that governs the accounting and financial sector of the company. This will ensure timely and accurate disclosure of all financial matters regarding the corporation to the regulatory body thus showing the efficiency in financial management systems.
Downloads
References
Cohen. J. (2003). Governance by and of NGOs, Institute of Social and Ethical Accountability, UK.
Ebrahim, Alnoor, (2003). Accountability in Practice: Mechanisms for Donor NGOs, World Development, Vo. 1394.
Eyong T. O. (2001). Promoting Good Governance in the Management of NGOs.
Ferguson, C., and Seow,P. S. (2011). Accounting information systems research over the past decade: Past and future trends, Accounting & Finance, 51, 235-251.
Fowler. A. (2000). Relevance in the Twenty-first Century: The Case for Devolution and Global Association of International NGOs" in D. Eade (Ed).
Harris M. (1996). Do we need Governing Bodies? in D. Billis and M. Harris (Eds) Voluntary Agencies: Challenges of Organization and Management.
Hope K. (2002).The New Public Management: A Perspective from Africa, in K. McLaughin, S. Osborne and E. Feline (Eds), New Public Management: Current trends and Future Prospects: London: Routledge
Kameri-Mbote, P. (2000). The Operational Environment and Constraints for NGOs in Kenya: Strategies for Good Policy and Development. Switzerland: International Environmental House.
Keating, Elizabeth & Frumkin. (2003). Assessing Non Profit Making Financial Measures, Accountability and Evaluation, Non-Profit Sector Research Fund.
Keziah, M. (2010). The Strategic Responses Adopted by KPA to Changing External Environment. University of Nairobi: Unpublished MBA Project.
Mareta, N.C. (2007). The Strategic Response of Glaxosmithkline Pharmaceuticals towards competition in Kenya.Unpublished MBA Thesis. University of Nairobi
Marshall M. (2002). Legitimacy and Effectiveness: Civil Society Organizations' Role in Good Governance, Paper presented at the Poverty Reduction Strategies Forum, Austria, October 29 - November 1, 2002.
Mudanya, S. M. (2007). Response Strategies to Environmental Challenges to firms in the Cement Industry in Kenya. University of Nairobi: Unpublished MBA Project.
Murray, Bradshaw and Wolpin. (1992). Do Nonprofits Boards make a difference? An exploration of the relationships among the board structure, process and effectiveness, Nonprofit and Voluntary Sector Quarterly.
Mutua, C.K. (2010). Strategic Responses by the Deposit Protection Fund Board to Changes in the External Environment. University of Nairobi: Unpublished MBA Project.
NGOs, in Bendell, J. (Eds),Terms for Endearment, Greenleaf Publishing, Sheffield.
Njihia, N.N. (2009). Strategic Responses of Kenya Commercial Bank Limited to Changes in Kenyan Banking Industry. University of Nairobi: Unpublished MBA Project.
Odongo, T.O. (2008). Strategic Responses by Kenya Tourist Development Corporation to Changes in its Environment. University of Nairobi: Unpublished MBA Project.
Ogara, W. (2005). Church Financial Sustainability. Catholic University of Eastern Africa
Ombok, F.S.A. (2009). Response Strategies of International Non-governmental Organizations in Nairobi to Changes in the Macro Environment. University of Nairobi: Unpublished MBA Project
Poston, R. and Grabski,S. (2000).Accounting information systems research: Is it another qwerty. International Journal of Accounting Information Systems, 1, 9-53.
Rafferty, A. E., & Griffin, M. A. (2004). Dimensions of transformational leadership: Conceptual and empirical extensions. The Leadership Quarterly, 15, 329-354.
Romney, M. B., and Steinbart P. J. (2011). Accounting infromation systems. (Pearson).
Schnelder, W. A. (1989). Financial Management in Church Organizations. The CPA Journal online April 1989, Accessed on 25 January 2004 at www.nysscpa.org/cpajournal/old/07299394.html
Tilt. (2006). Considering NGO Accountability: A Note of Caution, Eighth Biennial Conference, School of Commerce, Flinders University.
Turban, E,.and VoloninoL. (2011). Information technology for management. (Wiley).
Wamai, G.R. (2004). NGO and Public Health Systems: Comparative Trends in Transforming Health Care Systems in Kenya and Finland. Researcher. University of Helsinki, Finland. Department of Social Policy/Institute of Development Studies.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2016 Carolyne Wambui, Amos Njuguna
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.