EFFECT OF BUDGETING PRACTICES ON THE PERFORMANCE OF THE KENYA PORTS AUTHORITY
DOI:
https://doi.org/10.5281/zenodo.21973133Keywords:
budgeting practices, organizational performance, Return on Assets, Kenya Ports AuthorityAbstract
Purpose of Study: The study examined the effect of budgeting practices on the financial performance of the Kenya Ports Authority (KPA). Specifically, it assessed how budget planning, variance monitoring, strategic alignment, staff participation, cost control and resource utilization influence organizational performance, measured using Return on Assets, within the context of Agency Theory.
Methodology: A descriptive research design was adopted. The target population comprised 200 employees from Finance and Accounts, Procurement and Supplies, Internal Audit and Compliance, and Operations and Administration departments. A sample of 133 respondents was selected through stratified random sampling. Data were collected using semi-structured questionnaires and audited financial records and analysed using descriptive statistics, correlation and regression analysis.
Findings: The findings established that budgeting practices were positively and significantly associated with financial performance at KPA. Respondents generally agreed that budgeting practices were effectively implemented, recording an overall mean score of 3.71. Budgeting practices had a strong positive correlation with financial performance (r = .682, p < .01). Regression analysis showed that budgeting practices explained 46.5% of the variation in financial performance (R² = .465), while the regression model was statistically significant (F = 112.08, p < .001). The budgeting practices coefficient was positive and significant (B = 0.418, β = .682, p < .001). The null hypothesis was therefore rejected.
Conclusion: The study concludes that budgeting practices significantly enhance the financial performance of the Kenya Ports Authority. Effective budget planning, strategic alignment, variance monitoring and cost control contribute to improved resource utilization and financial outcomes. The study recommends strengthening participatory budgeting and maintaining regular budget variance monitoring to enhance accountability and organizational performance.
Keywords: budgeting practices; organizational performance; Return on Assets; Kenya Ports Authority
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