Asset liability management and financial performance of microfinance banks in Nairobi County.
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Date
2025-05Author
Otieno, Beryl Akoth
Kithinji, Moses
Miluwi, Joshua
Type
ArticleLanguage
enMetadata
Show full item recordAbstract
This study investigated the effect of asset liability management on the financial performance of Microfinance
Banks in Nairobi County, Kenya. The study was guided by Liquidity Preference Theory. Adopting a descriptive
correlational research design, the study targeted senior managers, financial analysts, credit officers, and
internal audit personnel from large, medium, and small MFBs in Nairobi County. Stratified random sampling
ensured representativeness across these categories, while data collection combined structured
questionnaires and secondary data sheets. Analytical methods included both descriptive and inferential
statistical tools, with SPSS version 29 utilized for robust data processing and hypothesis testing. The findings
revealed a significant positive relationship between asset-liability management and financial performance,
demonstrating the criticality of aligning assets with liabilities to mitigate risks. The study underscores the
importance of tailored asset liability management for enhancing financial sustainability in the microfinance
sector. The study recommended that microfinance banks strengthen asset liability using advanced tools and
dynamic forecasting. Future research could investigate how incorporating machine learning and blockchain
into asset management affects financial performance. Additionally, research could examine the long-term
impact of macroeconomic factors (inflation, interest rates) on asset management strategies and the
influence of ESG factors on these practices, considering the growing importance of sustainable finance.
Citation
Otieno, B. A., Kithinji, M., & Miluwi, J. (2025). Asset liability management and financial performance of microfinance banks in Nairobi County. The Strategic Journal of Business & Change Management, 12 (2), 1387 – 1402. http://dx.doi.org/10.61426/sjbcm.v12i2.3279Publisher
The Strategic Journal of Business & Change Management,
