Instructions: 1. 2. 3. 4. This assignment is an individual assignment. Students MUST use their own words. Student must apply academic writing standards and APA style guidelines. Support your submission with course material concepts, principles, and theories from the textbook along with at least two scholarly, peer-reviewed journal articles. 5. A mark of ZERO will be given for any submission that includes copying from other resource without referencing it. 6. It is strongly encouraged that you submit your assignment into the safe assignment Originality Check prior to submitting it to your instructor for grading. Assignment Question(s): (20 Marks) Q1. Keenly observe the figure given and give you opinion on the information by answering the questions below. TREKKING COMPANY For Month Ended August 31 Sales Cost of goods sold Gross profit Operating expenses Income before taxes Income tax expense (30%) Net income Specific Identification $ 6,050 4,582 $ 1,468 450 $ 1,018 305 $ 713 Balance sheet inventory $ 1,408 $ FIFO 6,050 4,570 1,480 450 1,030 309 721 $ 1,420 $ $ $ $ LIFO 6,050 4,730 1,320 450 870 261 609 $ 1,260 $ $ $ Weighted Average $ 6,050 4,622 $ 1,428 450 $ 978 293 $ 685 $ 1,368 a. Which financial statement do you think is prepared by Trekking Company? What is Specific Identification, FIFO, LIFO, or Weighted Average? Explain (1 Marks) b. Explain in your own words the process of these methods with a numerical example for each. (4 Marks) c. Assume that you are the manager of the company mentioned in the figure above which cost method would you prefer, support your answer. (1 Marks) Q2. A company that uses a perpetual inventory system made the following cash purchases and sales. There was no beginning inventory. January 1: February 5: March 16: Purchased 550 units at $55 per unit Purchased 350 units at $65 per unit Sold 250 Units for $85 per unit Prepare general journal entries to record the March 16 sale using the FIFO inventory valuation method and the LIFO inventory valuation method. ( 4Marks) Q3. Please log-in to Saudi Digital Library via your students service on SEU’s website. Find the following article, and answer the questions below (you should be able to answer the questions by reading the abstract of the article only): Article: Al Smirat, Belal Yousef (2016). “Cash Management Practices and Financial Performance of Small and Medium Enterprises (SMEs) in Jordan”. Research Journal of Finance and Accounting, Vol. 7, No. 2. (4Marks) a. Explain the issues mentioned in the abstract which the author would like to explore on. b. Assume that you are the cash manager of such Enterprises, how would you support them with cash management practices for better financial performance of SMEs. Q4. The bank statement of DPLC Company for July 31st showed a cash balance of $3,375. The company's Cash account in its general ledger showed a $2,489 debit balance. The following information was also available as of July 31st. a. A customer's check for $250 marked NSF was returned to DPLC Company by the bank. In addition, the bank charged the company's account a $63 processing fee. b. The July 31st cash receipts, $3,125 were placed in the bank's night depository after banking hours on that date and this amount did not appear on the July 31st bank statement. c. A $38 debit memorandum for checks printed by the bank was included with the canceled checks. d. Outstanding checks amounted to $2,863 e. A customer's note for $2,250 was collected by the bank. A collection fee of $63 was deducted by the bank and the difference was deposited in the account. f. Included with the canceled checks was a check for $688, drawn on another company, DY Incorporation. Prepare a bank reconciliation as of July 31st. (6 Marks) Formatting Specifications: • One-inch margins on all sides of the document. • Double-space entire document, including the reference page. • Use Times New Roman, black font color, and size 12 font for the entire document, including the reference page. • Include a separate title page with the following information. Centered in the top half of the page: (a) paper title, (b) student name, (c) course number and name of course, (d) name of institution, (e) name of instructor, (f) date submitted. All major words are capitalized and not bold. Insert the page numbers on the title page. Start with page 1. • Use headings within the body of the document. Headings establish the hierarchy of the sections of a paper. All topics of equal importance have the same level of heading throughout the paper. 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The word “References” should be centered at the top, not bold, and should not have any punctuation. References are double spaced and in hanging indent format and in alphabetical order. A number of templates and a sample papers are available in order for you to see examples of APA formatting. Plagiarism Plagiarism is NOT be tolerated. All assignments will be auto-checked for plagiarism. If you are found to have more than 25% similarity with previous work, you will be graded zero in your assignment. Repeating such offense could result in your termination. If you have any doubt or questions, please ask your instructor before submission. So please be careful when writing your assignments. A tool on the blackboard is available to check the plagiarism. Always check before submission. Research Journal of Finance and Accounting ISSN 2222-1697 (Paper) ISSN 2222-2847 (Online) Vol.7, No.2, 2016 www.iiste.org Cash Management Practices and Financial Performance of Small and Medium Enterprises (SMEs) in Jordan Dr. Belal Yousef AL Smirat Department of Managerial and Finance Sciences, Al-Balqa Applied University, Jordan, Karak ABSTRACT This study examined empirically the cash management practices and its effect on the financial performance of SMEs in Jordan. However cash shortage is a chronic challenge to these firms, and cash management is very crucial to the survival and growth of small and medium enterprises. To meet the objective of this study, the researcher sampled firms operating in various sectors of economic activity. A structured questionnaire was used to collect primary data from the respondents which were analyzed to generate frequencies and percentages. The study revealed that only (32) percent from SMEs kept track of Cash Receipts and payment. and the majority (67%) of respondents have no knowledge about cash control procedures. The study concluded that cash management practices have influence on the financial performance of SMEs. The researchers recommend to the need to for SME managers to embrace efficient cash management practices as a strategy to improve their financial performance . Keywords: Cash management, cash surplus, cash deficit, cash control, small and Medium enterprises. 1. INTRODUCTION All over the world small and medium enterprises (SMEs) are considered as backbone of a country's economy. They play a key role in economic development and make an important contribution to employment and GDP, and are important contributors to total employment and job creation. In Jordan SMEs comprise 98.5% from the total amount of registered companies, and 60% of formal jobs, in addition to 50% of the GDP in 2013 (1) and they are the engine of solving the unemployment. Cash is used to pay business obligations. Cash management assumes more importance than any other current asset and the major aim is to maintain adequate control over cash position to keep the firm with sufficient liquid and use the excess cash in some profitable way. Cash is the vital component of the working capital because it keeps a business running. It is the hub around all financial matters centre. Thus, management of cash is crucial for the success of an enterprise. The adequacy of cash and other current assets, together with their efficient handling, virtually determines the survival or extinction of a business concern. Cash is an important current asset for the operations of business. It is the basic input needed to keep the business running on a continuous basis (Abu Tabanja 2005). No business operation is isolative of cash management. Cash is regarded as the most important current asset for the operation of business (Olowe, 1998). Cash is the basic input required to keep the business running on a 98 Research Journal of Finance and Accounting ISSN 2222-1697 (Paper) ISSN 2222-2847 (Online) Vol.7, No.2, 2016 www.iiste.org continuous basis and it is also the ultimate output expected to be realized by selling the services or products manufactured by the firm (Pandey, 2010). The role of Small and Medium Scale Enterprises (SMEs) in the world economy have been highly emphasized as the means through which rapid industrialization and other development goals of a nation can be realized. Small and medium sized enterprises (SMEs) form a large part of economy and are regarded as the drivers of socioeconomic development in all countries . The general objective of this study is to ascertain the cash management practices among small and medium scale enterprises in the Jordan . The study focuses on cash management practices is limited to the practices associated with management of cash and cash equivalents of small and medium scale in Jordan as well as the effect of cash management on the financial performance of SMEs. 2. Literature Review Cash generally can be said to be liquid money in form of coins, notes and other related means of instant exchange. 2.1 Small And Medium Business Defined The importance of SMEs has attracted a lot of attention internationally in past few years due to their significant contributions to the economies of both the developed and developing countries (Asiedu, 2006). Small and Medium Enterprises have been defined in various ways according to the capital of the enterprise, size ,the number of people employed by the enterprises, the ownership and management of the enterprises and sales volume, all the definitions agree on the common views that small or medium businesses employ few people and are characterized by a relatively small amount of capital and turnover. 2.2 Small And Medium Business in Jordan There is no universal definition of small scale businesses. However, different scholars, writers, researchers and policy makers have used different definitions for small scale businesses basing on the number of people employed, capital employed among other relevant factors. In Jordan, the Ministry of Planning and International Cooperation (2011), define small enterprises as those with less than 20 employees, and medium enterprises as those with between 20 to 99 employees. However, to bring greater precision to the analysis these numbers were further broken down into brackets. The brackets are: 1-4, 5-19, 20-49, 50-99 which are in compliance with the Department of Statistics classifications. The private sector in Jordan is made up of large firms with 196,945 employees, and SMEs represent 60% of the total private sector and 37% of total employed in Jordan. Most Jordanian SMEs work within the formal sector and are registered, as specified by law. Formal SMEs play a vital role in job generation . 99 Research Journal of Finance and Accounting ISSN 2222-1697 (Paper) ISSN 2222-2847 (Online) Vol.7, No.2, 2016 www.iiste.org A sizeable percentage of self-employed firms are in the unregistered (informal) sector (that is, firms that deliver lawfully permitted services and products without being legally registered). There are 146,707 SMEs registered enterprises in the Kingdom. (Jordan Human Development Report, 2011). 2.3 Cash management Cash management refers to the management of an entity’s cash to ensure sufficient cash to sustain the entity’s daily operations, finance continued growth and provide for unexpected payments while not unduly forfeiting profit owing to excess cash holdings (Akinyomi:23). Basically cash management is concerned with managing cash flows that is cash inflows and cash out flows. Major sources of cash inflow include cash from operating activities, sell of business assets among others. Sources of cash out flows include settling of creditors, purchase of inventory among others. Cash needs to be efficiently managed and allocated to meet routine business objectives. The gap between cash expenses and cash collection enhances liquidity position, profitability leading to overall business growth over a period of time (Brinchk, soeren & Gemuenden, 2011). 2.4 The Importance of Cash Management Cash management decision is one of the important decisions because of the scarcity of financial resources of many companies, and for different objectives and, as we know that cash is the most liquid assets, where cash is considered an important element in the management of the company’s operational process in order to achieve success. The cash management is a function of financial management and that are interested financing and investment operations as the cash component affects the performance of the companies and the competitors in markets. A lot of companies interesting to think in the following decisions: capital structure, capital budgeting and the decision of the working capital where the decision of the working capital is the important decisions that affect of the performance of companies in terms of liquidity, which is reflected on the profitability and hence the level of competition in the market as it may determine the survival or the company out of the market (Appuhami, 2008) According to Akinyomi (2014:58), the importance of managing cash in a business comprises of the following advantages: - Managing cash helps in achieving liquidity in a business and proper control; - It assists in the planning towards reducing cash expenses and increasing cash receipts to ensure the business is liquid; - Proper managed cash is vital as the future cash flow behavior cannot be predicted. Therefore, it’s essential to plan; and - Through proper controls of cash, innovative procedures could be implemented for cash receipts and cash payments in the business. 2.5 Cash management in SMEs Cash is generated by MSEs mainly through their daily business activities. However, their funds from daily business activities are woefully inadequate to support expansion in their operations thereby creating a vacuum (cash deficit) which has to be handled appropriately in order to survive in the competitive business environment. 100 Research Journal of Finance and Accounting ISSN 2222-1697 (Paper) ISSN 2222-2847 (Online) Vol.7, No.2, 2016 www.iiste.org Efficient cash management involves the determination of the optimal cash to hold by considering the trade-off between the opportunity cost of holding too much cash and the trading cost of holding too little (Ross et al., 2011) there is the need for careful planning and monitoring of cash flows over time so as to determine the optimal cash to hold. Good cash management can have a major impact on overall working capital management. 3. Research Methodology A descriptive study was chosen to undertake this research to discover and understand the cash management practices of the small and medium enterprise. the research was conducted by gathering data from both primary and secondary sources. Based on the literature review and the theoretical framework, a survey questionnaire was developed to be the major instrument of this study. Questionnaires were the main instrument that was used in gathering the data. The questionnaires contained both open-ended and closed ended questions. Out of 300 samples of questionnaires sent to SME managers, 270 (90%) were returned and found to be usable. 4. Results and Discussion 4.1 Profile of Responding Firms and Respondents The results obtained from the survey through questionnaires are presented in this section. Table (1) shows that In terms of number of years in business, many of the proprietors have been in business between 5-10 years representing about 40 percent. Twenty-nine percent had been in business between 1-5 years whiles 13 percent had been in business for more than 10 years. And the respondents experience showed that (18%) have less than one year. The finding shows that the largest number of SMEs (84%) is Sole Proprietorship, followed by Partnership (11%) and Limited Liability company (5%) respectively, with Limited Liability company comprising the smallest number (5%) of SME businesses. The large number of the respondents most educated individuals to earn a living reflected by an average percentage of 44% from School certificate, Diploma, level (32%) percent and Bachelor's degree (20%) percent . This means all categories of individuals participate in operation of small scale business. Only four percentage of respondents are Master s degree. The nature of the business of the SMEs as depicted in Table 1 reveals that (34%) and percent were engaged in Wholesale, a business which is very easy to set-up in Jordan. Other businesses engaged in by respondents included Retail and Manufacturing 11 percent, . and respondents from Other services constitute only 32% (see Table 1). 101 Research Journal of Finance and Accounting ISSN 2222-1697 (Paper) ISSN 2222-2847 (Online) Vol.7, No.2, 2016 www.iiste.org Table 1: Characteristics of Enterprises studied and Owners Characteristics Frequency percent Less than 12 months 49 18 1year – 5years 78 29 5 years – 10years 108 40 Above 10years 35 13 Total 270 100 Sole Proprietorship 226 84 Partnership 29 11 Limited Liability company 15 5 Total 270 100 School certificate 120 44 Diploma 86 32 Bachelor's degree 55 20 Master s degree 9 4 Total 270 100 Retail 62 23 Wholesale 92 34 Manufacturing 30 11 Other services 86 32 Total 270 100 A. Number of Years in business B. Type of Business Ownership C. Educational Background of MSEs Operators D. Type of Industry MSEs Operate in The level of knowledge in cash management practices Improving cash management practices is one of the most important issues of the financial world .the table(2) below shows owner of SMEs knowledge in cash management practices. 102 Research Journal of Finance and Accounting ISSN 2222-1697 (Paper) ISSN 2222-2847 (Online) Vol.7, No.2, 2016 www.iiste.org Table 2: The level of knowledge in cash management practices Cash Management Practice Yes Percent No Percent Total Percent Preparation of Cash Budget 76 28 194 72 270 100.00 Operating Bank accounts 188 69 82 31 270 100.00 Keeping track of Cash receipts 94 35 176 65 270 100.00 Keeping track of Cash Payments 91 34 179 66 270 100.00 Keeping Proper Books of Accounts 88 33 182 67 270 100.00 The results of the descriptive statistics for Knowledge in Cash Management Practices are reported in Table (2).The majority (67%) of the respondents indicated they did not have Knowledge in Cash Management, Keeping track of Cash receipts, Payments, Keeping Proper Books of Accounts. And only (33) percent of respondents maintain bank accounts . Most respondents of the medium and small-scale operators under investigation had no knowledge about how to implement sound cash management practices. Keeping track of Cash Receipts Table 3: Keeping Track of Cash Receipts Type of MSEs Yes Percent No Percent Total Percent Retail 21 24 41 66 62 23 Wholesale 29 33 63 34 92 34 Manufacturing 9 10 21 11 30 11 Other services 28 32 58 32 86 32 Total 87 32 183 68 270 100 Table(3) shows that present information on the financial records keeping of SMEs in the Jordan. when the respondents were asked to indicate whether they kept track of cash receipts ,(32% )of the respondents ,from Wholesale(33%) ,answer yes, as indicated from (Table 3). Of the remaining (270) who answered the question, 69% indicated that did not keep track of their cash receipts ,This makes them very susceptible to the risk of misappropriation of funds. This means that majority of SMEs didn't keep financial records of their business in order to manage their cash flows and as a result help determine the financial position of their business. Kasim, et al (2015), attributed the high rate of SMEs failure to poor financial records keeping and insufficient use of accounting. Keeping Track of Cash Payments Table (4) presents the responses of owner managers of the SMEs, regarding the Keeping Track of Cash Payments for their businesses. 103 Research Journal of Finance and Accounting ISSN 2222-1697 (Paper) ISSN 2222-2847 (Online) Vol.7, No.2, 2016 www.iiste.org Table 4: Keeping Track of Cash Payments Type of MSEs Yes Percent No Percent Total Percent Retail 20 32 42 68 62 23 Wholesale 31 34 61 66 92 34 Manufacturing 8 27 22 73 30 11 Other services 25 29 61 71 86 32 Total 84 31 186 69 270 100 From Table(4), the Keeping track of cash payments is crucial in ensuring that the enterprises have sufficient cash balances. Cash payments must also be controlled through proper monitoring to control cash outflows. Cash payments by MSEs should be streamlined in order to ensure that these small businesses that continually face financial challenges are saved from this situation,( Attom , 2014). The respondents who did not have kept track of their cash payments (69) percent, and only (31) percent who keep track of their cash payments, represent small portion of(270) response. See table(4). Controlling cash flows by Nature of Business Table 5: Controlling cash flows by Nature of Business Type of MSEs Yes Percent No Percent Total Percent Retail 19 31 43 69 62 23 Wholesale 28 30 64 70 92 34 Manufacturing 18 60 12 40 30 11 Other services 28 33 58 67 86 32 Total 93 34 177 66 270 100 The above result in Table( 5) revealed that on average (34%) of the SMEs under study applied cash flow control, but the majority of SMEs under the study findings revealed that on average (66%) of SMEs studied did not Controlling their cash flows. Preparation of Cash Budget When the respondents were asked to indicate whether they prepare the Cash Budget Table 6: Preparation of Cash Budget Type of MSEs Yes Percent No Percent Total Percent Retail 17 27 45 73 62 23 Wholesale 22 24 70 76 92 34 Manufacturing 9 30 21 70 30 11 Other services 21 24 65 76 86 32 Total 94 35 176 65 270 100 104 Research Journal of Finance and Accounting ISSN 2222-1697 (Paper) ISSN 2222-2847 (Online) Vol.7, No.2, 2016 www.iiste.org From table(6) above,( 65) percent of the respondents who seldom prepares the cash budget reported they didn’t need it at the time while (35) percent reported that cash budgets apply to their business. This implies that up to 176 of the respondents, who did not prepare cash budget, didn’t actually see the need for its preparation. Only 94 of the SMEs indicated they prepare budgets. This finding supports the pronouncement by Waweru (2003), that majority of businesses do not prepare cash budgets. It also confirms Kwame (2007) decree that most small businesses have problems on how to prepare cash budgets. Types of Bank Account Kept by MSEs Table(7) presents the responses of owner managers of the SMEs, regarding the type of bank Accounts, the most widely used was current Accounts, whiles saving accounts was the least used. (47) percent of the respondent operated Bank account as depicted in Table (7), as compared to( 25) percent who stated they did not maintain bank accounts. The result shows that most SMEs are beginning to appreciate the importance of having a business account. This is similar to the finding of Hamza &others(2015) who concluded that majority of respondents operated bank accounts widely in current accounts. Table7: Types of Bank Account Kept by MSEs Type of account Frequency Percent savings 38 14 current only 126 47 Current &savings 39 14 Non response 67 25 Total 270 100 Records Kept on Cash Transaction Table 8 shows the documents on which records of cash transactions of SMEs are kept. When the respondents were asked to indicate the various records they kept on cash transactions, Cash book records were the most significant (33%) as depicted in Table (8). Other forms of records kept on cash transactions with their respective responses included cash book (22), bank statement (22%) and cheque (21%). Seventeen percent and seven percent respectively of respondents indicated they also keep records of their cash transactions by way of payment voucher and note book. Table 8: Records kept on Cash Transactions Type of records Frequency Percent Cash book 98 33 Bank statement 56 22 Cheque 57 21 Payment voucher 43 17 Note book 16 7 Total 270 100 105 Research Journal of Finance and Accounting ISSN 2222-1697 (Paper) ISSN 2222-2847 (Online) Vol.7, No.2, 2016 www.iiste.org The relationship between cash management practices and financial performance The results establish the relationship between cash management practices and the financial performance of SMEs. Pearson’s correlation coefficient was used to address this objective. Pearson’s correlation coefficient results Table(9) shows that correlation results that there was a strong positive relationship between SMEs’ Financial Performance (FP) and Effective Cash management (ECM) (R=0.612, p
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