ANALYZING THE IMPACT OF BUDGET ON PERFORMANCE OF SMALL AND MEDIUM ENTERPRISES

INTRODUCTION

This chapter covers the background of the study, Statement of the problem, purpose of the study, research questions, and scope of the study, significance of the study and definition of terms.

1.1       Background to the Study

Budgeting covers vast Areas of organizational activities and it is the cornerstone of organizational success that for an organization to stand out in this new era of high level of competition and the growing level of sophistication in the todays ever-changing world, therefore for companies  to stay profitable budgeting is necessary and imperative, (Almaory, 2008).

Budgeting has had a huge impact on industries, the community in general and our daily lives. budgeting helps in many areas and its used by the different department of the organization to ensure cost reduction, profit maximization, increased customer satisfaction and better organizational competitive strength, this has further been made possible  by introduction of technology to ensure efficiency in budgeting and and above all save time, (Kwok Hung Lau and Haibo Huang 2012). The business environment today has been undergoing unprecedented change and many companies are seeking new ways to stand out from the competition by sustaining their competitive advantage. In today’s highly competitive global marketplace, the pressure on organization’s to find new ways of creating and delivering value to customers is growing stronger,  Somuyiwa, (2010).

Budgeting is a system which is very essential for business enterprises to stay in business and as such an institution with poor budgeting ability is at risk of collapse, (Fehr et al, 2005). The money given out by banks with a future date of repayment (credit) is crucial to the economy due to its multiplier effect. Nnanna, (2001) observes that the budgeting is important for the take-off and efficient performance of any enterprise. Such an enterprise may be small medium or large. Besides the entrepreneurs′ initial need for capital for investment purposes, it is equally required to coordinate other factors of production such as land and labour. Nzotta (2001) also reiterated that bank credit influences positively the level of economic activity in the country. It is capable of influencing what is to be produced, for whom and how is it to be produced and even at what price the good or services is going to be available to consumers. Efficient budgeting is a prerequisite for a financial institution’s stability and continuing profitability, while poor budgeting is the most frequent cause of poor financial performance and condition. Small and Medium Enterprises Development (SMEs) has continued to be a popular phrase in the Business world. This is because the sector serves as a catalyst for employment generation, national   growth, poverty reduction and economic development. SMEs world over can boast of being the major employers of labor if compared to the major industries including the multinationals. According to Peterise, (2003), SMEs both in the formal and informal sectors employ over 60% of the labour force in Nigeria. More so, 70% to 80% of daily necessities in the country are not high-tech product, but basic materials produced with little or no automation. Most of these products come from the Small and Medium Enterprises. (Odubanjo, 2000).

Sound Budgeting is a prerequisite for a financial institution’s stability and continuing profitability, while deteriorating credit quality is the most frequent cause of poor financial performance and condition. The prudent management of credit risk can minimize operational risk while securing reasonable returns, Ensuring lending staffs comply with the credit union’s lending license and by-laws is the first step in managing credit risk. The second step is to ensure board approved policies exist to limit or manage other areas of credit risk, such as syndicated and brokered loans, and the concentration of lending to individuals and their connected parties (companies, partnerships or relatives). (Odubanjo, 2000).

Small and medium-sized enterprises (SMEs) account for over 95% of firms and 60%-70% of employment and generate a large share of new jobs in OECD economies. They have specific strengths and weaknesses that may require special policy responses. As new technologies and globalization reduce the importance of economies of scale in many activities, the potential contribution of smaller firms is enhanced. However, many of the traditional problems facing SMEs perhaps may include; lack of financing, difficulties in exploiting technology, constrained managerial capabilities, low productivity; regulatory burdens become more acute in a globalised, technology-driven environment, (OECD, 2008).

Sebbaggala and sons is an SME located in Kampala Uganda the company has been trying to maintain an efficient budgeting system in order to realize flexibility, profitability and maintain a sustainable growth of its business in to a large corporate company, but though the company has tried it has failed to achieve a sustainable growth, this study therefore intends to analyze into the impact of budget on performance of small and medium enterprises with specific reference to Sebbaggalla and Sons Electrical Center, located at Kampala Uganda.

1.2       Statement of the Problem

According to Ogbonna, (2010), BUDGETING, are essential in not necessarily violating the rules of the organization or infringe the law of the organization but enables in maintaining organizational principles in timely reaction to customers needs, proper financial management , increase on organizational efficiency and better management in organization resources, however many businesses have failed in their infant stages, according to World Bank report (2006) 95% of the new global business fails with in their fifth birth day. Sebbaggala and sons electrical is a small and medium enterprise however, however despite its massive investment by the shareholders the business of Sebbaggala and sons has failed to grow into a multinational company, (Sebaggala and sons, 2010),  This therefore has continued to puzzle management as to what needs to be done in order to be able to grow , basing on this, therefore this study intends to analyze into the impact of budget on performance of small and medium enterprises with specific reference to Sebbaggalla and Sons Electrical Center, located at Kampala Uganda.

1.3       Purpose of the Study

The study seeks to analyze into the impact of budget on performance of small and medium enterprises with specific reference to Sebbaggalla and Sons Electrical Center, located at Kampala Uganda.

1.4       Objectives of the Study

1. To establish impact of budgeting on the growth of small and medium enterprises.
2. To examine the challenges of budgeting on performance of small and medium enterprises.

• To establish different ways of improving the performance of small and medium enterprises

1.5       Research Questions

1. What are the impacts of budgeting on the growth of small and medium enterprises?
2. What are the challenges of budgeting on performance of small and medium enterprises?

• What are the different ways of improving the performance of small and medium enterprises.

1.6       Scope of the Study

1.6.1       Study Scope

The study will specifically look at the; the impacts of budgeting on the growth of small and medium enterprises,  the challenges of budgeting on performance of small and medium enterprises and the different ways of improving the performance of small and medium enterprises.

1.6.2 Geographical Scope

The study will be carried out at Sebbaggala and sons electrical center.

1.6.3 Time scope

The period of data to be considered in the organization will be from 2012-2016 and period of body of knowledge in reviewing literature will be from 2001-2016 while the study will be carried out from March to September 31^st 2016.

1.7       Significance of the Study

The study is expected to provide guidance to the Central Bank and other regulators in the credit risk management policy formulation.

The study will add to the already existing literature on factors that determine performance of small and medium enterprises

The study is expected to stimulate further research into the area of lending policy formulation and challenges of credit management.

The study is expected to enable commercial banks identify the credit management policies that are critical in ensuring the growth of small and medium enterprises.

The study will help the government in formulation of policies regarding credit institutions in the country.

1.8 DEFINITION OF TERMS

SMEs are defined as non-subsidiary, independent firms which employ fewer than a given number of employees. This number varies across national statistical systems. The most frequent upper limit 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 ten, or in some cases five, workers. Financial assets are also used to define SMEs. In the European Union, SMEs must have an annual turnover of EUR 40 million or less and/or a balance-sheet valuation not exceeding EUR 27 million, (world bank , 2008).

CHAPTER TWO

LITERATURE REVIEW

2.0 Introductions

This chapter reviews what various scholars have written about;  impact of budgeting on the growth of small and medium enterprises, challenges of budgeting on performance of small and medium enterprises and Different ways of improving the performance of small and medium enterprises.

2.1 IMPACT OF BUDGETING ON THE GROWTH OF SMALL AND MEDIUM ENTERPRISES

Balancing risks and rewards is essential if an organization is to maintain adequate liquidity, According to Fedorowioz, (2003) Banks and other lending institutions must constantly balance risks and rewards. Too high a price on loan products, you lose the customer, too low, you starve the profit margin or take a loss, too much capital on reserve, you miss investment revenue too little, and you risk regulatory noncompliance and financial instability. When every department, line of business and region measures and reports risks differently with desperate risk management systems, it can be difficult to accurately gauge overall risk exposure and strike the right balance.

Analyzing the credit risk of clients before advancing cash to them, financial ratios cannot be analyzed in isolation because there are no reliable standards to determine what their values should be. The client’s ratios must be compared with those of peer firms in the industry. However, cross sectional analysis cannot be adequately performed unless the banks have sufficient data regarding the ratios of peer firms, which operate in the same industry. Though other countries like Malta there is a lack of statistical data and doubtlessly this makes it very difficult to build a database, which would help the lending officers to interpret the ratios is still imperative for financial institution analyze the credit of their clients in order to avoid being insolvent , (McCarthy, 2002).

Proper management of credit by banks, Burki and Perry (1998) [10] argue that, there is a need to establish strict internal guidelines, which ensures that loans are based on sound credit analysis if the banks are to realize significant profitability. However, they did not specify the mechanisms that can be employed. In their analysis is of loans lending, they further argue that banks should not be allowed to engage in activities which regulators can not be certain that they can monitor other wise, it leads to losses to the bank. This is significant in that it reduces on unnecessary banks bad debts.

Assessing clients before giving them loans, According to Alec and Annan (2004) Using SAS loan assessment based models as an analysis tool, managers are able to identify changes quickly within a portfolio and through the automated process, modify the assessment strategy for certain products in a matter of hours. In the event of customers failing to uphold their commitment, loan assessment information with in models developed is then analyzed and evaluated by the decision maker to manage customers consistently and appropriately. Some of these models include:

Employing experienced staff in an organization with professional training in finance, when an organizations has highly qualified and experienced staff who can provide adequate knowledge to organization cash management becomes easy and organizational liquidity is maintained so that organization is able to competitive in the global market. (Erridge, 2003).

2.2 CHALLENGES OF BUDGETING ON PERFORMANCE OF SMALL AND MEDIUM ENTERPRISES.

Conflict of interest, Thembileet al, (2005) noted that during Purchasing. An employee might not disclose a conflict of interest concerning a certain service provider. For example, the employee might award a contract to a relative’s company. This hidden interest is not in the interests of the organization. An employee might receive kickbacks from suppliers in exchange for approval to either order from or make a payment to them, when goods have not been fully supplied or are charged at a higher price. They added that Staff from the donor organization can be bribed by an entity manager, so that during the monitoring process some instances of non compliance are ignored.

Lack of job security, Joseph R. Dervaes (2006) asserts that, in some countries working for an organization is an admirable and attractive occupation, but in others it is no longer as gratifying as it used to be. There are a number of reasons for this, ranging from restrictive legislation targeted at organization, single party autocratic government, donor fatigue and the presence of civil strife. Most employees working in such environments are tempted to engage in fraudulent activities, as they cannot make personal plans beyond the next twoyears at most. Most organizations operating in difficult environments have strategic plans ranging from six months to a year, and so the staff contracts may vary with the organization’s planning strategies. Organizations generally employ younger people who may be starting families, or who have young families, and need financial security.

Rationalization, According to Chikanza et al, (2005) Rationalization also leads to fraud. An employee may commit fraud but still invent a rational explanation as to why the fraud has been committed. This “rationalization factor” encourages the perpetrator to continue committing the fraud. These are some ways in which individuals may rationalize their actions:-“Some people do it, so why should I not do it too.” “I will pay back the organization later or I will stop soon since this is only temporary.” “I get so little, but I work so hard, this organization owes Me.” leading to fraudulent acts in the organization.

Poor record keeping, This is to blame for most of accounting fraud in the developing countries, maintaining a proper records of providers is vital and when organizations do not maintain a record of their providers they are prone to fraud (Farrington et al, 2006).Accounting officers should be encouraged to maintain proper record keeping and management to provide bases for tracking fraudulent accounting and accounting entities should provide conducive environment that should be supported by trained skilled and professional expertsthe reports add that non compliant officials should be prosecuted in courts of law (PAC Reports, 2009-10)

Low staff remuneration, According to Rene Hansen et al, (2005), payment can influence fraud in several ways; Staff and external suppliers can be involved in this fraud when obtaining refunds for cancelled workshops, membership and subscriptions, or overpayment for services. Employees can design schemes whereby they duplicate payments to vendors and only deliver one cheque, converting the other to cash. This involves cheque forgery, altering payee amounts or creating duplicate or counterfeit cheques.

Chikanza et al, (2005) asserts that poor payment of employees leads to employee revenge against the organization due to being overlooked for advancement, overworked, in order for them to gain from other sources making them to act in fraudulent manner, leading to fraud.

According to LuwayMongie and Bowman Gilfillan (2009), civil society organizations, believe that they are activists who are not concerned about monetary gain. Employees of organization are engaged with changing the social status of human kind and empowering them with human rights education so that they make informed decisions and choices. With the current change in the economies and political dispensation of many countries, the cost of living is soaring and the risk associated with human rights activism is now too great so that staff feel the need for market related remuneration. Unfortunately most organizations in developing countries are unable to pay attractive salaries, particularly to local staff. Weakens the financial position of organization, as programs are abandoned midway and in some instances staff can go without salaries.

Influence of politicians, in accounting is to blame for accounting fraud in most organization, According to the Global integrity report 2008, it has been noted that although there are penalties, Accounting process especially big accounting contracts tend to involve high profile politicians, who influence the process & therefore usually protect the individuals who may be implicated. The regulations are in place but not effective due to the influence assumed by accounting personnel and how they manipulate the system to attain their own ends (IGG reports, 2010). According to report on the news paper (daily monitor Monday 23 may 2011), Uganda revenue authority (URA) noted that the government is losing revenue as a result of organized crime between staff of the institution and officials of clearing and forwarding firms.

Corruption, is one of the main proposed causes of accounting fraud, The government of Uganda in its National Strategy to fight corruption and rebuild ethics and integrity in Public Office (2004–2007) launched in July 2004, recognizes that corruption in public accounting and service delivery poses a serious obstacle to economic and social development in Uganda.

Limited accounting skills, amongst the accounting staffs, has led to fraud in most parts of the world , accounting profession is a relatively new profession unlike accountancy , medicine , law and so most parts of the world still lack qualified accounting profession , this limited skill has caused fraud in most institutions around the world, (Lysons, 2006).

Ntayi (2005) has noted that accounting operations require experts to carry out public accounting at the private and public sector levels. The PPDA as the regulatory public accounting body should provide enough personnel to carry out the function.  Besides, there should be training to provide knowledge and skills of the scope and dynamics of public accounting as required by the (PPDA Act, 2003).

Weak punishment, given to culprits, is normally the reason why most of the culprits continue practicing fraud since the value of fraud is greater than the punishment to be given to the offenders, in Singapore and china the punishment to fraud criminals is normally by death penalty this helped Singapore eliminate corruption completely and china’s score in the scale of 1-10 also improved greatly (transparency international, 2006).

Weak laws by the government, is to blame for the rampant fraud , most government across African continent have weak laws governing accounting , since accounting department in most countries is seen as a new field so the government have not taken much responsibility in developing it (Transparency international, 2006).

Lack of role models, Most of African leaders are corrupt and they have amassed a lot of wealth from corruption, therefore this has made even the organizational workers to be corrupt themselves.  According to (national fraud authority, 2004) billions of tax payers’ money in African continent is lost in corruption.

Motives, According to Thembile et al, (2005), an employee may come under extreme financial stress, if she or he has health problems or family members are chronically ill. An employee may desire to solve a need or seek to attain a certain lifestyle. Possibly there may be gambling or alcohol-related problems. Unfortunately the manager cannot do much about such motives, but it is important that they are identified. Internal motives emanate from the workplace if an employee feels they are being underpaid, are unfairly treated in an appraisal interview, are given high volumes of work, leading to stress, and an employee perceiving that promotions are based on work politics and not performance. This may lead to fraudulent act

According to Joseph R. Dervaes (2006), internal motives emanate from the workplace if an employee feels they are being underpaid, are unfairly treated in an appraisal interview, are given high volumes of work, leading to stress, and an employee perceiving that promotions are based on work politics and not performance. This may lead to fraudulent act

Motivation and revenge, Motivation is another critical element. It includes financial need, challenge, and revenge. When the trusted employee has a financial need in their life, the motivation factor kicks in to permit the individual to perform an illegal act (Joseph R. Dervaes 2006).  Joseph R. Dervaes (2006) asserts that, the financial need can be either real or perceived  (i.e.; greed). They become desperate and see no other alternative to solve their financial crisis. Sometimes this is the most visible element of change in a person’s life actually observed by fellow employees in the office. But, sometimes the individual commits fraud by exploiting the organization’s computers, accounting systems, and internal controls as a challenge. Breaking the organization’s codes and passwords is perceived as a game. The most dangerous person is one who seeks revenge against the organization. This wayward employee seeks to financially destroy the organization in retaliation for the poor treatment they’ve received in the past. Employees who have lost their jobs, been passed-over for promotions, or who did not receive a raise fall into this category.

Opportunity, According to Chikanzaet al, (2005) Opportunity, and Motives are translated into action when there is an opportunity to commit fraud. If that opportunity is not there, temptation is removed. Opportunity can present itself if a cheque book is kept in an unlocked office drawer, or a manager travels often and signs blank cheques for activities or purchases whose actual amounts are not yet available. This presents a great opportunity for the staff to tamper with the cheque book or the signed cheques. A manager can establish “opportunity” through studying the organization and searching for weaknesses. An employee can omit a procedure once, and on realizing that no one has noticed, can skip the procedure in future, which can be used by colleagues to commit fraud. Other examples of “opportunity” include someone working for an organization with weak controls, such as only requiring one signature on a check, those who use an organization’s credit card but also approve all credit card purchase. All these prevail opportunities for fraudulent act

2.3 DIFFERENT WAYS OF IMPROVING THE PERFORMANCE OF SMALL AND MEDIUM ENTERPRISES

Capacity Building, The growing competition, poaching of staff and lack of training and increasing demand for higher pay levels make human resources one of the most intractable problems in the sector. Capacity building in the form of a skilled and professional human capital base and adequate access to funding is essential for the building of a sustainable and efficient microfinance sector. Vento (2004).

Improvement of infrastructure, Inadequate and expensive Infrastructure base, Inadequate and expensive infrastructure such as communication, information technology, roads and electricity results in high operational cost within the microfinance sector. The current limited supply of these resources limits operations and drives up cost. In respect of infrastructure development, there is the need to establish a solid base and provide adequate logistics such as telecommunications and information technology to support the operations of microfinance institutions to make them more efficient Murray and Boros (2002).

Improving on the level of funding, The key challenges confronting the microfinance institutions in developing countries such as Ghana include Inadequate funding for capacity building, inadequate and expensive infrastructure base, Inadequate credit delivery and management, the inability to target the vulnerable and the marginalized, information gathering and dissemination, regulation and supervision, consumer protection and research, monitoring and evaluation. Norell, (2001).

Developing cheap ways of gathering information, Armendariz et al, (2010) stated that the information asymmetry problems could potentially be eliminated if lenders had cheap ways to gather and evaluate information on their clients and to enforce contracts. However, lenders typically face relatively high transactions costs when working in poor communities since handling many small transactions is far more expensive than servicing one large transaction for a richer borrower. Another potential solution would be available if borrowers had marketable assets to offer as collateral. In this sense, any problem on the loan was covered by the borrower’s asset. Thus, the lender could lend without risk. But the starting point for microfinance is that new ways of delivering loans are needed precisely because borrowers are too poor to have much in the way of marketable assets. However, Behrman and Srinivasan (1995) stated that one way for the government to improve enforcement conditions for credit markets is to improve the possibilities for usable sources of collateral like implementation of land registration.

Improvement in credit management systems, Inadequate Credit delivery and management, the mechanism for credit delivery within the microfinance sector is inadequate and the microfinance institutions do not have the expertise to categorize their client into the various poverty categories so as to meet their specific needs. (NBE, 2010).

Regulation and Supervision Microfinance institutions in the formal sector operates within a rigid regulatory and supervisory environment which presents some challenges for innovation, outreach and overall performance of the institutions. There is also an absence of specific BoG regulatory guidelines for the apex bodies in the semi-formal and informal sectors for the supervision of their members, (Najoragan, 2000).

Better information gathering and Dissemination, Lack of adequate and reliable information remains a challenge to the microfinance industry. These problems adversely affect the ability to properly target the right clients in order to meet the specific needs of such clients. There is also a paucity of information on microfinance institutions and their operations. (MFRC, 2002)

Creation of better ways of generation of information from lenders, Karlan and Zinman (2006) stated that better understandings of information asymmetries are critical for both lenders and policymakers. For instance, adverse selection problems should motivate policymakers and lenders to consider subsidies, loan guarantees, information coordination, and enhanced screening strategies. On the other hand, moral hazard problems should also motivate policymakers and lenders to consider legal reforms in the areas of liability and enhanced dynamic contracting schemes.

CHAPTER THREE

METHODOLOGY

3.0       Introduction

This chapter presents the methodology which consists of the research design, area of study, study population, sample population and selection, sampling technique, data collection method, data quality control, data collection procedures and limitations of the study.

3.1 Research design

Qualitative and quantitative research designs will be used. the researcher will use the above methods because many aspects will be covered in the study concerning the analyzing the impact of budget on performance of small and medium enterprises at Sebbaggala and sons electrical center given the complex nature of the Sebbaggala business, qualitative research method will be used because it collects information within a short time while quantitative will be through interview to cross check what has been given.

3.2       Study population and sample size

The study will target Administrators, finance officers, and procurement officers.

3.3       Sampling Design techniques

According to (Amin, 2005) sampling involves selecting a sample of the population in such a way that samples of the same size have equal chances of being selected.

3.3.1 Sampling Technique

Sekaran (2003) defines a population as the entire group of people, events or things that a researcher wishes to investigate.

The study will use purposive sampling, according to Barbie, (2001) Purposive sampling is one that is selected based on the knowledge of a population and a purpose of the study.

The study will use purposive sampling on all the respondents this is because purposive sampling helps the researcher to get specific the analyzing the impact of budget on performance of small and medium enterprises also because it will help the researcher get people who are well experienced and have enough knowledge about the problem under the study.

3.3.2 Sampling size

The sample will target 30 respondents that will be selected in a way that 15 respondents’ will be from finance department, 5 will be key administrators and 10 respondents who are from procurement department. While carrying out research, purposive sampling will be applied to the above different categories of respondents.

Table: Sample size of the respondents

3.5 Sources of data collection

Source of data will be from both primary and secondary sources.

• Primary data

Primary data will be obtained from the questionnaires administered on the target respondents who will include administrators, procurement staff and finance officers, to gain opinions and practices on impacts of credit on growth of small and medium enterprises.

• Secondary sources

Secondary data is data which has been collected by individuals or agencies for purposes other than those of a particular research study. It is data developed for some purpose other than for helping to solve the research problem at hand (Bell, 1997). This will comprise of literature related to the analyzing the impact of budget on performance of small and medium enterprises in relation to the case study. Secondary data shall be obtained from, published articles, journals, News Papers, Text Books, publications relating to impacts of credit on the growth of small and medium enterprises. Secondary data will be sourced because it yields more accurate information than obtained through primary data, and it is also cheaper.

3.6 Data Collection Instruments

The major instruments for data collection will be questionnaires and interview guide. Surveys will be just one part of a complete data collection and evaluation strategy. The major method of data collection for the study will be the survey, which will be done using selected instruments like questionnaires. The questionnaire will provide respondents with ample time to comprehend the questions raised and hence, they will be able to answer factually.

3.6.1 Questionnaires

The questionnaire will be used to collect quantitative data. The researcher will administer the questionnaires to respondents in different respondents including, administrators, fiancé officers, and procurement staff, which will be designed basing on study objectives and questions. Respondents will read and write the questionnaires themselves. The questionnaires will be close ended and will be considered convenient because they will be administered to the literate and its anonymous nature will fetch unhindered responses.

3.6.2 Interviews

Qualitative data will be collected from the informants using interviews. The interview guide will be structured. The interviews will be held with administrators and procurement staff, and will take approximately thirty to sixty minutes. This will be used since it’s the best tool for getting first-hand information /views, perceptions, feelings and attitudes of respondents. Both formal and informal interviews will be used to get maximum information from the different respondents to participate in the research.

3.7 Data collection procedures

Upon receiving the University permission to carry out research, the area of study will be visited for purposes of familiarization.  The researcher will seek permission from administrators and once allowed to proceed with research, questionnaires will be issued and interviews will be carried out with the selected respondents.

3.8 Quality control of data instruments

The instrument will be taken to the supervisor to check its correctness there after pilot study will be carried out to find out if it measures what it is meant to for.

3.8.1 Validity and Reliability

The data a collection tools shall be pre-tested on a smaller number of respondents from each category of the population to ensure that the questions are accurate clear and in line with each objective of the study.

3.8.1 Validity

It is the degree to which results obtained from the analysis of the data actually represents the phenomenon understudy, (Mugenda&Mugenda, 2003).  To ensure validity of instrument close guidance of the supervisor will be adopted. This will help to identify ambiguous questions in the interval and be able to re-align them to the objectives.

3.8.2 Reliability

Reliability tests and analysis shall be carried out.

3.9 Data processing and analysis

The raw data will be coded, edited, and arranged ready for analyzing only completed raw data will be analyzed using statistical tables and graphs.

3.10 Limitations of the study

The researcher may face the following challenges in the course of the study;

• The researcher may not get enough time to interview all the respondents, but this will be solved by budgeting for the time appropriately.
• The researcher may also face challenges in language as other respondents may feel comfortable expressing themselves in local languages like luganda.
• Other researchers may ask for money from the researcher, this will not affect the study as the respondents will be persuaded that the research is meant for academic purposes