Volume 8, Issue 3, September 2014, Pages 976–989
Beatrice Cheruyot1, Willy Muturi2, Josphat Kwasira3, and Benard Odero Asienyo4
1 Department of Business Administration, Faculty of Commerce, Jomo Kenyatta University of Agriculture and Technology, Kenya
2 Department of Business Administration, Faculty of Commerce, Jomo Kenyatta University of Agriculture and Technology, Kenya
3 Department of Business Administration, Faculty of Commerce, Jomo Kenyatta University of Agriculture and Technology, Kenya
4 Organizational Development and Project Management Consultant, Bistech Systems, Nakuru, Kenya
Original language: English
Copyright © 2014 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
The study analyzed Safari Card system as a revenue risk management practice on financial performance by Kenya Wildlife Services. The target population of the study was 1,286 employees in the National Parks where Safari card System is used to collect the Parks entry charges. The study used systematic random sampling procedure to arrive at the 296 sample size. The study collected both primary and secondary data which was processed to answer the objectives of the study. A descriptive survey research design was used to obtain a description of a particular perception about a situation, phenomena or variable and views were taken to represent those of the entire population. Data was analyzed using descriptive statistics and presented using frequency tables and charts. The relationship between Safari Card as a risk management practice and financial performance was tested using a regression model. The introduction of Safari Card as a transactional risk reduction system made KWS to increase its liquidity as a measure of financial performance, although the system did not improve working capital. Second, the introduction of Safari Card cash handling system positively improved KWS liquidity. Third, the introduction of Safari Card Customers Relations risk management system did not positively influence KWS liquidity, working capital and use of its assets optimally to generate the required short term liquidity. Fourth, the introduction of Safari Card financial information risk management system did not positively influence KWS liquidity, working capital and use of its assets optimally to generate the required short term liquidity.
Author Keywords: Electronic Revenue System, Financial Information Management, Financial Performance and Financial Risk Management.
Beatrice Cheruyot1, Willy Muturi2, Josphat Kwasira3, and Benard Odero Asienyo4
1 Department of Business Administration, Faculty of Commerce, Jomo Kenyatta University of Agriculture and Technology, Kenya
2 Department of Business Administration, Faculty of Commerce, Jomo Kenyatta University of Agriculture and Technology, Kenya
3 Department of Business Administration, Faculty of Commerce, Jomo Kenyatta University of Agriculture and Technology, Kenya
4 Organizational Development and Project Management Consultant, Bistech Systems, Nakuru, Kenya
Original language: English
Copyright © 2014 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
The study analyzed Safari Card system as a revenue risk management practice on financial performance by Kenya Wildlife Services. The target population of the study was 1,286 employees in the National Parks where Safari card System is used to collect the Parks entry charges. The study used systematic random sampling procedure to arrive at the 296 sample size. The study collected both primary and secondary data which was processed to answer the objectives of the study. A descriptive survey research design was used to obtain a description of a particular perception about a situation, phenomena or variable and views were taken to represent those of the entire population. Data was analyzed using descriptive statistics and presented using frequency tables and charts. The relationship between Safari Card as a risk management practice and financial performance was tested using a regression model. The introduction of Safari Card as a transactional risk reduction system made KWS to increase its liquidity as a measure of financial performance, although the system did not improve working capital. Second, the introduction of Safari Card cash handling system positively improved KWS liquidity. Third, the introduction of Safari Card Customers Relations risk management system did not positively influence KWS liquidity, working capital and use of its assets optimally to generate the required short term liquidity. Fourth, the introduction of Safari Card financial information risk management system did not positively influence KWS liquidity, working capital and use of its assets optimally to generate the required short term liquidity.
Author Keywords: Electronic Revenue System, Financial Information Management, Financial Performance and Financial Risk Management.
How to Cite this Article
Beatrice Cheruyot, Willy Muturi, Josphat Kwasira, and Benard Odero Asienyo, “An Assessment of Safaricard Systems as a Risk Management Practice and its Effect on Financial Performance of Kenya Wildlife Services,” International Journal of Innovation and Applied Studies, vol. 8, no. 3, pp. 976–989, September 2014.
