Background of the Study
Working Capital management practices
Short-term financial management in not-for-profit organizations involves overseeing accounts receivable and payable, utilizing credit facilities for short-term financing, managing short-term investments, and maintaining bank balances These elements are essential for ensuring financial stability and operational efficiency.
The day to day running of any institution, not for profit institutions to play critical role in the Kenyan economy ( Eljelly, 2004)
Cash inflows are essential for any organization, as they enable sustained growth through the effective management of short-term operating assets Managers responsible for cash flow planning should ensure that all priority outflows are fully covered by operating cash flows; failing to adhere to this principle can lead the organization into debt traps (Van Horne & Wachowicz, 2004).
In the nonprofit sector, it is essential to balance short-term financial management with customer relations, costs, and associated risks To enhance the organization's short-term financial performance, it is crucial to acknowledge these tradeoffs and implement ongoing process improvements.
In not-for-profit organizations, short-term financial management raises key issues, including funding procedures, liquidity profiles, project sustainability, donor fund growth, and the control environment (Van Horne & Wachowicz, 2004).
Effective short-term financial management in not-for-profit organizations is essential for maintaining a smooth operating cycle and ensuring positive cash flow Proper management of cash flows is crucial for the long-term survival of any organization, as it enables them to meet day-to-day obligations Without effective working capital management, organizations may struggle to remain liquid and operational (Shin & Soenen, 1998).
Nonprofit organizations, while not focused on generating profit from sales, still operate like for-profit businesses by employing staff, producing goods, and providing services, all of which incur expenses Therefore, it is essential for nonprofits to be managed similarly to for-profit entities, albeit with some key distinctions.
Effective financial management in nonprofit organizations requires stringent internal controls and ethical standards to mitigate risks of theft and fraud Implementing robust cash handling procedures is essential for both nonprofit and for-profit entities to ensure financial integrity and security (Deloof, 2003).
Organizational Performance
Effective cash inflow management involves overseeing the movement of cash into and out of an institution, aiming to minimize costs while ensuring liquidity and control Institutions maintain cash reserves for various reasons: to facilitate regular business transactions, to provide a safety net for unexpected emergencies, and to capitalize on profitable investment opportunities.
Local public universities depend significantly on tuition fees from privately sponsored students enrolled in module two For government-sponsored students, the government covers a portion of their fees, while the remaining balance is the responsibility of the students.
Tuition revenue constitutes a significant portion of cash resources for educational institutions, typically collected at the start of the semester or throughout its duration This timing can create challenges, as some institutions receive all fees upfront while their operational costs extend over the entire semester Conversely, institutions that collect fees progressively may face financial strain due to limited resources Additionally, government-sponsored students often contribute to cash flow mismatches, as their fees are received during the semester and frequently fall short of covering expenses This situation highlights the need for improved management of short-term financial resources in educational institutions (Gok, 2012).
Private universities primarily generate revenue from student tuition fees, which are typically collected at the beginning of the semester or throughout the semester, depending on the institution The expenses associated with operating the university persist for the entire semester, resulting in a mismatch between cash inflows and outflows This discrepancy creates a need for adequate cash resources to effectively manage programs, settle bills, and compensate faculty members (Pandey, 2008).
Universities generate significant cash flows from various sources, including grants from donors, foreign governments, and research institutions, as well as funding from consultancy work conducted by their scholars Additionally, revenue is generated from the sale of publications and books Despite these rich financial resources, many universities fail to utilize them effectively, resulting in cash flow shortages and mismanagement (Gok 2012).
Public universities rely on government funding to support their operations and programs, but this funding often falls short of what is needed for effective functioning Finance managers face significant challenges in addressing budget shortfalls, as many universities are unprepared or ill-equipped to handle these financial gaps This situation results in a mismatch of cash resources, contributing to various issues within these institutions (Mulera, 2005).
In Kenya, public university students receive government sponsorship through higher education loans, which are crucial for the financial stability of these institutions The funds from the Higher Education Loans Board contribute significantly to the universities' cash flow, with disbursements ideally occurring at the start of each semester However, recent delays in these disbursements have resulted in cash constraints for universities, impacting their operations and financial planning (Mulera, 2005).
Upon receiving school fees, universities should ideally invest in short-term, maturing assets to generate additional cash flows and safeguard these funds from misuse This approach allows institutions to allocate only the necessary resources for their operations However, many universities fail to implement these best practices in managing short-term assets effectively (McLonely).
Although the institutions are partly funded by the government in recurrent expenditure, we
Effective working capital management is crucial for public institutions to maintain an optimal level of current assets and ensure sound liquidity These institutions must understand the practices and financial sources that support their current assets while navigating a competitive landscape filled with both established and emerging private training organizations Qualified finance officers play a vital role in these institutions, focusing on maintaining liquidity, profitability, and solvency to thrive in this challenging environment.
Institutions must implement credit policies to effectively manage student debt, particularly regarding unpaid fees Utilizing computer software, finance officers can generate receivables reports that indicate how long debts have been outstanding When pursuing debtors, it is essential for finance officers to assess the character and willingness to pay, the student's financial capacity, and any external conditions that may impact their ability to settle debts (Pandey, 2008).
A significant factor impacting university cash resources is the inventory they maintain, which includes exam materials, food supplies for staff and students, research materials, laboratory equipment, spare parts for university assets, and published books for sale These inventories often require substantial financial investment and are vulnerable to misuse and theft, making them crucial to the institutions' financial health (McLonely).
One of the challenges facing higher training institutions in Kenya include, delayed salaries
Delays in payments significantly impact the morale of part-time lecturers, often resulting in a mass exodus of qualified staff This turnover ultimately compromises the quality of education, as universities struggle to attract and retain high-caliber educators.
Employee strikes pose a significant challenge for institutions, often organized by both teaching and non-teaching staff due to poor cash flow management These strikes disrupt service delivery as institutions fail to adequately address staff concerns Additionally, student-organized strikes can result in property damage and wasted time, further straining the limited resources of universities (Gok, 2012).
Universities often face challenges due to supply stoppages from their suppliers, primarily caused by delayed payments of payables These delays hinder the timely acquisition of essential materials, such as laboratory resources, food supplies, and exam materials, ultimately constraining the universities' ability to deliver services effectively (Ngaba, 1990).
Universities face several challenges, including insufficient teaching facilities and resources, mismanagement of limited assets, and unnecessary competition Many institutional leaders struggle to effectively oversee and account for resource utilization, while finance officers often lack control over their institutions' finances (Kungu & Kimani, 2014).
Working capital management practices and performance
Financing operating assets requires balancing risk and liquidity, as a higher amount of liquid assets reduces the risk of cash shortages Effective management of operating asset components, along with robust credit, collection procedures, and inventory control, significantly impacts an institution's liquidity While all institutions need operating capital, the composition of its components and the controls and policies vary Although there is no one-size-fits-all strategy for financing operating capital, certain principles guide short-term financing policies (Smith, 1980).
Enhancing operating efficiencies is crucial for the optimal utilization of organizational resources Implementing written policies for working capital management significantly boosts efficiency Additionally, maintaining accurate and current records of working capital components necessitates skilled staff capable of preparing management reports for effective planning and decision-making Furthermore, the preparation of comprehensive functional and master budgets allows organizations to strategically navigate their future and proactively identify areas requiring attention (Deloof, 2003).
The cash receipts and payment patterns also affect the working capital requirement of
If institutions are not properly synchronized, they may face cash deficits that impact their daily operations Additionally, rising prices necessitate a greater amount of working capital (Smith, 1980).
Short-term financial management in higher learning institutions is only moderately effective, with noticeable inefficiencies in managing accounts receivables, particularly in fee collection, compared to inventory, cash, and accounts payables While the cash component is adequately planned, the synchronization of receivables and payables is lacking, leading to operational inefficiencies (Kungu & Kimani, 2014).
Effective short-term financial management in universities requires more than just intuition; it necessitates well-documented policies for each working capital component that are consistently followed and updated to reflect evolving trends By maintaining accurate records, strategically planning cash flows to enhance liquidity, and optimizing levels of each financial component, institutions can achieve improved operational efficiencies.
Institutions must prioritize the computerization of all essential departments and hire qualified accounting personnel to produce management reports These reports are crucial for informed decision-making regarding operating assets and short-term financing, ensuring a comprehensive approach to budgetary management.
Implementing a control system that encompasses inventory management, accounts payables and receivables, and cash budgeting is essential Techniques for inventory and cash control can be effectively utilized in a computerized setting Additionally, adopting credit control procedures for fee payments tailored to training institutions is recommended (Obulemire, 2006).
Deloof (2003) argued that institutions with higher revenues and less stringent credit policies experience longer conversion cycles, which ultimately result in decreased revenues Reheman and Nasir (2007) further noted that these extended conversion cycles negatively affect a company's liquidity, assuming all other factors remain constant.
Universities and Colleges in Kenya
Kenya is home to thirty-one public universities and approximately fifteen private universities, along with numerous commercial colleges located throughout the country These educational institutions cater to both local and international students seeking higher education opportunities.
The Kenyan education sector plays a crucial role in the economy, prompting Vision 2030 experts to emphasize the necessity for its growth to meet national objectives Achieving this growth requires significant improvements in educational infrastructure, robust research initiatives, and adequate funding The level of funding is influenced by various factors that affect the development of educational institutions.
Performance of these higher learning institutions is affected by inefficiencies in short term financial management of the receivables in form of fees, inventories management, cash and
Inefficiencies in accounts payables arise from inadequate planning of working capital components Effective management of working capital in these institutions relies heavily on accurate and timely quantitative data, which is essential for informed decision-making.
Many institutions possess written policies on working capital practices; however, these policies are often not adhered to strictly It is essential to review these policies regularly to reflect changing trends Effective management of working capital can enhance operational efficiencies, which can be achieved by keeping accurate records for each working component, planning cash flows to boost liquidity, and maintaining optimal levels of each working capital component (Pandey, 2008).
Research problem
Effective liquidity management is essential for businesses, as poor management can result in cash shortages and difficulties in meeting daily obligations Working capital shortages are a leading cause of institutional failures worldwide Short-term financial management significantly impacts profitability, risk, and overall value Investments in short-term assets constitute a substantial portion of total assets, highlighting the importance of balancing profitability and solvency The goal of working capital management is to enhance both profitability and liquidity while minimizing the costs associated with liquidity and illiquidity.
This study addresses the critical need for effective working capital management in higher learning institutions to ensure their viability and continuity In Kenya, numerous universities and colleges face challenges in maintaining efficient daily operations due to inadequate short-term financial management techniques This research highlights the importance of investigating how working capital management techniques impact the daily performance of these institutions (Smith, 1980).
Recent studies have increasingly highlighted the significance of financial ratios in working capital management, yet there remains a lack of research on the specifics of working capital Johnson (1970) explored the cross-sectional stability of ratio groups among manufacturers, emphasizing the critical nature of short-term financial management in organizations Many institutions struggle to meet their fundamental working capital requirements, prompting further investigation into the relationship between working capital management and profitability, as noted by Lamberson (1995).
In Kenya, local studies on working capital management reveal significant insights Ngaba (1990) found that many secondary schools lacked professionalism in their financial management practices Similarly, Nyakindi (2003) examined short-term financial management policies in listed companies and concluded that there was no relationship between working capital management and profitability Kithii (2008) also contributed to the understanding of working capital management in this context.
Practices and profitability relationships of companies listed in the NSE, the findings significantly showed negative relationship between profitability and cash conversion cycle
Research on the management of working capital and its impact on university performance in Kenya is limited This study aims to explore this relationship, providing a foundation for future investigations into short-term financial management practices in higher education institutions By addressing existing research gaps, the study highlights the significance of effective short-term financial management policies on the liquidity of tertiary institutions, ultimately contributing to the enhancement of working capital management practices within organizations.
Research objectives
The study objectives are aimed at examining the effects of proper working capital management practices on financial performance of Kenyan tertiary institutions, the specific objectives are:
To establish the working capital management practices of universities and colleges in Kenya
To establish the relationship between working capital management practices and the financial performance of Universities and Colleges in Kenya.
Value of the study
The research findings will be helpful to the management and staff of higher learning institutions, this is by suggesting proper ways of managing their institutions effectively and
Improving financial performance is essential for managers, who can learn best practices for daily operations within their institutions This not only enhances the existing theories of finance but also addresses knowledge gaps in working capital management.
The study's findings will aid regulators and policymakers in developing new regulations for effective working capital management practices, benefiting institutions such as the Commission for Higher Education and University Councils.
This study offers valuable insights for Kenyan universities on the importance of effective short-term financial management through proper credit management The findings could significantly enhance financial practices and techniques within these institutions.
Introduction …
This chapter examines existing literature on the relationship between working capital management practices and financial performance It is structured to thoroughly address relevant theories and previous empirical studies that highlight the impact of effective working capital management on financial outcomes.
Theoretical framework
Trade off Theory
The liquidity-solvency and profitability trade-offs theory, proposed by Smith (1980), emphasizes the critical balance between effective working capital management and liquidity It highlights that prioritizing liquidity can adversely impact an organization's solvency and profitability Supporting this, Dash & Ravipati (2009) discovered that decisions aimed at enhancing liquidity often result in decreased profitability.
Trade-off theory suggests that larger institutions are less likely to fail due to their ability to diversify, which reduces risks associated with their programs and services Their primary focus is on managing liquidity, and universities and colleges benefit from a broader range of funding sources Additionally, large institutions can acquire substantial inventories on credit and negotiate delayed payments with suppliers (Dash & Ravipati, 2009).
The relationship between liquidity and solvency is inversely related Eljelly (2004) emphasizes that effective liquidity management involves strategically planning and controlling short-term assets and liabilities to minimize financial risks and prevent unnecessary investments in assets.
Cash Conversion cycle Theory
The theory analyses both sides of short-term financial management, according to Padachi
The Cash Conversion Cycle (CCC) theory, introduced by Padachi in 2006, offers a more advanced approach to working capital management compared to traditional ratio analysis It involves a detailed breakdown of working capital components, where the CCC is calculated by subtracting the payables period from the sum of the inventory conversion period and the receivables conversion period Specifically, the payables period is determined by dividing 360 by the annual payables turnover, while the inventory and receivables conversion periods are calculated similarly using their respective turnover rates.
The Cash Conversion Cycle (CCC) can be understood as the time interval between cash outflows for service production and cash inflows from service sales and accounts.
This theory emphasizes the importance of actual cost accounting in the provision of goods and services, encompassing various costs such as coordination, transaction, search, and contracting costs By considering all these expenses, it facilitates comprehensive decision-making that goes beyond merely pricing university courses to encompass their overall effectiveness and impact on well-being (Williamson).
Transaction theory provides a foundational framework for analyzing the relationship between universities and their students It examines the entire transaction process, from initiation to completion, while also addressing the transaction costs incurred by institutions in managing their economic activities (Williamson, 1996).
The process of providing information is essential for meeting stakeholders' needs in decision-making (Mian & Smith, 1992) Institutions aim to reduce transaction costs, allowing them to implement strategies that yield benefits exceeding their costs For instance, in inventory management, institutions focus on minimizing holding and ordering costs, while in accounts payable, they opt for cheaper credit This approach leads to investments in areas with higher marginal returns, resulting in lower working capital investments Ultimately, reduced transaction costs enhance returns and liquidity (Howorth & Westhead, 2013).
On the other hand institutions may focus on one area of short-term financial management
Institutions with sufficient resources tend to invest in high-return working capital areas, enhancing their liquidity (Howorth & Westhead, 2013) Blinder & Maccini (1991) found that organizations maintaining large inventories could lower ordering costs, but faced higher holding costs Therefore, institutions must carefully balance the benefits and costs of working capital management to optimize liquidity Additionally, delaying payments to suppliers can further reduce external financing costs for working capital.
The operating cycle theory is crucial for short-term financial management, focusing on a firm's operational activities, including the provision of goods and services and the collection of income from debtors Effective credit collection policies significantly influence accounts receivables, impacting the speed at which receivables are converted into cash.
In short-term financial management, relaxed credit policies can lead to a decrease in institutional revenues initially, but they enhance liquidity over the long term However, this analysis may overlook the significance of current liabilities in a firm's operations It is crucial to consider accounts payables as a means of financing activities, as including current liabilities in the study provides a more accurate assessment of the firm's financial position (Richards & Laughlin, 1980).
Operating cycle Theory
The operating cycle theory is crucial for short-term financial management, focusing on a firm's operational activities, including the provision of goods and services and the collection of income from debtors Effective credit collection policies significantly influence accounts receivables, impacting the speed at which receivables are converted into cash.
In short-term financial management, relaxed credit policies can lead to a decrease in institutional revenues initially, but they ultimately enhance liquidity over the long term However, this analysis may overlook the significance of current liabilities in a firm's operations, as it fails to account for the crucial role of accounts payables in financing activities Incorporating current liabilities into the study is essential for a more accurate analysis and a clearer understanding of the firm's financial position (Richards & Laughlin, 1980).
Determinants of performance
The primary factor influencing university performance in Kenya is the college fees paid by students, which are categorized into module two fees and government-sponsored fees, where the government covers part of the costs These fees constitute a significant portion of the universities' financial resources However, fluctuations in student enrollment can impact cash flow, and economic downturns can adversely affect budget planning based on these fees, ultimately influencing the overall performance of the universities (Gok, 2012).
Kenyan public institutions rely on government funding, but recent budget constraints have hindered their access to these funds To address financial difficulties, some universities have formed foreign partnerships, which have helped alleviate their financial challenges Despite these efforts, the high expectations for quality education remain a significant hurdle Consequently, universities are outsourcing certain activities to reduce costs, enhance income, improve efficiency, and meet stringent demands (Mulera, 2005).
Universities need to implement cash management policies and effectively plan cash flows through budgeting To ensure maximum cash availability, they should focus on speeding up collections and delaying disbursements The costs associated with holding cash include lost interest income, diminished purchasing power, and potential drawbacks such as reduced supplier goodwill, missed opportunities, decreased discount claims, and increased borrowing costs.
(McLonely, 2000), Institutions of higher learning should establish credit policies for the effective administration of debtors (Pandey, 2008), thorough collection procedures should be firmly established for all the debtors
To enhance the optimal use of working capital resources in universities, it is essential to implement operational efficiencies Establishing written policies for managing working capital components will improve the effectiveness and efficiency of short-term financial management Additionally, having skilled and knowledgeable staff is crucial for the proper and timely management of these components, enabling them to prepare reports that aid in planning and decision-making (Pandey, 2008).
Higher education institutions are increasingly engaging in profit-generating activities to reduce reliance on student fees To address the disparity between budget allocations and actual expenditures, many universities have created Enterprises and Services centers dedicated to promoting and coordinating these income-generating initiatives It is essential to manage these activities separately from the core functions of the universities, ensuring that the revenue generated contributes positively to the overall well-being of the institutions (Mulera, 2005).
Review of Empirical Studies
Samiloglu (2008) examined the impact of financial management practices on the profitability of Turkish firms from 1998 to 2007 The study found that longer inventory turnover periods and extended accounts receivable periods, combined with shorter accounts payable periods, significantly influenced profitability.
Negative effects on profitability of the firms Cash conversion cycle and size of firm’s assets was proved to have no significant effect on firm’s profitability
Ganesan (2007) examined the impact of working capital management efficiency in the telecommunications sector The findings indicated that inefficiencies in daily working capital adversely influenced short-term profitability; however, these effects were not substantial enough to significantly harm overall profitability.
Wanjiru (2013) highlighted the necessity for additional research on the financial management systems of local NGOs, particularly in relation to donor agencies The study emphasized that inadequate financial management practices among these organizations significantly hinder their ability to secure funding, thereby jeopardizing their sustainability.
Ngaba (1990) conducted a study on working capital management in Kenyan secondary schools, focusing on Kikuyu Sub County The research utilized questionnaires for data collection, revealing that cash budgets were prepared and fees served as the primary source of cash, which was banked daily To manage receivables, schools sent letters to parents to remind them of overdue debts The study highlighted a lack of professionalism in the management of school funds and noted the need for competent personnel to oversee school finances.
Mulera (2005) carried out a study on cash balances on public universities in Kenya, evidence showed that proper working capital management practices are moderately
The study found significant inefficiencies in the management of accounts receivables, particularly in fees, compared to inventory, cash, or accounts payables Public universities in Kenya are struggling to finance their operations due to decreased government grants, leading to delays in recurrent expenditures and impacting the overall wellbeing of the institutions.
Simiyu (2007) found that Kenyan universities rely heavily on national government funding for their budgets Although they also obtain external funding for activities and research, declining government support has pressured these institutions to cut budgets and programs In response, universities are implementing various strategies to secure additional resources and enhance their limited funding from the government.
Obulemire (2006) investigated budgeting in secondary schools and found that student population size did not influence the presence of deficits or surpluses in school operations He highlighted that many schools viewed student numbers as the primary budgeting factor, yet lacked strategic plans to achieve their objectives Additionally, he discovered that finance officers often lacked the necessary qualifications and knowledge regarding idle funds, costs, and cash balances.
Williamson (1996) explored the management of short-term financial strategies, highlighting their significant impact on an institution's solvency This research was further corroborated by Obulemire (2006), which indicated that specific financial practices play a crucial role in maintaining financial stability.
Effective working capital management is crucial for maximizing profits, as it directly influences the daily operations of institutions and enhances their liquidity.
Summary of Literature Review
Short-term financial management is essential for an organization's solvency and performance, focusing on the balance between short-term assets and liabilities Effective management in this area enhances the institution's value by optimizing working capital Managers must consistently achieve a favorable tradeoff between liquidity, which ensures the ability to meet current obligations, and profitability, which reflects the size of earnings.
Research indicates a significant relationship between financial performance and working capital management, with universities exhibiting varying levels of working capital that they strive to maintain in the short term The risk preferences of management directly influence the balance of current assets and liabilities; risk-averse managers tend to hold a higher proportion of current assets relative to liabilities, while risk-seeking managers do the opposite Furthermore, institutions have diverse working capital needs, often maintaining specific levels to meet their daily operational requirements.
Despite existing literature, no conclusive study has provided industry leaders with effective strategies for optimal working capital management across different environments In the Kenyan context, limited research has been conducted on working capital management practices, highlighting a significant gap in empirical studies aimed at understanding these relationships.
Introduction
This study aims to explore the relationship between working capital management and liquidity in higher learning institutions It identifies key variables relevant to the research and outlines the methodologies employed to address the research problem Additionally, the study provides a comprehensive analysis of the various descriptions and measures of universities' working capital and liquidity, while also evaluating the effectiveness and robustness of the data analysis techniques utilized.
This chapter outlines the research methods employed by researchers, encompassing the study design, target population, sampling strategy, data collection tools, and data analysis techniques.
To assess the relationship between variables in the study, a combination of design elements and procedures will be employed, utilizing data from financial reports and questionnaires The analysis of relationships among the variables will be conducted through correlation, frequency percentages, and regression models.
Research Design
Research design is defined by Kerlinger (1973) as the strategic plan for conducting investigations to address research questions Similarly, Mugenda & Mugenda (1999) describe it as the framework for obtaining answers to research problems, essentially outlining the methodology for exploring a phenomenon.
This study is aimed at examining the managerial perspectives into the existence of
The study explores the connection between short-term financial management practices and the liquidity of universities, necessitating the analysis of financial data alongside insights from higher education officials (Denzin, 1970).
The research will employ a combination of descriptive and quantitative research designs, as both approaches offer valuable insights into the characteristics of the population and provide a comprehensive overview of the study (Denzin, 1970).
Target population…
In research studies, the term "population" refers to groups of services, events, people, or elements that share similar characteristics, making them homogeneous This target population consists of individuals or objects that conform to specific traits, as defined by Mugenda & Mugenda (2003).
Population of interest in the study consists of all the Kenyan public and private universities for a duration of five years from 2011 to 2015, this gives an entire population of 46 universities.
Sample Design
Research design is essential for guiding researchers in the collection, analysis, and interpretation of observed data, as well as in identifying and classifying the characteristics of the subject (Cooper & Schindler, 2003) According to Kothari (2004), a sample is a subset of units from a larger population, aimed at accurately representing that population Spiegal (2008) further elaborates on the importance of sampling in research.
As a part of the total population
This study focuses on the financial statements and reports of higher learning institutions in Kenya, specifically those that have consistently operated from 2011 to 2015 It will employ a census survey methodology, examining all universities and colleges in the country Institutions that were established during this period will be excluded from the sample due to the lack of historical data.
Data Collection Instrument
Data collection involves gathering empirical evidence to gain insights and answer research questions Primary data, defined as first-hand information from respondents, was obtained from Finance officers and Accountants at universities, as they are directly involved in managing working capital Questionnaires facilitated data collection, allowing respondents to elaborate on their experiences in short-term financial management (Kothari, 2004).
Robson (2002) suggested issuing a preliminary notification to targeted respondents prior to sending out the actual questionnaire This approach facilitates better access to organizations, leading to more successful surveys and higher response rates The study aims for a response rate of 60%, and if this target is not met, respondents will be contacted via phone and email (Robson, 2002).
Reliability…
Joppe (2000) defined reliability as the degree to which research findings maintain consistency over time It indicates that the results of a study accurately represent the characteristics of the entire population and can be replicated in different studies using similar methodologies (Gill & Johnson, 1997).
Data analysis
Data analysis commences post data collection and extends to the interpretation of results This process entails the organization, analysis, and explanation of data gathered during research, aiming to derive meaningful insights by identifying patterns, themes, categories, and regularities in the responses (Kothari, 2004).
Descriptive and inferential statistical techniques will be employed to analyze raw data, utilizing tables, graphs, charts, percentages, and frequencies for clearer presentation and interpretation Multiple regression analysis will be conducted on the quantitative data, with further analysis performed using the Statistical Package for Social Sciences (SPSS).
Data analysis by multiple regression will examine the effects of working capital management practices variables on the universities financial performance, it will take the following equation
Yit = β O + β 1 ACPit + β 2 APPit + β 3 LMPit + β 4 ITPit + ε
Returns on Assets (ROA) serves as a key metric for evaluating the performance of universities Specifically, Yit denotes the ROA of University i at time t, where i ranges from 1 to 46, representing a total of 46 universities The constants β0, β1, β2, β3, and β4 indicate the extent and direction of influence that each variable has on the financial performance of these institutions.
ACP : the average collection period demands
APP : the average payment period
ITP : the inventory turnover period ε : the error term
Xit : The different independent variables of universities ‘i’ at time‘t’ t : is the Time = 1, 2 ……5 years
To conduct regression analysis, it is essential to perform correlation analysis to evaluate the relationship between working capital management practices and the financial performance of universities A significance test will be applied to the variables using a t-test at a 95% confidence level, and Pearson correlation coefficients will be calculated to assess the interrelationships among these variables.
Introduction
The study employed two types of data analysis: descriptive and inferential Descriptive analysis provides insights into the key aspects of the research phenomena and clarifies the study's variables In contrast, inferential analysis utilized Pearson correlation, regression analysis, and t-test statistics Pearson correlation assesses the strength of the relationship between variables, while regression analysis estimates the relationship between working capital management and university performance, specifically in terms of returns on assets.
Data analysis and findings
The analysis involved both secondary and primary data from 30 universities and university colleges, utilizing two distinct data analysis approaches: descriptive and inferential analysis Descriptive statistics were computed, including the mean, standard deviation, minimum, and maximum of the sample characteristic variables Additionally, inferential statistics were employed to explore the relationships between variables, employing correlation and regression techniques, and testing hypotheses using the Pearson correlation coefficient.
The study highlights the significance of assessing various financial performance metrics of universities, including the Inventory Turnover Period, Cash Conversion Period, Average Payment Period, and Average Collection Period Key statistical measures such as standard deviation, mean, minimum, and maximum values were calculated and are presented in Table 4.1.
Table 4.1: Summary statistics of Financial Performance Variables Varriables Mean Std deviation Minimum Maximum
Inventory turnover period 80.24 32.03 0.004 120.84 ( In Days )
Average Payment Period 110.40 99.75 12.55 600.50 (In Days)
Average collection period 50.72 0.420 0.065 4.824 (In Days)
Source: Computed from the Research Findings from year 2011 to 2015
Table 4.1 presents the analysis results, detailing the frequency of observations along with the mean, dispersion, and data variability The findings indicate that the inventory turnover period averages 80.24 days, while the average payment period is 110.40 days Additionally, the cash conversion period has a mean of 47.75 days, and the average collection period is 50.72 days.
The study examined the relationship between various factors and universities' returns on assets, measured by the Average Payment Period, Inventory Turnover Period, Average Collection Period, and Cash Conversion Period Previous research has laid the groundwork for this analysis.
A positive relationship is anticipated between the study variables and the financial performance of universities, as measured by returns on assets The correlation coefficients for the study variables are detailed in Table 4.2 below.
Inventory turnover period Correlation -0.218 ( In days) p- value (0.00)
Average payment period Correlation 0.257 (In days) p- value (0.00)
Cash Conversion period Correlation -0.285 p- value (0.00)
Average collection period Correlation 0.213 (In days) p- value (0.00)
Source: Source: Computed from the Research Findings from year 2011 to 2015
*Correlation is significant at the 0.05 level (2- tailed)
Table 4.2 presents a correlation analysis of financial performance variables in universities, as measured by return on assets (ROA) The findings reveal a negative correlation of -0.218 between inventory turnover and ROA Conversely, the net collection period shows a positive correlation of 0.213, while the net payment period has a stronger positive correlation of 0.257 Additionally, the cash conversion period exhibits a negative correlation of -0.285 with ROA Overall, the analysis indicates that ROA is negatively associated with both the cash conversion period and inventory turnover days, highlighting the impact of working capital management on financial performance.
A multivariate linear regression analysis was performed to determine the relationships between the study variables and the financial performance of universities and colleges in Kenya The resulting regression equation will illustrate these relationships.
Yit = β O + β 1 ACPit + β 2 APPit + β 3 LMPit + β 4 ITPit + ε
Varriables Unstandardized Standardized Coefficients Coefficients Beta Std error Beta T Sig
Inventory turnover period ( In Days 0.331 0.55 0.023 1.132 0.046
Average payment period (In Days) 0.377 0.344 0.074 1.646 0.028
Average collection period (In Days) 0.623 0.264 0.068 1.753 0.081
Source: Source: Computed from the Research Findings from year 2011 to 2015
The coefficient of regression in table 4.3 above was used in coming up with the model below:
The regression model analysis revealed a Return on Assets (ROA) of 8.103 for the evaluated years A unit increase in inventory turnover period results in a 0.331 increase in ROA, while a unit increase in average payment period leads to a 0.377 increase Additionally, a unit increase in cash conversion period contributes to a 0.554 increase in ROA, and a unit increase in average collection period results in a 0.623 increase The Beta Coefficients indicate the contribution of each variable, with larger values signifying a significant impact on the criterion variable The t and Sig (p) values suggest that a high absolute t value and a low p value indicate a strong influence of the predictor variable on the criterion variable At a 5% significance level and 95% confidence level, average payment days showed a significance level of 0.028, average collection days 0.081, inventory turnover 0.046, and cash conversion cycle 0.048.
Further studies on hypothesis testing were carried out between the study variables and universities financial performance The study findings are shown below
Table 4.4: Working Capital Management Vs Universities Financial Performance
Varriables Universities Financial performance/ROA
Working capital management Pearson Correlation 0.784
Source: Source: Computed from the Research Findings from year 2011 to 2015
A Pearson coefficient of 0.784 and a p-value of 0.000 indicate a strong, significant, positive relationship between working capital management and the financial performance of universities Consequently, the study rejects the null hypothesis of no relationship and accepts the alternative hypothesis, confirming that a relationship exists between working capital management and financial performance, as evidenced by either a surplus or a deficit.
Summary of findings and interpretations
The study employed two types of data analysis: descriptive and inferential Descriptive analysis provided detailed insights into the relevant aspects of the phenomena and each variable, while inferential analysis utilized Pearson correlation and regression analysis The performance of financial variables, including Inventory Turnover period, Cash Conversion period, Average Collection period, and Average Payment Period, was evaluated by determining their means, minimum and maximum values, and standard deviation.
The study revealed that the average payment period is 110.40 days, while the inventory turnover period averages 80.24 days The cash conversion period has a mean of 47.75 days, and the average collection period stands at 50.72 days Notably, the maximum inventory turnover period reached 120.84 days, with the average payment period peaking at 600.50 days.
The research assessed the relationship between various study variables and the financial performance of universities, including the average payment period, cash conversion period, inventory turnover period, and average collection period, indicating that these factors significantly enhance the financial performance of universities.
The study revealed that the financial performance of universities, measured by return on assets (ROA), significantly impacts the average payment period, showing a positive correlation of 0.257 Conversely, inventory turnover and cash conversion period exhibited negative correlations of -0.218 and -0.285, respectively Additionally, the average collection period was positively correlated with ROA at 0.213 Overall, universities' return on assets is positively associated with both the average collection period and average payment period, indicating important relationships within working capital management.
The study revealed a significant positive relationship between the variables and universities' financial performance, evidenced by a P-value of 0.000 and a Pearson coefficient of 0.784 Consequently, the research rejected the null hypothesis, confirming the existence of a relationship.
Between working capital management and universities financial performance and accepted the alternative hypothesis that there existed a relationship between working capital management and universities financial performance
Introduction
This chapter summarizes the essential elements of the research findings and draws final conclusions based on the results obtained The conclusions are derived from the collected data and include recommendations for future research areas Additionally, this section compares the study's findings with existing literature reviewed by other researchers.
Conclusions
The research study examined the impact of working capital management practices on the financial performance of Kenyan universities and colleges Data analysis utilized both inferential and descriptive statistics, focusing on the period from 2011 to 2015 The study specifically analyzed key components of working capital, including cash, accounts receivable, accounts payable, and inventories.
The study reveals a negative correlation between inventory turnover in days and universities' surpluses, indicating that enhancing financial performance can be achieved by minimizing inventory days Additionally, there is a strong positive relationship between accounts payable period (APP) and universities' financial performance, suggesting that extending the supplier payment period can lead to improved financial outcomes Furthermore, the cash conversion period exhibits a significant negative relationship with financial performance, implying that reducing this period can also enhance universities' financial results.
A smaller cash reserve, complemented by investments in short-term assets, positively influences the financial performance of universities Reducing the period for customer receipts leads to an overall improvement in the financial health of these institutions.
The research indicates that the financial performance of universities and colleges is closely linked to the effective management of working capital components Institutions can enhance their return on assets and overall value by optimizing cash conversion cycles, minimizing inventory days, extending supplier payment periods, and shortening debtor collection periods, ultimately leading to improved cash flows.
Recommendations
Universities and colleges should prioritize accelerating their collection periods while strategically delaying payments to creditors, as this approach allows for improved cash flow to support their operations However, it is crucial that these delays are managed carefully to maintain positive relationships with suppliers Implementing effective collection procedures can enhance student enrollment, ultimately boosting the performance and surpluses of these institutions Additionally, fostering excellent and professional customer relations is essential throughout this process.
Universities and colleges should establish distinct working capital drivers to effectively shape their working capital management policies and practices, ensuring alignment with their overarching models and strategies.
Universities and colleges should prioritize technology to enhance their working capital management and overall operational efficiency By leveraging these technologies, institutions can achieve more accurate forecasting of their activities However, it is essential to provide substantial support during the initial implementation stages of these technologies.
Because introduction of new technology has its shortcomings
Universities and colleges should establish a dedicated debt collection department responsible for managing accounts receivable This team should proactively engage with students and other debtors before debts become due, facilitating timely collections and reinforcing the message that students are valued clients.
Limitations of the study
Accessing critical financial data from respondents posed significant challenges, as many institutions were concerned about the potential dissemination of confidential information to the public The researcher assured them that the data would solely be used for academic research purposes and not for any other applications.
Data collection and analysis posed significant challenges, as some respondents were slow to provide feedback, necessitating frequent reminder calls from the researcher Additionally, the process required extensive travel to distribute and retrieve questionnaires, with all associated costs covered by the researcher.
The study's findings are not universally applicable to all universities and colleges; however, they serve as a valuable reference for institutions in developing countries that encounter similar challenges, unlike their counterparts in developed nations.
Working capital fluctuates based on varying economic conditions, and research findings may not accurately reflect the impact of working capital management practices on the financial performance of universities and colleges during the specified period.
Suggestions for further research
Further research studies should be carried out for longer time periods and as frequently as possible
A comprehensive study on the working capital management and financial performance of universities and colleges in Kenya is essential, incorporating a broader range of financial variables and accounting for the current economic conditions in the country This approach contrasts with the previous study, which focused solely on four working capital management variables.
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UNIVERSITIES AND COLLEGES IN KENYA
3 Jomo Kenyatta University of Agriculture and Technology
5 Masinde Muliro University of Science and Technology
11 Dedan Kimathi University of Technology
12 Jaramogi Oginga Odinga University of Science and Technology
22 Meru University of Science and Technology
26 Cooperative University College of Kenya
28 Garissa University College of Kenya
29 Rongo University College of Kenya
30 Embu University College of Kenya
31 Machakos University College of Kenya
9 University of Eastern Africa Baraton
11 Catholic University of Eastern Africa
QUESTIONNAIRE
The Questionnaire aims to explore the working capital management practices of local universities and tertiary colleges, examining their impact on daily operations and overall liquidity All responses will be kept strictly confidential.
Part A: General Information A1: Job Tittle:
A2: What are the main University or college primary teaching activity? I.e is a business school, Medical School etc (Mark with X or tick where applicable)
( ) Medical School ( ) Business School ( ) Tertiary college ( ) School of Economics ( ) Accounting College ( ) Any other, please specify
Part B: Working Capital management practices
The purpose of the section is to examine the working capital management practices employed by the Universities and tertiary colleges
B1: Please mark with X or Tick where applicable
Very important How important is working capital management in your institution?
How important is operational performance to your Institution?
B2: On Average how long does your institution take to pay its credit suppliers and part-time lecturers? (Mark with X or tick where applicable)
( ) Less than one Month (< 30 days) ( ) One to two months (30 - 60 days) ( ) Three to four months (61-120 days) ( ) More than four months (> 120 days)
B3: On Average how long does your institution take to receive cash from its credit customers/ Students? (Mark with X or tick where applicable)
( ) Less than one Month (< 30 days) ( ) One to two months (30 - 60 days) ( ) Three to four months (61-120 days) ( ) More than four months (> 120 days)
B4: On Average how long does your institution take to sell its books/research materials? (Mark with X or tick where applicable)
( ) Less than one Month (< 30 days) ( ) One to two months (30 - 60 days) ( ) Three to four months (61-120 days) ( ) More than four months (> 120 days)
B5: On Average what is the length of your institution’s Operating cycle? (Mark with X or tick where applicable)
( ) Less than one Month (< 30 days) ( ) One to two months (30 - 60 days) ( ) Three to four months (61-120 days) ( ) More than four months (> 120 days)
B6: Fill in the table below by marking with X or Tick where applicable
How often do credit customers-students pay on time?
How often does your institution review its debtors aging schedule?
How often does your institution review its accounts receivable policies?
How often does your institution review its inventory/books levels?
How often does your institution make early payments to your suppliers and part time lecturers?
How often does your institution review its accounts payable policies?
How often does your institution manage its working capital?
How often does you source for external financing for your working capital?
Part C: Financing Working Capital The purpose of the section is to find out how Institutions finance their working capital
The article inquires about the extent to which your institution utilizes various external sources of finance to meet its working capital requirements Respondents are asked to indicate their usage over a six-month period by marking with an "X" or ticking the applicable options.
Very Often( more than 10 times
Bank Overdraft Short term loans Medium term loans Long term loans Cash from operations
Part D: Working capital management Challenges
The purpose of the section is to investigate the challenges Institutions faces when managing their working capital
D1: Kindly rate the following working capital challenges ranging from the least important to the most important (Mark with X or tick where applicable)
Most important Cash is not readily available when needed Insufficient time to manage working Capital
Determining the appropriate levels of working capital poses significant challenges, including identifying associated risks and accurately assessing the institution's working capital needs Additionally, managing high inventory levels and collecting trade receivables can be problematic, as can ensuring timely payments of trade payables Effective cash flow management and forecasting are further complicated by a lack of capital management skills.
D2: To what extend does your institution use the following working capital management tools/ techniques (Mark with X or tick where applicable)
Not at all Seldom Sometimes Most times Always
Extending payment periods to students Aggressive collection Policies Aging of Debtors
Projected cash budgeting Analysis of financial and operating leverage Any other (please specify)
E: How does your working capital management practices affect your institutions operating performance?
The purpose of this section is to find out how Universities measure their operational performance and the effect of working capital management practices on operational performance
E1: To what extend do you rate the importance of managing working capital to the University? Very important [ ] Important [ ] Not important [ ]
E2: What is your university’s working capital financing policy?
Conservative [ ] Moderate [ ] Aggressive [ ] E3: Accounts Receivable Management a) What is your accounts receivable payment policy?
1 – 15 days [ ] 16 – 30 days [ ] 30 days and above [ ]
57 b) What is the bad debt percentage of the accounts receivable?
Less than 1% [ ] 1%-5% [ ] 5%-10% [ ] 11%-20% [ ] over 25% [ ] c) What percentage of your fees income constitutes credit to students?
E4: Accounts Payable Management a) Do you purchase goods on credit? Yes [ ] No [ ]
If yes to the question above, what percentage of your purchases constitutes credit?
1 – 15 % [ ] 16 – 30 % [ ] 30 % and above [ ] b) What is your accounts payable payment policy?
1 – 15 days [ ] 16 – 30 days [ ] over 30 days [ ] c) What motivates you to pay your creditors in good time?
Discounts [ ] Reduced prices [ ] after sale services [ ] Any other (specify) d) Do you have an accounts payable control system in place? Yes [ ] No [ ]
If Yes please explain……… e) Do you maintain a good relationship with creditors? Yes [ ] No [ ]
If no to the above question, how does that affect your operations?
E5: Liquidity (Cash) Management a) What factor motivates the holding of cash by your university?
The article discusses various motives for holding cash, including precautionary, transaction, and speculative motives It also inquires whether cash budgets are prepared, with options for "Yes" or "No." Additionally, it addresses how to manage cash shortfalls, prompting for specific strategies.
58 d) How do you control the proceeds generated on a daily basis?
Keep it in office cash till [ ] Keep it in the bank [ ] Spend the proceeds [ ] others (specify)
E6: Inventory Management a) Do you have a re-order level policy? Yes [ ] No [ ] b) What percentage of stock represents your minimum re – order level?
1 - 10% [ ] 11 – 20 % [ ] 21 – 30% [ ] c) What percentage of stock represents your maximum re – order level?
51 – 60% [ ] 61 – 70% [ ] 71 – 80% [ ] 80% and above [ ] d) What influences re-ordering quantities or levels?
Inflation [ ] Shortage Costs [ ] Price Discounts [ ] Availability [ ] Storage Costs [ ] Demand based on order [ ] e) What is your inventory turnover period?
F: Any other comments with regards to working capital management (please explain in the space provided below)
Thank you for your time and responses