Adis Ababa University

College of Business and Economics
Department of Accounting & Finance
Role of Integrated Financial Management Information System (IFMIS) in Decision Making,

Planning and Controlling: The case of Addis Ababa University.
Alexander Endale Lemma
January 2019
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By
A thesis Submitted to Department of Accounting and Finance Addis
Ababa University in Partial Fulfillment of the Requirements to the
Degree of Master of Social Science
Accounting and Finance

Addis Ababa University
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Addis Ababa University


Approved by Board of Examiners
1.
Department chairperson Signature
2.
Advisor Signature
3.
Internal Examiner Signature
4.
External examiner Signature
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Declaration
I, Alexander Endale, hereby declare that the thesis work entitled “The role of Integrated
financial Management Information System (IFMIS) in decision making, planning and
controlling: in the case of Addis Ababa University”. Submitted by me for the award of the
degree of Master of Accounting and Finance of Addis Ababa university at Addis Ababa Ethiopia,
is original work and it hasn’t been presented for the award of any other Degree, Diploma,
Fellowship or other similar titles of any other university or institution.
Name: Alexander Endale
Signature:
Advisor’s Name: Dr. Sewale Abate
Signature:
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Acknowledgements
I wish to thank the Almighty God and St. Kidanemehrat for giving me wisdom to conduct this
study.
I also to my heavenly father for taking me through this academic journey successfully and giving
me strength, endurance, patience and wisdom during this research period.
I would also like to express my greatest and heartfelt appreciations to Dr. Sewale A. my thesis
advisor, for his dedication in giving professional as well as constrictive comments and timely
feedback. Without his support, my work would have not been accomplished successfully.
I would also like to tanks my mother, my wife and my Children, who are the joy and blessing of
my life and who give me the wonderful gift of unconditional love to begin every day. Thank you.
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ABBREVATIONS AND ACRONYMS
AAU Addis Ababa University
CBE College of Business and Economics
AAIT Addis Ababa institute of Technology
CNS College of Natural Science
BPR Business Process Reengineering
DSS Decision Support System
ECM Enterprise Content Management
EDMS Electronic Document Management System
ERMS Electronic Record Management System
ESS Executive Support System
IBEX Integrated Budget and Expenditure
ICT Information Communication Technologies
IFMIS Integrated Financial Management Information System
FMS Financial Management System
MIS Management Information System
SPSS Statistical Package for the Social Sciences
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Table of Contents
Pages
Acknowledgements ……………………………………………………………………………. i
Abbreviations and Acronyms……………………………………………………………………ii
Table of Contents ……………………………………………………………………………….iii
Abstract …………………………………………………………………………………………vi
Chapter one
1.1. Background of the study …………………………………………………………………...1
1.2. Statement of the Problem
…………………………………………………………………..7
1.3. Objectives of the study
……………………………………………………………………..8
1.3.1 General Objectives …………………………………………………………………...8
1.3.2 Specific Objectives ……………………………………………………………………8
1.4 Research Questions ………………………………………………………..………………..8
1.5 Significance of the Study …………………………………………………..………………9
1.6 Delimitation of the Study …………………………………………………..………………9
1.7 Organization of the study …………………………………………………………………..9
Chapter Two
2.1 Introduction ………………………………………………………………..……… 10
2.2 Theoretical Review ……………………….………………………………………..…. 10
2.3. Determinants of Decision making, Planning and Controlling ……………………… 11

2.3.1 IFMIS and Financial Reporting …………………………………………. 11
2.3.2 IFMIS and Budgeting …………………………………………………… 13
2.3.3 IFMIS and Internal control ……………………………………………. 14
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2.3.4 IFMIS and Procurement ..……………………………………………. 16
2.4. Empirical review ……………………………………………………………….……. 18
2.5. Summary of Literature ………………………………………………….……..………22
2.6. Literature Gap ………………………………………………………………..………. 23
Chapter Three
3. Research methodology and design ……………………………………………….…..….….24
3.1. Introduction ……………………………………………………………….….….…..24
3.2. Research Design …………………………………………………………….….…..…24
3.3. The Target Population ………………………………………………………….….....24
3.4. Sampling technique ………………………………………………………….….…....24
3.5. Data collection Instrument ……………………………………………………………25
3.6. Method of data analysis ……………………………………………………...……….26
Chapter Four
4. Data analysis, results and Discussion ……………………………………………..………….…….…28
4.1. Introduction ………………………………………………………..………………………….…28
4.2. Response rate ……………………………………………….………………………….……..….28
4.3. General Information …………………………………………………….……..…………………28
4.4. Back ground of Information…………………………………………….……………...................29
4.5. Role of Financial Report in IFMIS on Decision making, planning and controlling …...…….….32
4.6. The role of Budgeting process in IFMIS on Decision making, Planning & controlling.................34
4.7. The role of Internal control in IFMIS on Decision making, Planning & controlling......................37
4.8. The role of procurement process in IFMIS on Decision making, Planning & controlling….…….39
4.9. The role of IFMIS on Decision making…………………………………………………..………..41

4.10. The role of IFMIS on Planning…………………………………………………….…………….42
4.11. The role of IFMIS on controlling……………………………………………………................... 43

4.12.Chapter Summary……………………………………………………….……………….….….…45
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CHAPTER FIVE
5. Summary of the findings, Conclusions and Recommendations …………………………….. 47
5.1. Introduction …………………………………………………………………………… 47
5.2. Summary of the Findings ……………………………………………………………… 47
5.3. Conclusion …………………………………………………………………………….. 48
5.4. Recommendations ……………………………………………………………………… 49
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Abstract
This research study was based on the purpose of investing integrated financial management
system and decision making, planning and controlling process by the Addis Ababa University.
The main objective is directed towards determining the role of IFMIS on decision making,
planning and controlling in Addis Ababa University. Descriptive research design was considered
for adoption in the study. Data collection was a primary data collected directly from respondents
through questionnaires. Data analysis was done based on descriptive statistics to compute the
percentage of outcomes tables to show the role of IFMIS in Addis Ababa University. The Target
population in this study was all management and staff in the number 1450 from AAU four
campuses deployed IFMIS. The sample population was 314 individuals who have active user of
the system in different ranks and fields in the AAU. The IFMIS system helped decision making,
planning and controlling process through the following: financial report in IFMIS contributed to
decision making, planning and controlling by 52%, while budgeting process in IFMIS contributed
about 53%, internal control process in IFMIS contributed to 70%, and procurement process in
IFMIS contributed to 90%. The study also concluded that IFMIS provides a wide range of non-
financial and financial information, it is effective on budgeting process, it is a management tool
for internal control and it is facilitated the procurement process is smooth. Because of these it is
had more effect on decision making, planning and controlling in AAU.
According to Hove and Wynne (2010) An IFMIS assists management in ensuring accountability
for the deployment and uses of public resources and in improving the effectiveness and efficiency
of public expenditure programs, the study concurs with Hove and Wynne IFMIS system which in
turn enhances organizational performance. This study recommended total adoption of IFMIS not
only in AAU four campuses but also the colleges all over AAU as it improves the performance of
AAU tremendously. The study further recommended that other research conducted in future to in-
depth with role of IFMIS those other factors that have not been explained by this study. Therefore,
additional and representative studies with more diversified variables are welcomed.
Keywords: decision making, planning, controlling, IFMIS.
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CHAPTER ONE
1. Introduction
1.1. Background Of the Study
1.1.1. IFMIS
Since the 1980s, several major international aid agencies, such as the World Bank, have promoted
integrated financial management information systems (IFMIS) as a core element in reforming
public financial management (PFM) in low-income countries (LICs). An IFMIS is a standardized
monitoring and reporting system, which consolidates all the information needs of a government
into one information database. It facilitates consistent recording and reporting of information, to
enable a government to take macro decisions that affect the country as a whole. IFMIS would
integrate across several disciplines. This could include budget, payroll and HR management,
procurement, financial reporting and performance information (non-financial reporting on key
performance indicators). The level of integration would depend on the needs and maturity of the
individual government’s PFM system. Monitoring the financial performance of individual
government institutions by National Government is a challenge as many intuitions may have their
own legacy finance functions and systems in place.
The General Ledger is the key component which organizes the “books” of an IFMIS. All
transactions keyed in are posted to the General Ledger, right from the allocation of budget funds
through to the commitments to payment (Casals & Associates Inc, 2004; Hendriks, 2012; Rodin-
Brown, 2008). The Cash Management component predicts and monitors cash flows and financing
needs, and does reconciliation between IFMIS records and bank accounts. The Commitment
control component ensures that before a purchase is committed to, there is sufficient cash
allocated for the expense and the allocation matches the appropriated budget (Hendriks, 2012).
The Accounts payable component processes and generates payments, with built in checks to
ensure invoices match approved commitments. The Accounts receivable module produces bills
and processes and records receipts (Diamond & Khemani, 2005).
According to Diamond and Khemani (2006) and Chêne (2009), a well-designed IFMIS contains
the good quality characteristics, which include a managing tool, provision of a wide range of non-
financial and financial information and a system that impacts on corruption .Thus, a well-
designed IFMIS can provide a number of features that may help detect excessive payments, fraud
and theft. These include automated identification of exceptions to normal operations, patterns of
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suspicious activities, automated cross-referencing of personal identification numbers for fraud,
cross-reference of asset inventories with equipment purchase to detect theft, automated cash
disbursement rules, identification of ghost workers, etc.(Cheen, 2009).On the other hand, the
establishment of an IFMIS has consequently become an important benchmark for the country’s
budget reform agenda, often regarded as a precondition for achieving effective management of the
budgetary resources.
Although it is not a panacea, the benefits of an IFMIS could be argued to be profound. First, the
improved recording and processing of government financial transactions also allows prompt and
efficient access to reliable financial data. This supports enhanced transparency and accountability
of the executive to parliament, the general public, and other external agencies. Second, an IFMIS
strengthens financial controls, facilitating a full and updated picture of commitments and
expenditure on a continuous basis. Once a commitment is made, the system should be able to
trace all the stages of the transaction processing from budget releases, commitment, purchase,
payment request, reconciliation of bank statements, and accounting of expenditure. This allows a
comprehensive picture of budget execution. Third, it provides the information to ensure improved
efficiency and effectiveness of government financial management. Generally, increased
availability of comprehensive financial information on current and past performance assists
budgetary control and improved economic forecasting, planning, and budgeting.
1.1.2. IFMIS IN ETHIOPIA
The IFMIS in Ethiopia has been part of a larger transformation of its PFM to international
standards, because the change aligned with the four known drivers of public sector reform:
context, ownership, purpose, and strategy (Peterson, 2011). The Government of Ethiopia has
asked that the United States provide technical and financial assistance for their Ministry of
Finance and Economic Development (MoFED) Integrated Financial Management Information
System (IFMIS) Oracle implementation. Through this system implementation Ethiopia’s stated
goal is to: “support public bodies and regions to generate accurate, accessible, and timely
government-wide financial information and reports which contribute to the improved quality of
the nation’s financial decision making”. IFMIS will replace the locally developed legacy
Integrated Budget Expenditure System (IBEX) with a commercial off the shelf (COTS) solution,
Oracle E-Business Suite.
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According to the information obtained from MoFED, the Ministry of Education, the Ministry of
Health, Ethiopian Revenue and Customs Authority, and Ethiopian Roads Authority are among the
federal government entities that are included in the pilot tests. Some Wored as in the Southern
Nations, Nationalities and People’s Regional State are also part of the pilot project.
The system that was started to be developed in 2010 is expected to be implemented across the
country. It is designed to make use of modern information and communication technologies. The
IFMIS implemented by Federal Government of Ethiopia (FGE) is the latest version of Oracle E-
Business Suite (EBS) comprising the following 9 modules.
Oracle E- Business Suite
IFMIS HRMS
Financials Supply Chain Mgt.
 Budget (PSB)  Procurement  Payroll
 General Ledger  Inventory
 Cash
Management
 Accounts
Payable
 Fixed Asset
 Account
Receivable
Figure 1. Oracle E-Business Suite
1.1.3. IFMIS and Decision Making, Planning and Controlling
Decision making is the process of making a choice between a numbers of options and committing to a
future course of actions.
Making decisions is part of our every day’s lives and it is often one of the main functions of
management. Indeed, management and decision-making are often considered as an integrated
tasks and management usually makes the major decisions of the organization (Young, 1982).
Decision making process involves the selection of the best course of actions (Emmanuel et al.,
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1990). In order to decide on the best option, management has to judge the effectiveness of various
alternatives based on some data (Bierman et al., 1986). For this reason, they often depend on
financial and economic information gathered by IFMIS. Management information system is
indispensable tool for decision making process in today’s turbulent world. Today, organizations
are advised to invest on information technology tools as it improves their efficiency, effectiveness
and their overall performance. In addition, accounting information system (AIS) plays the key
role in management decision making in today business word. Nowadays, organizations try to have
efficient AIS in our business activities.
Planning is the process by which an individual or organization decides in advance on some future course of action
(Oman, 2002, p. 68)
Planning is the process of determining how the organization can get where it wants to go (Cetro, 2000, p. 126)
Controlling is a process which measures and directs the actual performance against the planned goals of the
organization.
Control is the process of guiding a set of variables to attain a preconceived goal or objective. It is a broad concept
applicable to people, things, situations, and organizations. (Anthony, Dearden, and Bedford, 1989)
According to Pandey, (2004) financial management is that managerial activity that deals with the
planning and controlling of the firm’s financial resources. Financial management information
systems are implemented and used successfully almost in all time in the commercial world
(Hashim, 2001). The IFMIS system control ensures that before a purchase is committed to, there
is sufficient cash allocated for the expense and the allocation matches the appropriate budget. To
ensure proper expenditure control, sector agencies and government ministries are required to
institute a system of committee planning and control to ensure that expenditure does not exceed
the sum approved by parliament for specific purposes and expenditure is within the warrant
amounts. The later elements of expenditure control are often used by the ministry of finance to
ensure that expenditures do not exceed accrual resources which may be less than estimated in the
budget (Walsham, 1988). According to Government of Ethiopia (GOE), over the last decade the
Government of Ethiopia has undertaken a number of PFM reforms aimed at enhancing
accountability and transparency. These reforms have targeted the core PFM systems of budget
formulation and execution, public procurement, revenue collection, internal and external audit,
parliamentary oversight, payroll and pensions, public debt and guarantees, accounting and
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reporting, the macro-fiscal framework and cash management. Managing finances is a critical
function of management in any organization; similarly public finance management is an essential
part of the governance process. A strong Public Financial Management (PFM) system is a catalyst
for economic growth and development (Ajayi & Omirin, 2007).
1.1.4. Background of the organization
Addis Ababa University (AAU), which was established in 1950 as the University College of
Addis Ababa (UCAA), is the oldest and the largest higher learning and research institution in
Ethiopia. Since its inception, the University has been the leading center in teaching-learning,
research and community services. Beginning with enrollment capacity of 33 students in 1950,
AAU now has 48,673 students (33,940 undergraduate, 13,000 Master’s and 1733 PhD students)
and 6043 staff (2,408 academics and 3,635 support staff). In its 14 campuses, the University runs
70 undergraduate and 293 graduate programs (72 PhD and 221 Masters), and various
specializations in Health Sciences. Over 222,000 students have graduated from AAU since its
establishment. The University is led by a President who is assisted by four Vice Presidents and
one Executive Director: Academic Vice President, Vice President for Research and Technology
Transfer, Vice President for Administration and Student Services, Vice President for Institutional
Development and the Executive Director of the College of Health Sciences (with the rank of Vice
President).
In recent years, the University has been undertaking various reform schemes in order to cope with
and respond to the fast-changing national and international educational dynamics. At present the
University has 10 colleges, 4 institutes that run both teaching and research, and 6 research
institutes that predominantly conduct research. Within these academic units, there are 55
departments, 12 centers, 12 schools and 2 teaching hospitals. Addis Ababa University is the oldest
and largest university in the country. Currently it includes sixteen autonomous budget units. The
academic services given in these budget units including the main campus do have direct
implication on budget planning and utilization, generation of other revenues, payments to be
made for activities in each unit and how and when the transactions are accounted for in the books
of records of the University.
In Addis Ababa University, budget execution and accounting processes except few budget units
were/are either manual or supported by old and inadequately maintained software applications.
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This has had deleterious effects on the functioning of their public expenditure management
(PEM) systems that are often not adequately appreciated. The consequent lack of reliable and
timely revenue and expenditure data for budget planning, monitoring, expenditure control, and
reporting has negatively impacted budget management. The results have been a poorly controlled
commitment of government resources, often resulting in a large buildup of Account Receivable
and Account Payables; excessive Budget request; and misallocation of resources, undermining the
effectiveness and efficiency of service delivery. Diamond and Khemani (2005)
1.1.5. IFMIS IN AAU
Thus, as one can see, AAU is a giant institution with several academic units consisting of many
financial and administrative centers. In addition, there are many national and international
projects related to education and research that are executed by AAU. This implies that the
Administration of AAU is complex as the Central Administration is should supervise (oversee)
the activities of various colleges and research institutes. This, of course, warrants for the
introduction of advanced technologies such as IFMIS that greatly improve the performance of the
AAU. According to 2013/2014 FY and before that Audit report, in Addis Ababa University
/AAU/. There were a problem of Decision making; Planning and Controlling /They are given
Disclaimer Opinion/. So, the Management of AAU eliminate that problem initiated the
implementation of the Integrated Financial Management System (IFMS) in the FY 2014/2015
(that is 2007 Ethiopian budget year beginning). Presently, the Addis Ababa University is
implementing IFMIS in its four major budget units including the main campus which administers
not less than 65% of the overall budget allocated to the University by the government every
budget year. The IFMS aimed at the promotion of efficiency, effectiveness, accountability,
transparency and comprehensive financial reporting. It ensures the Management of Addis Ababa
University and its Finance and Budget Directorate raise, manage, and spend public resources in an
efficient and transparent way with the aim of improving service delivery.
Addis Ababa University aspires to be ranked among the top ten pre-eminent African graduate and
research universities in 2025. To attain this Vision and improve service delivery to the citizens,
the Management is tasked to ensure: availability of resources to implement the planned programs;
increased efficiency in the allocation and use of resources; elimination of corruption and wasteful
spending. Effective implementation of the IFMS makes a major contribution in achieving these
strategic objectives of the University.
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1.2. Statement of the Problem
According to (Hendric,2012) IFMIS is one of the most common financial management reform
practices, aimed at the promotion of efficiency, effectiveness, accountability, transparency,
security of data management and comprehensive financial reporting. Various factors determine
the success of IFMIS development and implementation in developing countries.
Integrated Financial Management Information System /IFMIS/ is one of the primary
informational sources of Management for decision making, planning and controlling in
organizations. The success of organization depends primarily upon the skill and abilities of
management which skills can vary widely among different managers. The organization is not
completely at the mercy of external forces.
There is a broad agreement that a fully functioning IFMIS can improve accountability by
providing real-time financial information that managers can use to administer programs
effectively, formulate budgets, and manage resources (Marie Chene). In Ethiopia, the Integrated
Financial Management Information System /IFMIS/ is a recent phenomenon which has replaced
the Manual and locally developed system so, Governments have found it difficult to provide an
accurate, complete, and transparent account of their financial position to parliament or to other
interested parties, including donors and the general public. This lack of information has hindered
transparency and the enforcement of accountability in government, and has only contributed to
the perceived governance problems in many of these countries. Government of Ethiopia has
introduced IFMIS in the year 2010 in six pilot organizations and then expanded to the other six
including Addis Ababa University.
Therefore, in one way or the other, all these organizations are implementing IFMIS since the date
the deployment was started at their specific premises. However, given well-developed
infrastructure and human capacity requirement of the system in one hand, culture, digital
readiness and management commitment of our governmental entities in the other, it will not be
difficult to imagine the various challenges the implementation could have posed on those
organizations while implementing the system. Therefore, if this system is to settle and continue as
the solution to the Decision making, planning and controlling problems of implementing entities,
the challenges must be studied and addressed properly in line with the context of the hosting
organization and the country. So far no studies have been made in this regard and the role of
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IFMIS is not identified in the context of Ethiopian Governmental organization. Therefore, this
study is intended to fill this gap and planned to investigate the changes of Decision making,
planning and controlling process in Ethiopia taking the case in AAU.
1.3. Objectives of the Study
1.3.1. General Objective
The general objective of this study is to assess the Role of Integrated Financial Management
Information System (IFMIS) in Decision Making, Planning and Controlling: The case of Addis
Ababa University.
1.3.2. Specific Objective

The study will try to address more specific objectives as follows:
i. To analyses the effectiveness of Budgeting process in IFMIS on decision making, planning

and controlling.
ii. To assess how internal control systems in IFMIS affected decision making, planning and
controlling.
iii. To analyses the effectiveness of procurement process in IFMIS on decision making,
planning and controlling.
1.4. Research Questions
1. What is the role of financial reporting systems in IFMIS on decision making, planning and
controlling in Addis Ababa University?
2. How Budgeting process in IFMIS influence on decision making, planning and controlling
in Addis Ababa University?
3. What is the role of internal control systems in IFMIS on decision making, planning and
4. What is the role of procurement process in IFMIS on decision making, planning and
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1.5. Significance of the Study
The study would inform the role of IFMIS. The research was providing insights from a single
case study which would provide a benchmark with which continuous improvement can be made
in other budget units and other pilot projects. The study was identifying the role of an IFMIS.
Thereafter, the study was forward the appropriate recommendations to solve the challenges and
difficulties identified. This study was also generating baseline scientific information for
researchers and students, which would help them to plan further researches on IFMIS and its
implementation in Ethiopia. Finally, academic researchers can now carry out further research in
this area of an integrated financial system in government as suggested in the concluding
statements of the study.
1.6. Delimitation of the Study
In Addis Ababa there are different Federal Government entities began implement IFMIS; out of
these Federal Government entities the researcher selected Addis Ababa University. Besides, it was
not be possible to conduct a research on all Federal Government entities within a short period of
time and due to limited financial resource owned by student researcher. Addis Ababa University
has 16 budget units out of this budget unit only four major budget units that are Main Campus,
CBE, AAIT and CNS implement integrated financial management information system. These
budget units consume about 65% of total budget of the university. Hence the focuses of this study
will be “The Role of Integrating Financial Management Information System (IFMIS) in Decision
Making, Planning and Controlling: The case of Addis Ababa University”.
1.7. Organization of the Study
The study was organized into five chapters. The first chapter deals with background of the study,
background of the organization, statement of the problem, objective of the study, research
questions, significance of the study, delimitation of the study. The second chapter presents the
review of related literature. The third chapter presents the research design and methodology.
Chapter fourth deals with presentation, analysis and interpretation of the data. The last chapter
consists of summary, conclusion and recommendations of the study.
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CHAPTER 2
2. Literature Review
2.1. Introduction
This chapter seeks to review the literature that forms the basis of this study and compares and
Contrasts the findings from previous researchers. Both independent and dependent variables are
also explained in this chapter and finally the summary of the chapter.
2.2. Theoretical Review
According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to
control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for
Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting
& B for Budgeting. But the most widely accepted are functions of management given by
KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling.
According to USAID (2008) report, Integrated Financial Management Information System is an
information system that tracks financial events and summarizes financial information. Generally it
refers to the use of information and communication technology in financial operations to support
management and budget decisions, fiduciary responsibilities and the preparations of financial
reports and statements. In the government realm, IFMIS refers more specifically to the
computerizations of PFM process from budget preparation and execution to accounting and
reporting with the help of an integrated system for financial management of line ministries,
spending agencies and other public sector operations. The principal element that “integrates” an
IFMIS is a common, single, reliable platform database (or a series of interconnected databases)
and from which all data expressed in financial terms flow (Casals, 2004).
According to Lianzuala & Khawlhring (2008), IFMIS refers to the computerization of public
financial management processes, from budget preparation and execution to accounting and
reporting, with the help of an integrated system for the purpose of financial management. This
means IFMIS is filling the gap of the organizations decision, planning and controlling process. It
is supports adequate management reporting, policy decisions, fiduciary responsibilities and the
preparation of auditable financial statements. The introductions of an IFMIS need to be
accompanied by strong commitments, sufficient manpower and financial resources, widespread
internal support and an agenda for effective change management (World Bank, 1994).
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Kotze (2012) argues that implementation of the IFMIS has the effect that existing knowledge and
expertise that was created over a lengthy period of time no longer exists.
There are still challenges related to the clarity of roles with the implementation of IFMIS in the
local sphere where the local treasuries, as important role players, do not have clearly defined roles
and responsibilities. The absence of detailed implementation plans at lower levels, where the
IFMIS is actually implemented, also influences the implementation process negatively (Indeje and
Zheng, 2010; Kotze, 2012).
Dorotinsky (2003) argues that there are a number of ways in which IFMIS can improve public
finance management, but generally IFMIS seek to enhance confidence and credibility of the
budget through greater comprehensiveness and transparency of information. They seek to
improve budget planning and execution by providing timely and accurate data for budget
management and decision making. IFMIS allow a more standardized and realistic budget
formulation across government, while promoting better control over budget execution through the
full integration of budget execution data. They also allow for the decentralization of financial
functions and processes under the overall control of the MOFEC, enhance financial discipline and
control operating costs by reducing administrative tasks and civil servants’ workload.
IFMIS provides an integrated computerized financial package to enhance the effectiveness and
transparency of public resource management by computerizing the budget management and
accounting system for a government. It consists of several core sub-systems which plan, process
and report on the use of public resources, Rodin and Edwin (2008).
The scope and functionality of IFMIS can vary across countries, but sub-systems normally
include accounting, budgeting, cash management, debt management and related core treasury
systems. In addition to these core sub-systems, some countries have chosen to expand their IFMIS
with non-core sub-systems such as tax administration, procurement management, asset
management, human resource and pay roll systems, pension and social security systems and other
possible areas seen as supporting the core modules, Brown (2008).
2.3. Determinants of Decision making, Planning and Controlling

2.3.1. IFMIS and Financial Reporting
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The AAU is responsible provide financial reports for Ministry of Finance and Economic
Cooperation (MOFEC). Within AAU central finance prepares the Monthly, quarterly, semi
annually and annually reports for ministry and stakeholders.
Financial reports retrospectively describe the results of an organization‘s financial transactions
and events in terms of its financial position and performance. According 20 to Simson, Sharma
and Aziz (2011), financial reports aim to improve budget compliance. They provide a means for
internal or external actors to assess government performance. Thurakam (2007) posit that in order
to serve its objectives meaningfully, financial reports must be relevant, accurate, prompt and
authentic. The financial statements must be pertinent for the purpose for which they are meant for.
Irrelevant and unwanted information should be avoided but at the same time material facts must
necessarily be disclosed (Thurakam, 2007). According to Rupanagunta (2006), transactions data
captured in the right formats classified appropriately and presented in simple, easy to use formats
can be used as valuable decision support systems. For instance, capturing the specific function
performed or service rendered and the nature of the expenditure of each financial transaction
undertaken by the government can be used to understand the true cost of service delivery by
activity. Simson et al (2011) elucidate that financial reporting entails extracting and presenting
data from the accounting system in ways that facilitate analysis. Governments produce a range of
reports for internal and external consumption. Typical reports include daily reports on hard cash
flows, monthly reports on financial plan execution, revenue reports, mid-year reports and annual
financial statements or fiscal reports. There are internationally recognized minimum requirements
for annual fiscal reporting. These reports form the basis for the audit general‘s review of
government performance.
The adoption and subsequent use of Chart of Accounts (COA) allows for the continuation of cash
basis reporting – a necessary element of accrual system which serves as the logical step in
improving the data basis of the treasury system. The government must specify reporting
requirements and objectives in two areas; external reporting to provide information for the
legislature and the public as well as other countries, international organizations, overseas
investors and financial market and internal management reporting for government policy makers
and managers. In general the broad requirements for external reporting are specified in the budget
regulations and detailed requirements are given in regulations, instructions and administrative
practices (e.g. reports format) actually in use in Kenya and other developing countries (Mark
22
2007). Mark further noted that from the point of view of resource allocation, increasing emphasis
has been given in recent years to improve reporting standards by linking financial and
performance information and giving a clearer perspective on resource use by using accrual-based
reports in addition to the usual cash-based government accounts. Development of such report
formats is in general accruing mainly in industrialized market economies. Technological business
requires highly skilled staff to ensure operations move smoothly and breakdowns handled with a
record recovery period (Ferdinand, 2006).An IFMIS allows users anywhere within the IFMIS
network to access the system and extract the specific information they need. A variety of reports
can be generated to address different budgeting, funding, treasury, cash flow, accounting, audit
and day to day management concerns (Rozner 2008:1)
IFMIS also seeks to strengthen the efficiency of financial controls by making comprehensive,
reliable and timely financial information available to the Auditor General, parliament,
investigative and prosecutorial agencies, etc., as they improve accounting, recording and reporting
practices through the provision of timely and accurate financial data, a standardized integrated
financial management reporting system and an upgraded computerized accounting system. When
they work well, they make bank reconciliation automatic and allow a closer monitoring of
outstanding bills and cash in bank accounts, Junghun Cho (2003).
Development of such report formats is in general accruing mainly in industrialized market economies.
Technological business requires highly skilled staff to ensure operations move smoothly and
breakdowns handled with a record recovery period (Ferdinand, 2006).
2.3.2. IFMIS and Budgeting
The functional process of budgeting can be categorized as those carried out by the central
agencies and those carried out by the spending ministries and agencies. Those of the former group
are most directly linked to the control framework-indeed one of the main functions of the central
agencies (particularly the ministry of finance) is to ensure that the control framework is properly
applied through government ministries. This functional process covers two interrelated areas;
macro fiscal forecasting, budget preparation and approval, and budget execution, cash
management and accounting. The first set of processes supports the objectives of setting fiscal
policy and strategic priorities. The second set supports the objective of optimizing the use of
budgeted resources and ensuring accountability (Allan, 1999).
An IFMIS provides decision-makers and public sector managers with the information they need
to perform their managerial functions. Rodin-Brown (2008:3) states that an IFMIS provides
23
timely, accurate and consistent data for management and budget decision making. By
computerizing the budget management and accounting system for a government, an IFMIS aims
at improving the quality and availability of information necessary at various stages of public
financial management, such as budgeting, treasury management, accounting and auditing
(Dorotinsky& Matsuda 2001:3).
At the start of the budget cycle, the central agencies generally the ministry of finance send the
sector agencies a budget circular indicating economic prospects and broad policy objectives (in
some cases based on the formal micro economic framework), and giving the parameters within
which the budget for each ministry is to be prepared. The circular may give specific ceilings for
expenditure by each agency and program. The sector agencies respond with their budget
proposals (World Bank, 2004). Since budget requests generally exceeds, negotiating at the
technical level between central and sector agency staff are required to review costing for existing
discussions and are often required to set inter sectarian priorities and priorities among the
program and project proposals to ensure that the selected proposals can be funded within the
macroeconomic framework. The report indicated further that, after preparation of the draft
document, by the executive, the legislature reviews the estimates and approves the budget. This
approved budget becomes the legal basis of the Public Sector Work Program (PSWP) to be
executed by the sectarian ministries. It gives estimates of expected revenues and borrowing and
the amount of expenditure authorized to be spent on approved programs. Once the budget is
approved, the ministry of finance has the task of controlling the release of funds, mounting
progress on budget implementation and managing the cash resources of the government. Warrants
authorized by the ministry of finance are sent to the treasury that is the custodian of the
consolidated fund to make payments out of the consolidated fund or make money available for
payment by the responsible accounting officers.
2.3.3. IFMIS and Internal Control
One of the major benefits of an IFMIS is the impact that it can have on corruption, by increasing
the risk of detection. According to Chene (2009:2), a well-designed IFMIS can provide a number
of features that may help detect excessive payments, fraud and theft. These include, for example,
automated identification of exceptions to normal operations, patterns of suspicious activities,
automated cross-referencing of personal identification numbers for fraud, cross referencing of
24
asset inventories with equipment purchase to detect theft, automated cash disbursement rules and
identification of ghost workers.
Internal control systems are the policies and procedures put in place by the management of a
government agency in order to ensure the agency achieves its objectives and complies with
external laws and regulations. Such policies and procedures tend to cover monetary book-keeping
and reporting, performance monitoring, asset management and procurement (Simson et al., 2011).
As a management tool IFMIS also enables management to do the following: control aggregate
spending and the deficit, prioritize expenditure across policies, programs and projects to achieve
efficiency and equity in the allocation of resources, make better use of budgeted resources,
namely, to achieve outcomes and produce outputs at the lowest possible cost (Hendricks, 2012).
In other words, the benefits anticipated in implementing IFMIS are: enhanced governance,
reduced fraud, transparency and accountability, and better monitoring and evaluation.
According to Oz (2006), the goal of financial managers, including controllers and treasurers, is to
manage an organization‘s money as efficiently as possible. They achieve this goal by collecting
payables as soon as possible, making payments at the latest time allowed by contract or law,
ensuring that sufficient funds are available for day-to-day operations and taking advantage of
opportunities to accrue the highest yield on funds not used for current activities. Simson et al
(2011) pointed out that in order to effectively manage the government‘s cash flow and prevent
debts from accumulating, it is important to monitor the pipeline of future payments. In addition,
procurement is a common source of corruption and therefore procurement systems tend to include
controls aimed to detect and deter corruption via IFMIS.
According to Allan (1999), when a receipt shortfall occurs, it is essential that the treasury be
aware of the commitments for which cash is needed during the year. Tax revenues from custom
duties, income and land taxes are managed by the revenue collection agencies. These revenues are
deposited in local commercial banks and remitted to the government central account in the central
bank. The central bank then sends a daily report to the treasury on inflows to this central account.
Non tax revenue from fees, administrative charges and product sales are also managed by the
collection agencies and transferred to the consolidated fund. The accounting function entails
maintaining records of spending authorizations at the appropriation and funds release levels,
processing expenditure and receipt transactions, maintaining ledger accounts to monitor and
control actual spending and receipts against budget and warrant controls and reporting details.
25
The lack of management information systems for one organization seriously detracts from this
organizational capacity. It is our premise that developing and adopting IFMIS will contribute to
AAU’s capacity by providing information so citizens can make more informed decisions and by
providing a control mechanism that assures that the AAU operates to produce selected services
efficiently and effectively.
2.3.4. IFMIS and Procurement
IFMIS practices if effectively implemented may result in a number of benefits in the public
procurement performance such as enhanced transparency and compliance, increased performance
and quality, and economic development (Mutui, 2014). The improved transparency of the public
sector operation will itself will lead to improved efficiency of financial controls and other
expenditure management procedures, rapid expedition of many transactions at once, rapid
compilation of data from many sources for improved financial analysis and decision making and
improved consistency of information and improved checks and balances.
Performance provides the basis for an organization to assess how well it is progressing towards its
predetermined objectives, identifies areas of strengths and weaknesses and decides on future
initiatives with the goal of how to initiate performance improvements (Deasy, Gareth, Scott, and
Ringwald, 2014). The primary goal of performance evaluation is to increase organizational
effectiveness and efficiency to improve the ability of the organization to deliver goods and /or
services (Sababu, 2001).
Procurement performance evaluation may be defined as the quantitative or the qualitative
assessment over a given time towards the achievement of corporate and operational goals and
objectives relating to purchasing economies, efficiency and effectiveness. Quantitative objectives
are measurable using such measures as number of orders placed, reduction in lead times, price
savings and reduced administrative costs and will tend to be used when purchasing is regarded
mainly as a clerical and transactional activity (Knusden, 1999). Lysons et al, (2006) defines
purchasing procurement performance evaluation as the quantitative or qualitative assessment over
a period of time towards the achievement of corporate or operational goals and objectives relating
to purchasing economies, efficiency and effectiveness. Procurement performance is considered to
be the result of two elements: purchasing effectiveness and purchasing efficiency (Chene, and
Hodess, 2009). This means that procurement performance is not an end in itself but a means to
effective and efficient control and monitoring of the purchasing function (Deasy, etal, 2014).
26
There are a number of ways used to determine the performance of procurement performance some
of which include procurement time, cost of procurement and the accuracy with which
procurement function is carried out. Christopher (1992) notes that to evaluate performance based
on time, one would seek to know the timing of suppliers’ actual delivery performance against
promised, time taken to process requisitions and time taken up with remedial action while cost
evaluation will determine the amount saved by the company in procurement function. Major
setbacks in public procurement include poor procurement planning and management of the
procurement process, needs that are not well identified and estimated, unrealistic budgets and
inadequacy of skills of procurement staff responsible for procurement (Mbae, 2014).
Knowledge and skill of IFMIS are required for its application otherwise if users are not literate to
IFMIS, they will be uncertain regarding the functional processes of IFMIS, which may delay the
implementation process and lead to mistakes. The fear to make mistakes also leads to resistance
towards IFMIS which may impact negatively on its successful implementation. Furthermore,
there are still challenges related to the clarity of roles with the implementation of IFMIS in the
local sphere where the local treasuries, as important role players, do not have clearly defined roles
and responsibilities. The absence of detailed implementation plans at lower levels, where the
IFMIS is actually implemented, also influences the implementation process negatively (Indeje and
Zheng, 2010; Kotze, 2012).
An IFMIS generally implies fundamental changes in operating procedures and should be
preceded by a detailed functional analysis of processes, procedures, user profiles and
requirements that the system will support (Chêne 2009). The changes associated with the
introduction of IFMIS should be communicated to the staff so that the staff also have the same
understating and embrace it. Limited involvement and some neglect of the system by the main
players including the ministry of finance, accountant general and pilot ministries will negatively
affect the implantation of IFMIS. Hence, the introduction of an IFMIS should be accompanied by
strong commitments, sufficient manpower and financial resources, widespread internal support
and an agenda for effective change management (World Bank, 1994).
2.4. Empirical Review

Governments in developing countries are increasingly exploring methods and systems to
modernize and improve public financial management. For example, over the years, there has been
27
an introduction of the Integrated Financial Management Information System (IFMIS) as one of
the most common financial management reform practices, aimed at the promotion of efficiency,
effectiveness, accountability, transparency, security of data management and comprehensive
financial reporting. The scope and functionality of IFMIS varies across countries, but normally it
represents an enormous, complex, strategic reform process (Chene 2009).
Integrated financial management information system is an information system that tracks
financial events and summarizes financial information. Several studies have been conducted to
establish the relationship between IFMIS and management performance. Managers are
responsible for the performance of an organization. They control financial reports, direct
investment activities, and develop strategies and plans for the long-term financial goals of their
organization.
The other study established that the effect of integrated financial management information
systems on the financial management of public sector in Kenya: a case of the Kenyan ministries.
The study focused on 42 government Ministries in Kenya where 30 accountants involved in the
use of Integrated Financial Management Information Systems were surveyed and Data was
analyzed both primary and secondary questionnaires and review of economic survey and
statistical abstract. The study found out that IFMIS has greatly contributed to improvement in
financial management in Kenya. Muigai (2012)
The findings of a study conducted by Musee (2011) in Kenya indicated that there were negative
effects of resistance on the effective use of IFMIS. It is clear that staff resistance (sabotage) was
passive but its effects were frustrating to the use of IFMIS fully. In addition, Musee (2011)
demonstrated that there was significant influence of lack of top management commitment on the
effective use of IFMIS. In his study, Musee (2011) concluded that management carelessness in
supporting the IFMIS system had largely affected the effective use of the system by employees
and that there was significant influence of the perceived system complexity on effective use of the
system.
Is the process initiated for the purchase of goods and services? Specific to the subject research it
implies the planning, sourcing, acquisition and utilization of goods and services by a public entity
within the laid down regulations. (Miheso, 2013) it is a plan that enhances the reporting
28
capabilities to support budget planning, the process should be able to, process planning,
requisition procurement of goods & services and payment of suppliers and may include a basic
procurement process such as purchase, requisition, receipt matched to invoices when delivered,
then payment. It may also entail complex cycle such as use of different sourcing rules to
determine suppliers shipping notification (Ipwin, 2006), creation of invoices from the inspection
process and payment into the supplier bank account.
This study also done in Kenya by C. K. Kahari et.al (2015) asserted that capacity and skills of
IFMIS users had a positive effect on the implementation of IFMIS. In addition these authors
recorded that the relationship between staff resistance and IFMIS implementation was strong,
negative and statistically significant. C. K. Kahari et.al(2015) concluded that in order to enhance
the implementation of the system, the County Government should ensure that the staff resistance
is addressed and they figure out that further improving the capacity and skills of IFMIS users
would enhance the implementation of IFMIS.
This is the process of producing reports or statements that disclose an organizations financial
status to management, investors and the government. It encompasses the preparation and
submission of financial returns. Financial reporting is one of the most important modules in
IFMIS. (Selfano, Peninah, & Sarah. 2014) the reports generated by the module are; bank
reconciliation statements, financial accounts, trial balance, imp rest register, asset registers, and
monthly returns among others. The adoption and subsequent use of Chart of Accounts allows for
the continuation of cash basis reporting - a necessary element of accrual system which serves as
the logical step in improving the data base of the treasury system as far as financial reporting is
concerned. The government must specify reporting requirements and objectives in two areas;
external reporting to provide information for audit purposes and internal reporting for policy
makers.
Budgeting module ensures the distribution and control at the level of planned data, revenues,
expenses/expenditures and liabilities (commitments). Budget module provides for the procedures
of budget data maintenance, accounting and control through integration of medium term
expenditure framework (MTEF) (Government of Kenya, 2003). The budget appropriations can be
registered in the system in the form of structured budget plan, presented as listing of budget items
by organizational units. The structured budget plan has a hierarchical structure, which provides a
basis for budget data input into the system and is formed within the limits of a financial year. The
29
application of such mechanism allows tracking of all amendments introduced into the budget data.
The module has control functions for commitments and payments amounts in order not to exceed
the planned data.
Ponemon and Nagida, (1990) also asserts that the main reason for which accounting information
is generated is to facilitate decision making. However, for financial reporting to be effective,
among other requirements, it is relevant, complete and reliable. These qualitative characteristics
require that the information must not be unfair nor has predisposition of favoring one party over
the others. Accounting information should give a decision maker the capacity to predict future
actions. It should also increase the knowledge of the users to identify similarities and differences
in two type of information (Bolon, 1998).
The study by Dener and Young (2013) attempted to explore the effects of IFMIS on publishing
open budget data and identify potential improvements in budget transparency, and provide some
guidance on the effective use of IFMIS platforms to publish open budget data. The study
identified 20 key and 20 informative indicators drawn from the public finance websites of 198
economies to assess the status of government websites for publishing open budget data from
IFMIS. The study established that despite the widespread availability of 176 IFMIS platforms
used by 198 governments around the world, good practices in presenting open budget data from
reliable IFMIS solutions are highly visible in only 24 countries (12%).
Barry (2001) investigated the guidelines for public expenditure management in the government
ministries. The study established that the level of complexity of IFMIS is 24 much higher than
other ICT-based government reforms due to inherent complication of public financial
management system. It involves not only ministry of finance but also all line ministries and other
multiple spending units. However, integrated public financial management system is quite a
challenging task and requires multiple conditions to be satisfied for successful implementations of
long term sustainability. The study recommended that the introduction of IFMIS system should
not just be seen as a technology fix, since simply automating tasks that did not need to be carried
out in the first place rather IFMIS implementation should be seen as a public financial reform that
affects how things are done across government ministries and parastatals.
In a research conducted by Mobegi (2009), he found out that 61% of the ministry staff believed
that implementation of IFMIS was way behind schedule while 33% believed that it was on
course. 3% believed that IFMIS was successful while 11% believed that it was not successful.
30
52% believed that transparency had been achieved while 62% believed that IFMIS had improved
economic governance. 47% believed that it had reduced corruption while 78%believed that
IFMIS provided sufficient information for decision making.
Another study conducted in Kenya by Karanja and Ng’ang’a (2014) asserted that there was
significant relationship between cost and IFMIS implementation in Kenyan government
ministries. On top of this, these authors recorded that there was a strong association between
organizational commitment and IFMIS implementation in government ministries in Kenya.
Moreover, Karanja and Ng’ang’a (2014) reported that there was significant relationship between
Management support and IFMIS implementation in government ministries in Kenya.
In addition, another study conducted by Casals (2009) notes that generally, the term “IFMIS”
refers to the use of information and communications technology in financial operations to support
management and budget decisions, fiduciary responsibilities, and the preparation of financial
reports and statements. In the government realm, IFMIS refers more specifically to the
computerization of public financial management (PFM) processes, from budget preparation and
execution to accounting and reporting, with the help of an integrated system for financial
management of line ministries, spending agencies and other public sector operations (GOK,
2011).
Various studies having been conducted both internationally and locally on Implementation of
IFMIS. Nyabuto (2009) undertook a Survey of the Extent of Implementation of Integrated
Financial Management Information System as a tool for sustainable financial management in
government. The study revealed that there was resistance in the Ministries for the use of IFMIS.
Kakwezi and Nyeko (2010) conducted a study on procurement processes and performance:
Efficiency and effectiveness of the procurement function in Uganda and found out that other than
financial measures, non-financial measures also contribute significantly in the procurement
process and performance. Kimwele, (2011) conducted a study on the factors that have hampered
effective implementation of the Integrated Financial Management Information System in Kenya
public sector.
The IFMIS in Ethiopia has been part of a larger transformation of its PFM to international
standards, because the change aligned with the four known drivers of public sector reform:
context, ownership, purpose, and strategy (Peterson, 2011). Peterson (2011) argues that PFM
reform in Ethiopia succeeded because it built a stable and sustainable „plateau‟ that is appropriate
31
to local context, instead of aiming for a risky and irrelevant „summit‟ of international best
practice. To support of rapid government decentralization, the reform successfully adopted a
strategy of „recognize, improve, sustain‟.
2.5. Summary of Literature
From the literature reviewed in this chapter, various scholars have addressed the role of IFMIS in
management performance. Since the launch of IFMIS in Ethiopia, most of the government
agencies have had to adapt to the system. The success of it can only be achieved through efficient
financial management. Thus this section will provide a review of empirical studies on the
influence of IFMIS through financial reporting, budgeting, internal control and procurement on
management performance.
The study reviewed that IFMIS seeks to enhance confidence and credibility of the budget through
greater comprehensiveness and transparency of information and allow a more standardized and
realistic budget formulation across government, while promoting better control over budget
execution through the full integration of budget execution data. The study also reviewed that
financial reports aim to improve budget compliance and that IFMIS provide a means for internal
or external actors to assess government performance. IFMIS role is to connect, amass, process,
and then provide financial information to all parties in the budget system on a continuous basis. It
was also reviewed that IFMIS also enables management to do the following: control aggregate
spending and the deficit, prioritize expenditure across policies, programs and projects to achieve
efficiency and equity in the allocation of resources, make better use of budgeted resources,
namely, to achieve outcomes and produce outputs at the lowest possible cost and finally it was
reviewed that IFMIS assists management in ensuring accountability for the deployment and use of
public resources and in improving the effectiveness and efficiency of public expenditure
programs.
Many of the studies appreciate that effective organization management is critical regardless the
stage of organization’s decision-making planning and controlling functions. There however
remain unraveled challenges on the full implementation of IFMIS inhibiting efficient utilization
of organizations’ resources as well as effective management. A critical review of the literature
show that several conceptual and contextual research gaps exist in the role of IFMIS on the
32
organizations performance and the effects of IFMIS implementation on the effective management
at the governments particularly in the developing countries.
2.6. Literature Gap

Many of the studies appreciate that effective organization management is critical regardless the
stage of organization’s decision-making planning and controlling functions. There however
remain unraveled challenges on the full implementation of IFMIS inhibiting efficient utilization
of organizations’ resources as well as effective management. A critical review of the literature
show that several conceptual and contextual research gaps exist in the role of IFMIS on the
organizations performance and the effects of IFMIS implementation on the effective management
at the governments particularly in the developing countries.
However, empirical studies have been conducted according to the study have addressed other
aspects for example cash management, public finance management and performance
implementation of IFMIS in Ethiopia and others countries but on this title the role of IFMIS on
decision making planning and controlling there is no previous study therefore the researcher will
preciously to discuss it in order to fill this gap.
Chapter Three
3. Research Methodology and Design
33
3.1. Introduction
This chapter gives a detailed outline of how the study was carried out. It describes the research
design, the target population, the sample and sampling procedure, research instruments, data
collection and data analysis procedure.
3.2. Research Design
Research design provides the frame work for the collection and analysis of data which aids in
answering the research questions. The study was used a descriptive survey study research design
which aims at examining the role of IFMIS on decision making, planning and controlling in AAU.
A descriptive survey is usually concerned with describing a population with respect to important
variables with the major emphasis being establishing the relationship between the variables. The
advantage of this type of research design is that it is easy to understand as recommended by
(Kothari, 2005).This design attempts to collect data from members of the population and
describes existing phenomenon.
This is the research design that was used to establish the role of integrated financial management
information system on decision making, controlling and planning of Addis Ababa University.
3.3. The target population
The target population in this study was all management and staff in the number 1450 from AAU
four Campuses deployed IFMIS in president and vice president offices, Budget& Finance
Directorate that includes in front office, back office /financial report prepares/, office of budget,
and at Procurement& Property Administration Directorate, internal audit, and planning
department where the IFMIS are in use the researcher more focused on Budget & Finance
Directorate and at Procurement& Property Administration Directorate as a source of data
3.4. Sampling technique
The sample size in this study was 314 respondents drawn from the target population uses the
Yamane’s (1967) formula n = N / 1 + N(e)^2. These comprising users of the IFMIS selected
from the president and vice president offices, Budget & Finance Directorate that include; in front
office, back office /financial report prepares/, office of budget, and at Procurement& Property
Administration Directorate, internal audit and planning department. This aimed at achieving
comprehensive and reliable data. A sampling technique is a method of choosing a subset of units
from target population for the purpose of collecting data (Cooper & Schindler, 2003). There are
34
different sampling techniques like simple random sampling, cluster, and quota, stratified among
others. Simple random sampling technique was used for this study. As it is impossible to collect
from the all population (when the numbers are not manageable) the required data was collected
from the sample respondent. According to Kothari (2004), at least 30 percent of the target population
is a recommended size to study the population.
Category Population Sample size Percentage

587
Main Campus 128 21.80579
198
CBE 42 21.21212
381
A.A.I.T. 81 21.25984
284
Natural science 63 22.1831
Table 3. Sample size
3.5. Data Collection Instrument
Data collection methods are ways of gathering information on targeted variables in a systematic
fashion that enables answering of relevant questions and evaluate out comes. Examples of data
collection methods include questionnaires, surveys, and interviews.
First of all, the student researcher proposed questionnaire. Then, the questionnaire was given to
experts working by IFMIS so as to assess and forward their comments on how well the items in
the questionnaire covered the content area and make necessary amendments. Second, for further
examination and constructive adjustment, the questionnaire was submitted to the academic
advisor.
Next, prior to conducting the actual research, pilot test was conducted in one Ministry office
implement IFMIS that was not included in the sample study so as to assess the validity and
reliability of the instruments and check whether the items included in the instruments enable the
student researcher to gather relevant data/information or not. Accordingly, ten experts using
simple random sampling and one director & Coordinator purposively selected for the pilot study
and filled the questionnaire. All of them replied the questionnaire and suggested that the proposed
questionnaire was helpful so as to collect information about the issue raised in the study. Besides,
they noticed that orientation should be given to respondents prior to distributing the actual
questionnaire. This assisted the student researcher to gather relevant information. Following this
35
orientation was rendered to respondents on the objectives of the study & on how the questionnaire
was to be filled.
The data collection instrument in this study was questionnaires. The research questions were both
open-ended and closed loop. A survey questionnaire is designed to apply to a heterogeneous
sample selected from the large population of respondents (Burns, 2000). A questionnaire is
defined as a formalized schedule or form, which contains an assembly of carefully, formulated
questions for information gathering (Wong, 1999). Partially Open-ended and closed loop
questions allow easy data analysis, interpretation, and tabulation. The questionnaire was used to
collect data from the AAU Management and staffs.
The Questionnaire was divided into eight sections. The first section outlined the required
demographic information, the second to fifth sections represented each variable related to the
specific objectives and the six to eight represented the main objective which is decision making,
planning and controlling. The variables of the study were measured in interval scale on a five-
point Liker scale to determine respondents’ opinion on the role of IFMIS on decision making,
planning and controlling.
3.6. Method of Data Analysis
Data analysis is the collecting and organizing of data so that a researcher can come to a
conclusion. Data analysis allows one to answer questions, solve problems, and derive important
information (Orodho, 2009). The collected data was organized to draw meaningful conclusions
and information. The collected data was entered into the Statistical Package for the Social
Sciences (SPSS) software for analysis.
The data was analyzed quantitatively. This is because quantitative analysis enables the user
statistics to give a better understanding of data collected. The qualitative analysis which entails
answers from the open-ended questions was carried out by organizing data into similar themes
and tallying the number into similar responses.
Descriptive analysis begins with summaries of continuous variables in form of means for the
continuous variables. Tables of frequencies (percentages) were created for the categorical
variables and presentation using graphs or charts as appropriate.
Data presentation is the method by which people summarize, organize and communicate
information using a variety of tools, such as diagrams, distribution charts, histograms, and graphs.
36
The methods used to present mathematical data vary widely. Common presentation modes
including coding data, data analysis, drawing diagrams, box plots tables, pie charts and
histograms (Kothari, 1999). In this study, the results and conclusions are presented using graphs,
charts, and tables for easy reading.
CHAPTER FOUR:
4. DATA ANALYSIS, RESULTS AND DISCUSSION
37
4.1 Introduction
This chapter provides the details as regards data analysis results and discussions of the study
findings as set out in the research objective and research methodology. The study sought to
establish the extent to which IFMIS been adopted in AAU and its role on decision making,
planning and controlling in AAU. The primary data was gathered from the questionnaire as the
research instrument, the study used Likert scale in collecting and analyzing the data whereby a
scale of 5 points were used in computing the means and standard deviations.
4.2. Response Rate
The study targeted 314users of IFMIS at the AAU. Out of the 314 questionnaires distributed only
283 questionnaires were filled and returned. This gave a response rate of 90%. According to
Mugenda and Mugenda (2003) a statistically significant response rate should be at least 50%. The
results are shown in the table below in Table 4.1:
Response rate Frequency Percentage %
Response 283 90%
Non response 31 10%
Total 314 100%
Table 4.1 Response Rate
4.3. General Information

The study targeted a sample size of 314 from the president and vice president offices, Budget &
Finance Directorate that include; in front office, back office /financial report prepares/, office of
budget, and at Procurement& Property Administration Directorate, internal audit and planning
department in the target institutions respondents from which 283 filled in and returned the
questionnaires making a response rate of 90%. The response rate was representative as according
38
to (Mugenda, 1999), a response rate of 50% is adequate for analysis and reporting; a rate of 60%
is good and a response rate of 70% and over is excellent. Based on the assertion, the response rate
was considered to be excellent and satisfactory to make conclusions for the study.
The findings confirmed that majority (61%) was male and 39% were female. This implies that
even though most of the responses emanated from males there was gender balance.
4.3.1. AAU Staff of Four Campuses
Academic staff Administrative staff

No. Campuses Male % Female % Total Male % Female % Total
in No. in No.
1 Main campus 88% 12% 84 45% 55% 409
2 F.B.E. 94% 6% 56 17.50% 82.50% 97
3 AAIT 88% 12% 161 40% 60% 307
4 Natural Science 89% 11% 143 32% 68% 193
Table 4.2.AAU Staff of Four Campuses

4.4. Background Information
This section presents the background information of the study. It presents the characteristics of the
respondents who provided information for this study.
4.4.2 Age of the Respondents

Figure 4.2 shows that majority of the respondents (29%) were of the age bracket 23-35 years
representing a group of senior youth. while 39% of the respondents were aged between 35-45
years. Approximately 32% of the represents were above the age of 45 years.
39
Ages of the respondents
23-35
35-45
Above 45
.
Figure 4.2. Age of the respondents
4.4.3 4.4.3 Division of the Respondents

Table 4.3 shows the division of the respondents who took part in this study. The main categories
targeted by the study were AAU staff members (87%) administrative such as accountants,
directors, procurement staffs and internal auditors (13%) and staff from the academic working
with IFMIS like departments heads. A close examination of the results shows that administrative
staff of AAU in relations to IFMIS. This shows that the study majority of the respondents worked
in administrative wing in different departments and could provide reliable answers based on their
experiences and day to day activities.
Main category Sub categories Percent

Administrative staff Directors 29
Finance (Accountants & AP approvers) 34
Procurement 13
Internal auditors 11
Percentage of Administrative staff 87
Academic staff Department heads 13
Percentage of Academic staff 13
Total 100
Table 4.3. Division of the respondents
4.4.4 Highest level of Education
40
The education level of a person may determine a person’s judgment and perception and even
understanding. Figure 4.4 show that 2% of the sample population had certificate, 19 % had
Diploma, 58% of the sample population had first degrees followed by 18% who had masters and
2% had PHD while the least proportion of the sample population had Professor qualifications
only 1 person.
Label of Education
60%
50%
40%
30% Label of Education
20%
10%
0%
at
e a
re
e rs D or
m te PH s
if
c lo eg
as f es
rt ip D M o
Ce D Pr
Figure 4.4. Label of Education
4.4.5 Experience of the Respondents
Experience is an accumulated knowledge of something which a person interacts or does on a

regular basis. It is premised that with time, the person becomes more aware of the activity and
increases his efficiency of working through learning. People with a lot of experience are
considered more able and better than those without. Figure 4.5 shows that 74% of the respondents
were of the age bracket 5-10 and 11-20 years, followed by 15% who had experience of above 20
years while the least proportion of 11% represented those who had less than 5 years’ experience.
This implies that majority had more than 5 years’ experience in their respective departments and
had adequate knowledge of how IFMIS works and had influenced their operations given that
IFMIS was introduced recently.
41
Experience of the respondents
40%
35%
30%
25%
20% Experience of the
15% respondents
10%
5%
0%
s s s s
ear ear ear ear
Y Y Y Y
5 10 0 21
w 5- -2 e
lo 11 ov
Be Ab
Figure 4.5. Experience of the respondents
4.5. Role of Financial Report in IFMIS on Decision making, Planning and Controlling
The first objective of the study focused on Role of Financial Report in IFMIS on Decision making,
Planning and Controlling in AAU. This section therefore, provides findings on the Role of Financial
Report in IFMIS on Decision making, Planning and Controlling in AAU.
4.5.1. Descriptive Statistics of Financial report in IFMIS
This section discusses the descriptive statistics of the financial report in IFMIS in the AAU. The
data was captured using five–point likert scales of 1-5 points. The researcher used the
respondents’ percentage, mean and standard deviation. The descriptive tests undertaken are shown
in table 4.3.
Table 4. 3 Descriptive statistics- Financial report in IFMIS

Descriptive Statistics
42
SD
SA
Mean
Std. Deviation
M
Statements
I get sufficient information from Financial 7.42% 8.2% 16.80% 36 % 31.58% 255 3.78 1.170
report in IFMIS to Decision compare with
former software
I get sufficient information from Financial 6.91% 4.47% 25.61% 34.15% 28.86% 246 3.74 1.132
report in IFMIS to planning compare with
former software
I get sufficient information from Financial 5.45% 7.64% 26.91% 35 % 25 % 275 3.67 1.099
report in IFMIS to controlling function compare
with former software
I can easily extract and present data from IFMIS 5.49% 13.92% 32.91% 29.11% 18.57% 237 3.41 1.108
in ways that facilitate analysis
I can access IFMIS to derive the specific 9.89% 15.59% 33.08% 30.04% 11.41% 263 3.17 1.132
information I require to carry out my work
Through IFMIS, I am able to reconcile 10.48% 21.77% 26.21% 30.65% 10.89% 248 3.10 1.173
transactions data in real-time
IFMIS accurately discloses the financial position 6.36% 3.89% 29.33% 23.16% 28.27% 283 3.72 1.109
to the public
The IFMIS system enables me to generate 6.71% 6.71% 33.22% 29.68% 23.67% 283 3.57 1.123
custom reports for internal and external use
I can easily access non-financial information 16.25% 8.13% 27.56% 31.45% 16.61% 283 3.24 1.288
from IFMIS such as employee number …
IFMIS offers real-time financial information that 12.86% 9.13% 30.71% 32.78% 14.52% 241 3.27 1.203
enhance my decision making abilities
Table 4.3 displays the results on Financial Reporting in IFMIS affect Decision making, Planning
and controlling in AAU. The study shows that most (36%) of the respondents get sufficient
information from financial report in IFMIS to Decision compare with former software and
(31.58%) strongly agreed that get sufficient information from financial report in IFMIS to
Decision compare with former software. Most of the respondents (34.15%) agreed get sufficient
information from financial report in IFMIS to planning compare with former software and (35%)
43
of the respondents get sufficient information from financial report in IFMIS to controlling
function compare with former software.
When asked whether the easily extract and present data from IFMIS in ways that facilitate
analysis, most (29.11%) agreed. Further, most of the respondents (30.04%) I can access IFMIS to
derive the specific information I require to carry out my work. However, the respondents
(33.08%) Moderate or average indicating that there was wide dispersion of the responses. This in
turn showed lack of consensus implying that some of the respondents believed that I can’t access
IFMIS to derive the specific information I require to carry out my work as well.
From the findings, majority of the respondents (30.65%) agreed that Through IFMIS, I am able to
reconcile transactions data in real-time. Majority of the respondents (29.33%) IFMIS accurately
discloses the financial position to the public Moderate or average. A proportion of (28.27%)
strongly agreed that IFMIS accurately discloses the financial position to the public.
Approximately, (29.68%) of the respondents agreed and (33.22%) Moderate and (23.67%)
strongly agreed The IFMIS system enables me to generate custom reports for internal and external
use. This shows that while most of the people enable to generate reports from IFMIS, there were
an insignificant number of others who disable generate reports.
The role of the system was associated with other positive aspects. For example, the results show
that majority of the respondents (31.45%) agreed that easily access non financial information
from IFMIS. Lastly, (32.78%) respondents agreed the system offers real time financial
information that enhances decision making abilities.
When asked on how Financial report in IFMIS had role on decision making, planning and controlling,
most of the respondents cited that it get real time report, enhanced retrieval of information, and easy
access to information to support for decision making, planning and controlling.
4.6. The role of Budgeting process in IFMIS on Decision making, Planning & controlling.
The second objective of the study focused on the role of budgeting process in IFMIS on decision
making planning and controlling of AAU. Thus this section presents tests on the budgeting
process in IFMIS and how those Budgeting process in IFMIS influence the decision making
planning and controlling process.
4.6.1. Descriptive Statistics of Budgeting process in IFMIS
This section discusses the descriptive statistics which were tested on the data collected on
budgeting process in the IFMIS system. The data was collected on a five point likert scale and
analysed using percentage, mean and standard deviation. The results are shown in table 4.4
44
Table 4.4. Descriptive Statistics of Budgeting process in IFMIS
SD
SA
Mean
Std. Deviation
M
Statements
I get sufficient information from budgeting

process in IFMIS to Decision compare with 6% 10% 31% 29% 24%
217 3.53 1.143
former software

process in IFMIS to planning compare with 4% 8% 30% 32% 26%
253 3.68 1.056
former software

process in IFMIS to controlling function 7% 12% 32% 30% 19%
227 3.42 1.135
compare with former software
Maintains Budget Distributed and Budget

8% 16% 29% 28% 19%
Committed 275 3.33 1.188
The Implementation of IFMIS there is enhance

confidence and capability of the AAU Budget 16% 13% 30% 25% 16% 275 3.11 1.275
I get Approved budget, executed budget and

remaining budget report from IFMIS 3% 6% 28% 37% 26% 256 3.78 .994
I get Detail budget report by each program and

5% 11% 31% 32% 21% 270 3.53 1.082
each budget code.
After implementation an IFMIS in AAU

Increases Utilized budget in my office 4% 8% 31% 37% 20% 261 3.62 1.006
After implementation of IFMIS in AAU 6% 9% 30% 29% 26%

270 3.61 1.134
reduced over budget uses
Valid N (list wise) 92
Table 4.4 displays the results on Budgeting process in IFMIS affect Decision making, Planning and
controlling in AAU. The study shows that (31%) of the respondents moderate or average get
sufficient information from budgeting process in IFMIS to Decision compare with former
software and (29%) agreed that get sufficient information from budgeting process in IFMIS to
Decision compare with former software. Most of the respondents (32%) agreed get sufficient
information from budgeting process in IFMIS to planning compare with former software and
45
(32%) of the respondents get sufficient information from budgeting process in IFMIS to
controlling function compare with former software.
When asked whether maintains budget distributed and budget committed (28 %) agreed. Further,
most of the respondents (30 %) moderate the implementation of IFMIS there is enhance
confidence and capability of the AAU budget. However, the respondents (25%) agreed. From the
findings, majority of the respondents (37 %) agreed that I get approved budget, executed budget
and remaining budget report from IFMIS. Majority of the respondents (32 %) agreed that I get
detail budget report by each program and each budget code. A proportion of (31 %) moderate that
I get detail budget report by each program and each budget code. Approximately, (37 %) of the
respondents agreed and (31 %) Moderate after implementation an IFMIS in AAU increases
utilized budget in my office. Lastly, (30 %) respondents moderate and (29%) agreed after
implementation IFMIS in AAU reduced over budget uses.
When asked on how Budgeting process in IFMIS had role on decision making, planning and
controlling, most of the respondents cited that it get real budget report and detail budget performance
report from the system these support for decision making, planning and controlling.
Table 4.5. AAU Capital Budget Performance
Budget Approved Adjusted Budget Expense Percentage

Year E.C Budget %
2004 312,732,000.00 284,083,248.93 283,253,978.34 90.57
2005 426,013,969.66 333,841,800.00 273,452,511.36 64.19
2006 505,658,300.00 442,484,797.80 442,484,797.80 87.51
2007 465,000,000.00 473,306,666.66 466,917,445.66 100.41
2008 540,014,000.00 899,858,489.21 890,395,408.93 164.88
2009 655,561,000.00 942,107,095.68 924,828,210.01 141.07
From:- Addis Ababa University Construction Project Finance 2017 report
46
1,000,000,000.00
900,000,000.00
800,000,000.00
700,000,000.00
600,000,000.00
Approved
500,000,000.00 Budget
Adjusted
400,000,000.00 Budget
300,000,000.00
200,000,000.00
100,000,000.00
-
2004 E.C 2005 E.C 2006 E.C 2007 E.C 2008 E.C 2009 E.C
N.B. The average achievement of the first three years /2004-2006/ is 80.76% (333,063,762.47
Birr) and for the average achievement of the last three years /2007 & 2009/ after implementation
of IFMIS 135.45% (760,713,688.20 Birr) the difference increase by 54.69% this is one
implication of improved AAU decision making, planning and controlling process by deployed of
IFMIS.
4.7. The role of Internal control in IFMIS on Decision making, Planning & controlling.
The third objective of the study was on the role of internal control in IFMIS on decision making
planning and controlling of AAU. This section covers the findings on objective three of the study
on the internal control in IFMIS and its role on decision making planning and controlling process.
The results are shown and discussed the following table.
4.7.1. Descriptive Statistics of Internal control in IFMIS
This section discusses the descriptive statistics which were tested on the data collected on internal
controls in the IFMIS system. The data was collected on a five point likertscale and analysed
using percentage, mean and standard deviation. The results are shown in table 4.6
47
Table 4.6 Descriptive Statistics of Internal Control in IFMIS
SD
SA
Mean
Std. Deviation
M
I get sufficient information from Internal control
process in IFMIS to Decision compare with former 10% 15% 29% 33% 13%
257 3.23 1.158
software

process in IFMIS to planning compare with former 8% 14% 30% 31% 17%
254 3.34 1.161
software

process in IFMIS to controlling function compare with 8% 15% 23% 29% 25%
227 3.48 1.231
former software
The system monitors unsettled prepayments 5% 9% 29% 35% 22%

251 3.63 1.060
IFMIS can trace all the stages of a transaction process

hence enhancing transparency and accountability of the 12% 7% 32% 30% 19%
253 3.36 1.216
process
I can follow payment of goods & service rendered in 9% 16% 26% 27% 22%
IFMIS 265 3.38 1.237
We use passwords to access IFMIS -- --- --- --- 100%

283 5.00 .000
IFMIS provides auditable financial statements from the -- 2 --- 75% 23%
AAU 283 4.19 .532
I acquire detail information about Account receivable & 1% -- 2% 57% 40%

Account payable of AAU. 270 4.35 .632
IFMIS has segregated duties to different individuals -- -- -- 31% 68% 278 4.67 .516
Table 4.6 shows the results on descriptive tests done on data collected on internal controls. From
the results, 33% of the respondents agreed that they get sufficient information from internal
control in IFMIS to decision compare with former software. Most of the respondents (31%)
agreed get sufficient information from internal control process in IFMIS to planning compare
with former software and (39%) of the respondents get sufficient information from internal
control process in IFMIS to controlling function compare with former software. Another control
established was the system monitors unsettled prepayment of suppliers as indicated by 57% of the
48
respondents (35% agreed and 22% strongly agreed). Approximately, 49% of the respondents
(30% agreed and 19% strongly agreed) agreed that the system can trace all the stages of a
transaction process hence enhancing transparency and accountability of the process and the most
respondents (27%) agreed that they can follow payment of goods and service renders through the
system.
From the results, a proportion of 100 % of the respondents strongly agreed that they used a
password to access IFMIS. The mean was 5 indicating that generally the respondents strongly
agreed. Thus, one of the controls which IFMIS had were passwords to access the system meaning
that only the recognized and authorized persons could access and use the system. Approximately,
98% of the respondents (75%agreed and 23% strongly agreed) agreed that the system provide
auditable financial statements. 57% and 40% respondents respectively agreed and strongly agreed
that they acquire detail information about account receivable and account payable of AAU. Lastly,
the results were further affirmed by the fact that IFMIS had segregated the duties to different
persons as indicated by 99% of the respondents (31 % agreed and 68 %strongly agreed). It can
thus be deduced that, IFMIS had split the roles and duties as an internal control so that no single
individual could carry out all the activities in IFMIs system.
These results prompted the supposition that the use of the IFMIS internal controls promoted
decision making, planning and controlling process.
Further, the respondents also indicated other effects and benefits on how internal control had role
on decision making, planning and controlling process. These include enhancing accountability
and transparency, ease in monitoring and regulation of the process, improving information
security (no unauthorized access),made the processes faster (less time consuming) and general
improvement in service delivery.
4.8. The role of procurement process in IFMIS on Decision making, Planning & controlling.
The fourth objective of the study was on the role of internal control in IFMIS on decision making
planning and controlling of AAU. This section covers the findings on objective four of the study
on the procurement process in IFMIS and its role on decision making, planning and controlling
process.
4.8.1. Descriptive Statistics of procurement process in IFMIS
49
procurement process in the IFMIS system. The data was collected on a five point likertscale and
Table 4.7 Descriptive Statistics of Procurement in IFMIS
SD
SA
Mean
Deviation
M
Std.
Statements
I get sufficient information from procurement

process in IFMIS to Decision compare with former 12% 3% 16% 42% 27%
248 3.67 1.252
software
I get sufficient information from procurement

process in IFMIS to planning compare with former 0 11% 0 66% 23%
243 4.02 .813
software
I get sufficient information from procurement process

in IFMIS to controlling function compare with 0 3% 10% 69% 18%
265 4.00 .671
former software
I can directly or by my assistant request

0 0 0 7% 93% 283 4.93 .251
Purchase in IFMIS
I knows about my purchase requisition status in
0 0 0 7% 93%
IFMIS
283 4.93 .251
Procurement process in a system reduce the 0 0 0 38% 62%

administrative costs 283 4.62 .487
The system is reduced Procurement cycle 0 2% 4% 44% 50%

273 4.41 .665
Table 4.7 shows that most of the respondents (42%) agreed that they get sufficient information
from procurement process in IFMIS to decision compare with former software. The
corresponding value of mean was 3.67 and the standard deviation was 1.25. This shows that the
central position of the respondents on the statement was that it gets sufficient information from
procurement process in IFMIS to decision compare with former software but some held different
opinions. Most of the respondents (66%) agreed get sufficient information from procurement
process in IFMIS to planning compare with former software and (69%) of the respondents get
50
sufficient information from procurement process in IFMIS to controlling function compare with
former software.
Further, a proportion of 93% of the respondents strongly agreed that they can directly or by them
assistant request purchase in IFMIS. When asked whether they could purchase requisition status
through the system, most of the respondents (93%) strongly agreed that they could follow.
According to 62% of the respondents, strongly agreed the system reduced administrative cost of
procurement process and50% of the respondents strongly agreed the system is reduced
procurement cycle.
4.9. The role of IFMIS on Decision making.
The other objective of the study was on the role of IFMIS on decision of AAU. This section
covers the findings the role of IFMIS on decision making process. The results are shown and
discussed the following table.
4.9.1. Descriptive Statistics on Decision making in IFMIS
decision making in the IFMIS system. The data was collected on a five point likert scale and
Table 4.8 Descriptive Statistics on Decision making in IFMIS
SD
SA
Mean
M
Devi.
Std.
statements
Financial report in IFMIS increases my decision making

capability 0 0 9% 56% 35% 283 4.00 .000
Budgeting process in IFMIS increases my decision

making capability 0 0 0 77% 23% 263 4.22 .467
Internal control process in IFMIS increases my decision

making capability 6% 16% 29% 35% 14%
263 3.34 1.096
procurement process in IFMIS increases my decision

making capability 6% 2% 25% 41% 26%
253 3.77 1.059
I can easily access different information from the

6% 0 0 67% 27%
system it helps to Decision 243 4.09 .883
Valid N (listwise) 173

4.10. The role of IFMIS on Planning.
51
The other objective of the study was on the role of IFMIS on planning of AAU. This section
covers the findings the role of IFMIS on planning process. The results are shown and discussed
the following table.
4.10.1. Descriptive Statistics on planning in IFMIS
planning in the IFMIS system. The data was collected on a five point likert scale and analysed
Table 4.9 Descriptive Statistics on planning in IFMIS
SD
SA
Mean
Std. Deviation
M
Statements
Financial report in IFMIS increases my planning

5% 2% 27% 51% 15%
capability 243 3.70 .911
Budgeting process in IFMIS increases my planning

0 9% 7% 72% 12% 233 3.87 .734
capability
Internal control process in IFMIS increases my planning

13% 15% 25% 33% 14%
capability 217 3.19 1.247
procurement process in IFMIS increases my planning

25% 29% 16% 18% 12%
capability 223 2.61 1.337
I can generate different years reports from the system

3% 5% 11% 56% 25% 243 3.96 .892
it helps to Planning
Valid N (listwise) 48
A significant percentage 66% of the respondents (51% agreed and 15% strongly agreed) indicated
that the financial report in IFMIS increases them planning capability. In connection to that,
majority of the respondents (72%) agreed that Budgeting process in IFMIS increases them
Planning capability. Most of the respondents (33%) agreed internal control process in IFMIS
increases them planning capability. Approximately 29% of the respondents indicated that
procurement process in IFMIS not improve them planning capability. From the system gets
different years reports it helps to planning as indicated by 81% of the respondents (56% agreed
and 25% who strongly agreed).
4.11. The role of IFMIS on controlling.
52
The other objective of the study was on the role of IFMIS on controlling of AAU. This section
covers the findings the role of IFMIS on controlling process. The results are shown and discussed
the following table.
4.11.1. Descriptive Statistics on controlling in IFMIS
controlling in the IFMIS system. The data was collected on a five point likert scale and analysed
Table 4.10 Descriptive Statistics on controlling in IFMIS
SD
SA
Mean
Std. Deviation
M
Statements
Financial report in IFMIS increases my controlling

6% 17% 30% 32% 15% 253 3.34 1.099
capability
Budgeting process in IFMIS increases my controlling

capability 0 2% 19% 62% 17% 273 3.94 .658
I can control bank account in IFMIS 264 3.80 .873

0 10% 18% 53% 19%
procurement process in IFMIS increases my controlling
capability 0 7% 28% 40% 25% 233 3.83 .887
Records in IFMIS cannot be lost 0 6% 16% 57% 20% 263 3.92 .777
3% 8% 21% 35% 33% 262 3.88 1.043

Only authorized individuals can modify documents
A significant percentage 32% of the respondents agreed that the financial report in IFMIS
increases them controlling capability. In connection to that, majority of the respondents (62%)
agreed that Budgeting process in IFMIS increases them controlling capability. Most of the
respondents (53%) agreed could control bank account in IFMIS. Approximately 40% of the
respondents indicated that procurement process in IFMIS increases them controlling capability.
Further, most of the respondents (57%) felt that information stored with IFMIS could not be lost
and 20% strongly agreed that it could not get lost.
Further, thirty three percent (33%) strongly agreed and thirty five percent (35%) agreed that only
authorized individuals could modify documents in the system. The mean value of the statement
was 3.88indicatingthat respondents generally agreed that only few and authorized individuals
53
could modify documents in the system. This further, implied that the system had some degree of
controls and security.
In the following section, the data secured through open ended question of the questionnaire were
thematically organized in themes and analyzed in the form of narration. Respondents were asked
to answer or give their suggestion for the following open ended question. The open ended
questions were:
1. In your view how can IFMIS are improved to achieve Decision making, Planning and
Controlling Process?
2. Please give any other comments you deem would be helpful in relation to this research
exercise.
With regard to question number one all the answers given by the respondents were organized with
the same them as follows:
………for the decision timely report is important so, for we can easily
generate different reports from the system. For ex. Detail receivable
and payable report, available cash report, report of disbursed &
undisbursed amount by MOFEC. This all reports are supports for all
labels decision……...
……..one of the main components of planning process is known of the
status of budget. Hereof we can get detail budget report from the
IFMIS……..
…….controlling is important function for one institute.
Its importance becomes apparent when we find that it is needed in all
the functions of institute so, before procurement process we can check
the stock by the system, we can control where extended delays of
payment so it is easy to evaluate of employees, we can identify who is
unsettled prepayment and also in this system we cannot paid unless
otherwise is there sufficient budget and cash. Hence IFMIS has positive
impact on decision-making, planning and controlling process of
AAU……….
Similarly with regard to question number two all the answers given by the respondents were
organized with the same them as follows:
…..the majority of respondents indicated that there were we aren’t prepared

timely and clear auditable report for MOFEC, management and auditors by
the former exists software but now we can generate auditable report for
concerned bodies.......
54
In a similar fashion respondents were forwarded the above needy issues as a major challenge and
suggested all the concerned bodies and stakeholders of the IFMIS need to work hand in hand in
order to bring about both users satisfaction and the most wonted quality of decision-making,
planning and controlling process of governments institutions.
…..the approval hierarchies in IFMIS not recognize the structure of the

university different with other government institutions. Hence the university
has both capital budget and project finance they were approval right but, in
this system the approval hierarchy is remain centralized because of this to be
the cause of payment process delays.......
….for each program approved budget by MOFEC to AAU although any users
of this system allows purchase request and prepares the payment from out of
the approve program……….
In relation to this, as World Bank (1994). The changes associated with the introduction of IFMIS
should be communicated to the staff so that the staff also have the same understating and embrace
it. Limited involvement and some neglect of the system by the main players including the
ministry of finance, accountant general and pilot ministries will negatively affect the implantation
of IFMIS. Hence, the introduction of an IFMIS should be accompanied by strong commitments,
sufficient manpower and financial resources, widespread internal support and an agenda for
effective change management because it has positive roles on management performance.
4.12. Chapter Summary

This chapter has presented the interpretation of the data. The study presented descriptive study which
was carried out to analyse the data. The study found that role of IFMIS on decision making, planning
and controlling. The financial report in the IFMIS, budgeting process in IFMIS, internal controls in
the IFMIS and procurement process in the system were also found to positively impact on decision
making, planning and controlling process this means that the IFMIS contributed positive to the
performance of the AAU. Lastly, this positive contribution make IFMIS a reliable system in terms
of Decision making, Planning and controlling process of AAU. Chapter five will provide a
discussion of the findings, conclusion and recommendations of the study. Decision making Planning
55
and controlling are part of essential management tasks. Effective decision making is informed
decision making.
A big part of management is decision making. It is involved in almost anything managers do. A
classical list of managerial tasks includes planning, organizing, staffing, delegating or directing,
coordinating or controlling, reporting, and budgeting (note the acronym POSDCORB). Some of
these tasks are a direct application of decision making, such as planning and delegating or
directing. Other tasks usually result in decisions. So majority of the respondents agreed the
financial report in IFMIS, budgeting process in IFMIS, internal controls in the IFMIS and
procurement process in the system to get sufficient information from the system for decision, planning
and controlling process IFMIS help decision-makers, planners and directors understand the
implications of their decisions. The systems collate raw data into reports in a format that enables
decision-makers to quickly identify patterns and trends that would not have been obvious in the
raw data. Decision-makers can also use IFMIS to understand the potential effect of change. A
Finance Manager, for example, can make predictions about the effect of a budget deficit for the
coming period on the next organization activities by running budget report within the system.
CHAPTER FIVE
5. Summary of the Findings, Conclusions and Recommendations
56
5.1. Introduction
This chapter deals with the summary of the findings and conclusions driven from the questionnaires
and data analysis of the study; and forwards the recommendations on the basis of the findings of the
study.
5.2. Summary of the Findings
The study found out that IFMIS was being used in the AAU including; purchase ordering, general
ledger (GL), accounts receivable, accounts payable, budgeting, procurement management, cash
management, pay roll systems, human resource, asset management respectively.
The study established that financial report in IFMIS, Budgeting process in IFMIS, Internal control
in IFMIS Procurement process in IFMIS positively influences decision making, planning and
controlling of AAU. Decision making, planning and controlling Performance to relate on
sufficient and accurate information.
In general, financial report in IFMIS positively influences decision making, planning and
controlling performance mainly by supporting accurate and auditable financial reports. In
addition, the study revealed that budgeting process in IFMIS has a positive influence on decision
making, planning and controlling performance through the budgeting process particularly with
regard to supporting budget utilization performance of AAU significantly increases this
implication 57% respondents strongly agreed and agreed. Internal control in IFMIS was found to
have a positive influence on decision making, planning and controlling performance particularly
the main problem of long time in AAU is there huge amount of receivable and payable, beside of
these are not detail known, but after deploy the IFMIS the system is given information or warning
unsettled prepayment before made any payment that implied by most (57%) of respondents
strongly agreed and agreed. Procurement process in IFMIS was found to have a positive influence
on decision making, planning and controlling performance particularly purchase ordering process
most efficient and effective. The study also established that IFMIS has significant role on decision
making, planning and controlling process of AAU. The most challenges are bureaucracy,
complexity of the system, legal framework in place, type of systems that will be implemented
(off-the-shelf or custom-built), allowed uses any approved program budget in AAU, the system it
could be more centralized.
The decision making planning and controlling performance through the use of IFMIS as per the
descriptive analysis gives a majority of the respondents agreed the system to support the decision
57
making planning and controlling process compare with the former different systems in deployed
AAU . Therefore IFMIS has caused the organizational performance increase by a financial
reporting in IFMIS, budgeting process in IFMIS, internal control in IFMIS and procurement
process in IFMIS. This shows that the system contribute positively to decision making planning
and controlling process which assist in AAU performance, this positive contribution make IFMIS
a reliable system in terms of performance.
5.3. Conclusion
The study concludes that the various components of IFMIS have been adopted in the government
ministries. They include; purchase ordering, general ledger (GL), accounts receivable, accounts
payable, budgeting, procurement management, cash management, pay roll systems, human
resource, asset management respectively.
The study found that internal controls positively improved within IFMIS in the AAU. For instance one
of the long- time problems of AAU was huge amount of receivable. According to the majority of the
respondents, the system reminds unsettled prepayment at the time of payment preparation for
suppliers. This is, therefore; the system is avoiding accumulate receivable so, and the best solution of
this problem is complete the implementation of IFMIS throughout the university.
The study also concludes that financial report in IFMIS, Budgeting process on IFMIS, Internal
control in IFMIS and Procurement process in IFMIS all have a positive and significant role on
decision making, planning and controlling process in AAU.
The study finally concludes that procurement process not fully applied in AAU one challenge of
decision making, planning and controlling process of IFMIS. The most limitations of the system
are allowed uses any approved program budget in AAU, this to be the cause of violet the concept
of program budget, the system it could be more centralized.
The foregoing research demonstrated that various IFMIS modules assist in organizational
performance. Given that effective Financial report preparation, budgeting, internal control and
procurement process had more effect on organizational performance in AAU, Financial report
preparation, budgeting, internal control and procurement process as tool of management can
measure performance of individual implementer and the organizational performance and therefore
decision, planning and controlling involves at the above process from the initial stage and
implementation is carried out through out to the end.
5.4. Recommendations
On the basis of the conclusions, the following recommendations were forwarded:
58
 The study found that IFMIS has role on decision making, planning and controlling. However
the respondents not agreed 100% and most of the open-ended questionnaires respondents
agreed on there were some weaknesses in the system. The system was not very effective in
Program Budget control. This so, IFMIS department need to introduce other new and
advanced features that prevent not to use others’ budget. Unless otherwise it has negative
impact on the decision-making, planning and controlling process.
 According to the most respondents, the approval hierarchy in the IFMIS depended on only the
amount and the budget unit in so far as they believed this not recognize the AAU different
characters from the other government offices because of this the system has limitation. The
study recommends regardless of this problem the responsible bodies added some features
recognize the fulfillment of this different approval hierarchy.
 The implementation of an IFMIS fully covered AAU is important to the success of the AAU
Performance.
 IFMIS help to create quality financial reports so, the existing old system has to replace by
IFMIS may solve problems like absence of the financial report.
 The use of IFMIS in purchasing process of the AAU for only Purchase requisition and
Purchase ordering process. The system facilitated easy operation of procurement processes,
ordering of goods and services, invoicing and processing of payments. It is recommended that
the same practice be decentralized to each department of the AAU and adds new features to
support bidding process and others related to suppliers communication. It supports for the
decision making, planning and controlling process.
The last but the least, this study were the first of its kind in Ethiopia and were a preliminary as it was
limited to a few and major variables in one Institution because of time and logistic constraints.
Therefore, additional and representative studies with more diversified variables are welcomed.
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APPENDICES
63
Appendix I: Introduction Letter
Date
Dear Sir,
This is an academic Research Project, My name is Alexander Endale
I am MSc student at the Addis Ababa University, I wish to conduct a research entitled “Role of
Integrating Financial Management Information System (IFMIS) in Decision Making,
Planning and Controlling: The case of Addis Ababa University”. A questionnaire has been
designed and was used to gather relevant information to address the research objectives of the
study. The purpose of the questionnaires is to assess IFMIS in terms of Decision Making,
Planning and Controlling. From randomly selected Directors of AAU.
Please note that the study will be conducted as an academic research and the information provided
will be treated in strict confidence. Ethical principles will be observed to ensure confidentiality
and the study out comes besides, reports will not include reference to any individuals.
Your acceptance will be highly appreciated.
Yours Sincerely
Appendix II: Questionnaire
64
This questionnaire has statements regarding role of IFMIS in the Addis Ababa University. Kindly
take few minutes to complete the questionnaire as guided.
SECTION A: DEMOGRAPHIC CHARACTERISTICS
1. Highest Level of Education attained:

a. Certificate [ ] b. Diploma [ ]c. Bachelor Degree [ ]d. Masters [ ] e. PHD [ ]
2. Gender: a. Female [ ] b. Male [ ]
3. Age in years:
a. 23-35 years [ ] b. 35-45 years [ ] c. Above 45 years [ ]
4. How many years have you worked in this University?
a. Below 5 years [ ] b. 5-10 years [ ] c. 11-20 years [ ] d. Above 21 years [ ]
5. How many years have you used IFMIS system?

a. 1-2 years [ ] b. 2-5 years [ ] c. Above 5 years [ ]
Questionnaire for Directors
SECTION B: Financial Report
To what extent do the following aspects of Financial Reporting in IFMIS affect Decision making, Planning
and controlling in AAU? Please indicate to what extent the statement applies using the likert scale.
65
(On the scale of 1-5, indicate 1-Strongly Disagree; 2- Disagree; 3-moderate; 4-Agree; 5- Strongly
N
Agree)
o.
Statements 1 2 3 4 5
1 I get sufficient information from Financial report in IFMIS to Decision compare with
former software
2 I get sufficient information from Financial report in IFMIS to planning compare with
former software
3 I get sufficient information from Financial report in IFMIS to controlling function
4 I can access IFMIS to derive the specific information I require to carry out my work
5 I can easily access non-financial information from IFMIS such as employee number …
6 IFMIS offers real-time financial information that enhance my decision making abilities
SECTION C: Budgeting
To what extent do the following aspects of Budgeting systems in IFMIS affect Management
performance /Decision making, Planning and controlling/ in AAU? Please indicate to what extent the
statement applies using the likert scale.
N
Agree)
o.
1 I get sufficient information from budgeting process in IFMIS to Decision compare with
former software
2 I get sufficient information from budgeting process in IFMIS to planning compare with
former software
3 I get sufficient information from budgeting process in IFMIS to controlling function
4 Maintains Budget Distributed and Budget Committed
5 The Implementation of IFMIS there is enhance confidence and capability of the AAU
Budget
6 I get Approved budget, executed budget and remaining budget report from IFMIS
7 I get Detail budget report by each program and each budget code.
8 After implementation an IFMIS in AAU Increases Utilized budget in my office
SECTION D: Internal Control
This section aims at establishing how IFMIS has supported effectiveness of internal control in the Addis
Ababa University. Please indicate to what extent the statement applies using the likertscale.To what extent
do internal control systems in IFMIS affect financial management in your offices?
66
N
Agree)
o.
1 I get sufficient information from Internal control process in IFMIS to Decision
2 I get sufficient information from Internal control process in IFMIS to planning
3 I get sufficient information from Internal control process in IFMIS to controlling
function compare with former software
4 IFMIS can trace all the stages of a transaction process hence enhancing transparency
and accountability of the process
5 I can follow payment of goods & service rendered in IFMIS
6 I use passwords to access IFMIS
7 IFMIS has segregated duties to different individuals
SECTION E: Procurement
This section aims at establishing how IFMIS has supported procurement process in the Addis Ababa
University. Please indicate to what extent the statement applies using the likert scale.
Agree)
1 I get sufficient information from procurement process in IFMIS to Decision compare
2 I get sufficient information from procurement process in IFMIS to planning compare
3 I get sufficient information from procurement process in IFMIS to controlling function
4 I can directly or by my assistant request Purchase in IFMIS
5 I knows about my purchase requisition status in IFMIS
Section F: Decision making
This section aims at establishing how IFMIS has supported Decision Making process in the Addis Ababa
No. (On the scale of 1-5, indicate 1-Strongly Disagree; 2- Disagree; 3-moderate; 4-Agree; 5-
Strongly Agree)
67
1 Financial report in IFMIS increases my decision making
capability
2 Budgeting process in IFMIS increases my decision
making capability
3 Internal control process in IFMIS increases my decision
making capability
4 procurement process in IFMIS increases my decision
making capability
5 I can easily access different information from the system
it helps to Decision
Section G: Planning
This section aims at establishing how IFMIS has supported Planning process in the Addis Ababa
(On the scale of 1-5, indicate 1-Strongly Disagree; 2- Disagree; 3-moderate; 4-Agree; 5-
Strongly Agree)
No.
1 Financial report in IFMIS increases my planning
capability
2 Budgeting process in IFMIS increases my planning
capability
3 Internal control process in IFMIS increases my planning
capability
4 procurement process in IFMIS increases my planning
capability
5 I can generate different years reports from the system it
helps to Planning
Section H: Controlling
This section aims at establishing how IFMIS has supported controlling process in the Addis Ababa
Strongly Agree)
68
1 Financial report in IFMIS increases my controlling
capability
2 Budgeting process in IFMIS increases my controlling
capability
3 I can control bank account in IFMIS
4 Records in IFMIS cannot be lost
5 Only authorized individuals can modify documents
______________________________________________________________________________
______________________________________________________________________________
___________________________________________________
exercise.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_________________________________
Thank you!
APPENDICES
Date
Dear Sir,
69
Planning and Controlling. From randomly selected members of AAU finance staff.
Yours Sincerely

b. Certificate [ ] b. Diploma [ ]c. Bachelor Degree [ ]d. Masters [ ] e. PHD [ ]
70
3. Age in years:
b. 23-35 years [ ] b. 35-45 years [ ] c. Above 45 years [ ]
b. Below 5 years [ ] b. 5-10 years [ ] c. 11-20 years [ ] d. Above 21 years [ ]
b. 1-2 years [ ] b. 2-5 years [ ] c. Above 5 years [ ]
Questionnaire for Finance selected staffs
N
Agree)
o.
1 I can easily extract and present data from IFMIS in ways that facilitate analysis
3 Through IFMIS, I am able to reconcile transactions data in real-time
4 IFMIS accurately discloses the financial position to the public
5 The IFMIS system enables me to generate custom reports for internal and external use
N
Agree)
o.
1 Maintains Budget Distributed and Budget Committed
5 After implementation of IFMIS in AAU reduced over budget uses
71
N
Agree)
o.
1 The system monitors unsettled prepayments
4 IFMIS provides auditable financial statements from the AAU
5 I acquire detail information about Account receivable & Account payable of AAU.
Agree)
Section F: Planning
Strongly Agree)
No.
capability
capability
capability
helps to Planning
Section G: Controlling
72
Strongly Agree)
No.
capability
2 I can control bank account in IFMIS
______________________________________________________________________________
______________________________________________________________________________
___________________________________________________
exercise.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_________________________________
73
Thank you!
APPENDICES
Date
Dear Sir,
Planning and Controlling. From randomly selected members of AAU Procurement staff.
74
Yours Sincerely

c. Certificate [ ] b. Diploma [ ]c. Bachelor Degree [ ]d. Masters [ ] e. PHD [ ]
3. Age in years:
c. 23-35 years [ ] b. 35-45 years [ ] c. Above 45 years [ ]
c. Below 5 years [ ] b. 5-10 years [ ] c. 11-20 years [ ] d. Above 21 years [ ]
c. 1-2 years [ ] b. 2-5 years [ ] c. Above 5 years [ ]
75
Questionnaire for Procurement selected staffs
SECTION B: Budgeting
N
Agree)
o.
SECTION C: Internal Control
N
Agree)
o.
1 The system monitors unsettled prepayments
76
SECTION D: Procurement
Agree)
2 I get sufficient information from procurement process in IFMIS to planning compare
Section F: Planning
Strongly Agree)
No.
capability
capability
3 Internal control process in IFMIS increases my planning
capability
capability
helps to Planning
Section G: Controlling
Strongly Agree)
77
capability
capability
3 procurement process in IFMIS increases my controlling
capability
______________________________________________________________________________
______________________________________________________________________________
___________________________________________________
exercise.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_________________________________
Thank you!
78
APPENDICES
Date
Dear Sir,
Planning and Controlling. From randomly selected members of AAU Internal audit staff.
79
Yours Sincerely

d. Certificate [ ] b. Diploma [ ]c. Bachelor Degree [ ]d. Masters [ ] e. PHD [ ]
3. Age in years:
d. 23-35 years [ ] b. 35-45 years [ ] c. Above 45 years [ ]
d. Below 5 years [ ] b. 5-10 years [ ] c. 11-20 years [ ] d. Above 21 years [ ]
d. 1-2 years [ ] b. 2-5 years [ ] c. Above 5 years [ ]
80
Questionnaire for Internal auditors selected staffs
N
Agree)
o.
1 I get sufficient information from Financial report in IFMIS to Decision compare with
former software
2 I get sufficient information from Financial report in IFMIS to controlling function
4 I can easily access non-financial information from IFMIS such as employee number …
N
Agree)
o.
1 I get sufficient information from budgeting process in IFMIS to Decision compare with
former software
2 I get sufficient information from budgeting process in IFMIS to controlling function
5 After implementation of IFMIS in AAU reduced over budget uses
81
N
Agree)
o.
1 I get sufficient information from Internal control process in IFMIS to controlling
function compare with former software
3 IFMIS provides auditable financial statements from the AAU
4 I acquire detail information about Account receivable & Account payable of AAU.
Agree)
Section F: Controlling
Strongly Agree)
No.
82
capability
capability
4 procurement process in IFMIS increases my controlling
capability
______________________________________________________________________________
______________________________________________________________________________
___________________________________________________
exercise.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_________________________________
Thank you!
83
APPENDICES
Date
Dear Sir,
Planning and Controlling. From randomly selected members of AAU Department Head.
Yours Sincerely
84

e. Certificate [ ] b. Diploma [ ]c. Bachelor Degree [ ]d. Masters [ ] e. PHD [ ]
3. Age in years:
e. 23-35 years [ ] b. 35-45 years [ ] c. Above 45 years [ ]
e. Below 5 years [ ] b. 5-10 years [ ] c. 11-20 years [ ] d. Above 21 years [ ]
e. 1-2 years [ ] b. 2-5 years [ ] c. Above 5 years [ ]
85
Questionnaire for selected department heads staff
N
Agree)
o.
N
Agree)
o.
N
Agree)
o.
86
Agree)
Section G: Planning
Strongly Agree)
No.
capability
capability
capability
Section H: Controlling
Strongly Agree)
No.
capability
87
______________________________________________________________________________
______________________________________________________________________________
___________________________________________________
exercise.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
_________________________________
Thank you!
88

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College of Business and Economics

Department of Accounting & Finance

Role of Integrated Financial Management Information System (IFMIS) in Decision Making,

Alexander Endale Lemma

Alexander Endale Lemma

A thesis Submitted to Department of Accounting and Finance Addis

Ababa University in Partial Fulfillment of the Requirements to the

Degree of Master of Social Science

Accounting and Finance

College of Business and Economics

College of Business and Economics

Role of Integrated Financial Management Information System (IFMIS) in Decision Making,

Approved by Board of Examiners

Department chairperson Signature

Internal Examiner Signature

External examiner Signature

financial Management Information System (IFMIS) in decision making, planning and

Fellowship or other similar titles of any other university or institution.

Name: Alexander Endale

Advisor’s Name: Dr. Sewale Abate

AAU Addis Ababa University

CBE College of Business and Economics

AAIT Addis Ababa institute of Technology

CNS College of Natural Science

BPR Business Process Reengineering

DSS Decision Support System

ECM Enterprise Content Management

EDMS Electronic Document Management System

ERMS Electronic Record Management System

ESS Executive Support System

IBEX Integrated Budget and Expenditure

ICT Information Communication Technologies

IFMIS Integrated Financial Management Information System

FMS Financial Management System

MIS Management Information System

SPSS Statistical Package for the Social Sciences

Abbreviations and Acronyms……………………………………………………………………ii

Table of Contents ……………………………………………………………………………….iii

1.4 Research Questions ………………………………………………………..………………..8

1.5 Significance of the Study …………………………………………………..………………9

1.6 Delimitation of the Study …………………………………………………..………………9

1.7 Organization of the study …………………………………………………………………..9

2.2 Theoretical Review ……………………….………………………………………..…. 10

2.3. Determinants of Decision making, Planning and Controlling ……………………… 11

2.3.3 IFMIS and Internal control ……………………………………………. 14

2.4. Empirical review ……………………………………………………………….……. 18

2.5. Summary of Literature ………………………………………………….……..………22

2.6. Literature Gap ………………………………………………………………..………. 23

3.1. Introduction ……………………………………………………………….….….…..24

3.2. Research Design …………………………………………………………….….…..…24

3.3. The Target Population ………………………………………………………….….....24

3.4. Sampling technique ………………………………………………………….….…....24

3.5. Data collection Instrument ……………………………………………………………25

3.6. Method of data analysis ……………………………………………………...……….26

4.1. Introduction ………………………………………………………..………………………….…28

4.2. Response rate ……………………………………………….………………………….……..….28

4.3. General Information …………………………………………………….……..…………………28

4.4. Back ground of Information…………………………………………….……………...................29

4.9. The role of IFMIS on Decision making…………………………………………………..………..41

4.11. The role of IFMIS on controlling……………………………………………………................... 43