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When the members were asked regarding their opinion about the performance of the SACCO, the table 4.4 below indicates their responses. Majority of the respondents indicated that the SACCO was performing either good (24) or fair (13).

The illustration from the bar chart (fig.4.3) indicates that 44% of the respondents felt that their SACCO was performing well whereas 23% and 21% rated their performance fair and poor respectively. The response of very good rate was only 5% which means that very few SACCOs were seen as not performing excellently. Most of the respondents indicated that the reason behind the performance of their SACCO was mismanagement or otherwise, economic factors of the country and cooperation (teamwork) among the members of the SACCO both the management and the staff.

On the length of time that the SACCO takes to process emergency loans, the response was varied but minimally whereas 19 of the respondents indicated that there were no provisions for emergency loans within their SACCO. Of the remaining 37 respondents, 18 indicated that the emergency loans processing took less than 2 weeks, another 19 indicated that the loan processing took between 3 and 4 weeks.

On the normal loans, the responses were as well varied. Table 4.5 and fig. 4.4 summarize their results.

On the issue of dividends payments, all the respondents indicated that their SACCO paid them the dividends every year.

4.2.3 Management Practices

The respondents were fairly distributed in their response regarding the management of the SACCO. 30 (54%) of them indicated that they were not satisfied with the management of the SACCO whereas on the 26 (46%) indicated that they were satisfied with their management as seen in figure 4.5 below.

The table indicates that the majority of the SACCO have the necessary rules and procedures available for their use, but quite a number of the respondents do not agree with the fact that the SACCO engages in business planning. The Majority of the respondents also agree strongly that the SACCOs do budgets for their operations, that there exists organizational structures within their SACCOs and when the respondents were asked whether the management of the SACCO influenced (affected) the performance of these SACCOs 96% returned an affirmative answer where as 4% thought otherwise (table4.7). When asked about the ways in which the management affects the performance, they cited education, corruption and efficiency. They also indicated that management should be trained on management of SACCOs whereas others indicated that they need additional staff to cope with the work. They explained that the management is crucial to the performance of the SACCO and unless they were well equipped with skills and techniques of SACCO, the performance of the SACCO will still remain poor.

The information in the table is also illustrated by the bar chart 4.6 where 96% affirmed that the management affected the performance of the本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。