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CHAPTER FOUR

PRESENTATION, ANALYSIS, INTERPRETATION OF FINDINGS

4.0 Introduction

This chapter presents the results in reference to objectives in chapter one. Capacity in which one is serving UNRA, Gender of respondents, Age of respondents, Education level of respondents,

4.1 Findings on general information

4.1.2 Findings on the Gender of respondents

Depending on the sample of respondents that was taken, below is the table showing the gender distribution.

Table 1: Shows the findings on the gender of the respondents

Source: primary data

Table 4.1.2 above shows that 60 percent of respondents were male and 40 percent were female. This means that the biggest percentage of respondents and employees in the organization that were sampled were male and apart from that it also shows that male gender dominate the work force of UNRA which eased the work due to flexibility of men other than women.

4.1.3 Findings on the age of respondents.

The age groups of the respondents were represented as shown below;

Table 2: Shows findings on age of the respondents

Source: primary data

The study results indicates that majority 30 percent of the respondents have worked for more than 8 years, while 26 percent have worked for 5-7 years, 27 percent have worked for 3-4 years. This findings indicates that majority of the respondents have worked for more years and therefore they are conversant with the operations of UNRA. this also shows that the researcher was able to get information from respondents who are well informed about the study topic.

4.1.4 Findings on the education level of respondents.

The education levels of the respondents were as shown in the table below;

Table 3: Shows findings on education level of respondents

From the findings above the table this implies that majority of the respondents were degree holders. This result indicates that the researcher was able to get information from a reliable source and therefore the information could be relied upon.

4.2 Level of ethics at UNRA.

The Level of ethics at UNRA are summarized in the table below;

Table 4: Shows the Level of ethics at UNRA.

Source : primary data

The legend;

From table 4.2.1 above, findings revealed that, majority of respondents strongly disagreed that Employees at UNRA are honest ,This findings shows that most of the employees at UNRA are not honest , this is presented by a low mean value of 1.60 and the standard deviation of 1.133 this results also further indicates that employees of UNRA are not honest.

According to the table majority of the respondents strongly disagreed that Employees respect the organizational rules, this was also presented by a mean value of 1.50, this findings shows that most of the employees of UNRA do not respect the rules and regulations.

According to the table above most of the respondents strongly disagreed that Employees enforce the employment code of conduct at UNRA. This was presented by a low mean value of 1.17, this findings also indicates that the employee codes of conduct at UNRA is poor this findings could be the cause of poor financial management at UNRA.

From the table most of respondents agreed that Employees have the ability to interpret the rules and regulations of the organization at UNRA, This findings shows that UNRA employees well educated employees who can interpret the rules and regulation.

The table above indicates that majority of respondents strongly disagreed that Employees are recruited basing on their competence, this finding also shows that most of the respondents state that there is no fairness in recruitment at UNRA. This was presented by the low mean value of 1.13.

The above table also shows that majority of the respondents strongly agreed that employee code of conducts applies to everyone. This was presented by the mean value of 4.50. This result also shows that employee code of conduct applies to all the employees at UNRA without any segregation.

The table also shows that majority of the respondents strongly agreed that the rules in the organization are clear to everyone at UNRA this therefore shows the rules at UNRA are very clear to everyone at UNRA. This result was also presented by a mean value of 4.20.

4.3 Level of financial management.

Table 5: Level of financial management at UNRA.

Source: primary data                                                                                             

The legend;

From table above, indicates that majority of the respondents strongly disagreed that Employees submit their financial accountability on time. This findings was also presented by a mean value of 1.10, this results also further shows that employees do not submit their financial accountability on time.

According to table above it indicates majority of the respondents strongly agreed that UNRA hires auditors to audit the company’s records at UNRA. These findings shows that UNRA is able to hire experienced auditors to manage the records of the organization, this was presented by a mean value 4.07.

Findings revealed in table above, shows that majority of the respondents strongly agreed organization has strict rules regarding financial management in the organization at UNRA; this was presented by the mean value of 2.43.

According to the table majority of the respondents strongly disagreed that UNRA employees competent financial management. This results shows that UNRA does not employee competent financial management.

From table above, majority of the respondents strongly agreed that the organization keep financial records. This was presented by the mean value of 4.00, this findings also shows that UNRA, keeps financial records.

From table above majority of the respondents strongly agreed that the employees in the financial section are qualified, this was presented by the mean value of 4.00, this finding also indicates that UNRA employees competent financial managers.

According to table above it indicates that majority of the respondents strongly disagreed that all the employees are aware of the company’s policies regarding financial management at UNRA. This finding also indicates that some of the employees at UNRA are not aware of the policies regarding financial management at UNRA.

CHAPTER FIVE

DISCUSSION, CONCLUSION AND RECOMMENDATIONS OF FINDINGS

5.0 introductions

This chapter presents the discussion, conclusion and recommendations of findings

5.1 Discussions of findings

5.1.1 Level of ethics at UNRA

The results from the study indicates that majority of respondents disagreed that employees are honest at UNRA. This findings shows that employees of UNRA are not honest and therefore they are capable of causing financial mismanagement in the organization this view contradicts  Johnson, et al., (2008) who states that it is imperative for an organization to invest is building core competencies of employees so as to enhance a specific ethical standard in an organization this will enable employees to develop their skills and be in position to achieve better economic success, they define core competencies as the skills and capabilities by which resources are deployed through an organization’s activities and processes in order to achieve Competitive advantage in ways that others cannot imitate or obtain. Therefore UNRA should invest in developing the core competencies of employees so that they become honest and manage the company resources well without mismanagement.

The results also shows that UNRA employees donot respect the organizational rules   this view was also not in line with Sadler, (2010), who indicates that most of the organizations were the core competencies of the employees is low there is an inability to acquire the skills and knowledge needed to develop the organization, a company’s strategy will be successful in creating competitive advantage when it deploys its resources and capabilities to match the key success factors within the industry environment. Therefore when the organization invests in its employees they are able to understand what is expected of them therefore they will be able to respect the organizational rules.

According to the findings at UNRA employees have the ability to interpret the rules and regulations of the organization this shows that UNRA has trained employees to be more knowledgeable about the rules that govern the organization, this view was also shared by Perera et al, (2016) who states that a formal code of ethics ensures that professional members will be more aware of the moral aspects of their work; an accessible reference tool for managers to keep ethical concerns in mind; abstract ideas will be translated into concrete terms applicable to every situation; members as a whole will act in a more standardized fashion throughout the profession.

The results from the study indicates that employees are not recruited basing on their competence   , this indicates that UNRA doesn’t recruit employees basing on their core competencies. This finding therefore shows that UNRA does not recruit qualified employees basing on their competencies.

The above table also shows that majority of the respondents strongly agreed that employee code of conducts applies to everyone. This finding also indicates that all the employees of UNRA have to follow the employee code of conduct set by UNRA to enforce discipline and better management of the financial records of the organization.

The results also indicates that the rules in the organization are clear to everyone at UNRA this therefore shows the rules at UNRA are very clear to everyone. This also further shows that UNRA has set rules but perhaps may be sometimes it is not properly enforced or the employees are not empowered to follow it.

5.2 Level of financial management.

The findings in the study indicates that employees at UNRA do not submit their financial accountability on time this indicates that UNRA , this shows that employees do not meet deadlines and this can cause an effect on data quality this view was also in line with Baldassare (2000) who indicates that financial management in an organization requires employees trust and this is shown when an employee accomplishes organizational goals, job satisfaction, and motivation all in financial statement must prepared early enough to all for better analyzing of the financial records by the top management of the organization

Findings revealed the organization has strict rules regarding financial management in the organization this view was also shared by Elia, (2005) who indicates that the values of integrity, transparency and accountability in public administrations have enjoyed resurgence within the past three decades or so these key factors leads to efficient financial management in an organization. Sound public administration involves public trust, citizens expect public servants to serve the public interest with fairness and to manage public resources properly on a daily basis.

The findings revealed that UNRA does not employ competent financial managers this was not in line with Derek, (2000) who indicates that  in a study carried out in west Germany companies financial management is essential in enabling employees be in position to develop long term relationship with their suppliers and hence there is ability of an organization in achieving success in its endeavours.

Results indicates that the UNRA keep financial records, this view was also in line with Thacker, (2006) who indicates that to enhance ethical competencies of employees need to be trust worthy, in a study carried out in Japanese automobile companies. Financial management in the organization eliminates conflict of interest, a conflict of interest occurs when an individual or organization has an interest that might compromise their actions.

The results from the study shows that all the employees at UNRA are aware of the company’s policies regarding financial management.

5.2 Conclusions

The study made the following conclusion;

The study states that employees of UNRA are not well trained to submit their financial states in time this therefore creates inconsistencies and the organization is not in position eliminate financial mistakes that may take place.

The results also further states that UNRA should has weak rules that employees always break this has thus made employees to mismanage the organization’s finances without fear of any legal implications.

Most of the employees of UNRA are not aware of the rules and regulations that govern the organization and that is the reason for the poor following of the rules and regulation by the organization.

5.3 Recommendations

The study recommends that employees of UNRA should be trained to submit their financial states in time to eliminate any inconsistencies and enable the organization to be in position eliminate financial mistakes that may take place.

The results also recommends that UNRA should enforce strong rules regarding employees who intend to break the law. This will help in ensuring that employees follow the laid down laws so that they are able to manage the organization resources without mismanagement.

The study also recommends that UNRA should ensure that all the employees of the organization are taught the rules and regulations of the organization. This will help in eliminating the key challenges that the organization faces.

5.4 Areas of further research

The study recommends the following areas for further research;

• The influence of technology in financial management
• The roles of automated record keeping on organizational performance
• Different technique of financial management