The Journal of Asian Finance, Economics and Business

Korea Distribution Science Association (한국유통과학회)
권호 표지
DOI QR코드

DOI QR Code

The Effect of Internal Control on Employee Performance of Small and Medium-Sized Enterprises in Jordan: The Role of Accounting Information System

  • Received : 2020.11.30
  • Accepted : 2021.02.16
  • Published : 2021.03.30
Download PDF
⟨ Previous Next ⟩

Abstract

This study explores the role of the Accounting Information System (AIS) in mediating the relationship between internal control and the performance of employees. This study examines whether internal control would influence the performance of employees and whether the AIS would impact the performance of employees in Jordan's industrial small and medium-sized enterprises (SMEs). Internal control is expected to impact employee performance. The survey questionnaire was used to gather data. A random sampling approach was used to survey the respondents. A total of 270 questionnaires were distributed; only 203, with a 75% response rate, were available. The data was analyzed using AMOS and SPSS. The result from the analyses provides support for the hypothesis that AIS mediates the relationship between internal control and the performance of the employee. Specifically, this study found evidence that internal control yielded a strong positive relationship with employee performance and a positive relationship with AIS. The study also found that AIS had a positive relationship with the performance of the employee. In brief, internal control has major effects on employee performance. Also, the AIS mediates the relationship between internal control and the performance of the employee. The result of this research found that in the relationship between internal control and employee performance, AIS plays an important role.

Keywords

1. Introduction

In a highly competitive and dynamic market, growing businesses face a range of challenges. As a business grows, different problems and opportunities demand different solutions. This creates greater difficulties in carrying out monitoring functions and can produce risks that can prevent the business from achieving its objectives. Each organization must assess and improve the effectiveness of the aspects of control. Company leadership cannot do it alone because of its limits when exercising direct control over its business activities. As the company tries to establish an efficient and reliable work standard, accounting information system (AIS) guidelines will play an important role in the efficacy of internal control (Li, 2020; Nzomo, 2013; Rotich, 2017). An accounting information system (AIS) refers to instruments and processes designed to gather and view accounting information so that informed decisions can be taken by accountants and executives. It is considered a crucial component of finance offices around the globe. This involves the provision of teamwork, information with the chain of command, the cycle of management, and decentralization. AIS provides numerous approaches and processes that facilitate the operations of the internal control structure (Susanto, 2016). AIS requires a number of processes and procedures that must facilitate the operations of the internal control structure.

One of the fundamental and necessary factors for efficient and effective management is Internal Control. It encompasses an organization’s entire management structure, either financial or non-financial. However, there is a notice to include the process and guidance work on the efficacy of internal control (Spira & Page, 2003). It needs to be focused on employee ability. Companies with more staff- friendly practices are less likely to encounter deficiencies in internal control. The rapid growth and changes in the market climate have led to the emergence of multiple challenges faced by several businesses, particularly following the current financial crisis and the collapse of various leading organizations due to weak internal control structures (Dimitrijevic et al., 2015; Liu et al., 2017). Therefore, the basis for effective management and eventually excellent organizational efficiency is an efficient internal control structure. Consequently, AIS only operates effectively when businesses have updated their internal control mechanism system, which is a key component of any establishment (Chang et al., 2014; Hla & Teru, 2015). The use of internal control goals and objectives has been defined by several researchers, but they have been presented in a variety of ways. Al-Waeli et al. (2020) argued that the efficiency of the financial information processing of the companies can be assured and their control measures strengthened only with certain regulations and changes. While several internal control analysis studies have been undertaken (Chalmers et al., 2019; Li et al., 2020; Shu et al., 2018), there is also little understanding among researchers of the relationship between internal control, AIS, and employee performance. In developing countries, empirical research focusing on control of internal, AIS, and performance of employee is missing. Therefore, this study seeks to explore the mediating effect of the AIS in the Jordanian industrial sector on the relationship between internal control and organizational/ employee performance.

In the Jordanian industrial economy, small and medium-sized enterprises (SMEs) have a major role to play. The achievements of industrial SMEs are directly connected to individual countries’ economic growth, 10% of Jordan’s GDP is accounted for by industrial SMEs (JEGP, 2018). In particular, Because of the large number of firms, small and medium-sized companies in the industrial sector in Jordan have been chosen. The goal of this paper is therefore to provide a detailed study of the impact of internal control, as mediated by AIS, on the employee performance of SMEs in Jordan. To define the research gap in the relationship between internal control, AIS, and employee performance, this paper aims to review previous empirical studies on internal control, AIS, and employee performance to provide a framework for future empirical research.

The paper is structured as follows; section 2 sets out the literature review and the proposed conceptual model. Section 3 outlined the research method. In Section 4, the results are given. Lastly, review of the key results and concludes the article are present in section 5.

2. Literature Review and Hypotheses

2.1. Internal Control and Employee Performance

Internal control requires the organization’s strategy and all the organized procedures and steps implemented within a corporation to safeguard its properties, verify the quality and reliability of its accounting data to promote operational efficiency and promote compliance with the specified management policies (Rahim et al., 2012). Internal control, as defined by accounting and auditing, is a process for assuring an organization’s objectives in operational effectiveness and efficiency, reliable financial reporting, and compliance with laws, regulations, and policies (Tackett et al., 2006). Management will use the awareness of greater trust to ensure the proper functioning of their business operations provided by AIS if there is good internal control in any business. The purpose of internal controls is the mechanisms, rules, and procedures implemented by a company to ensure the integrity of financial and accounting information, promote accountability, and prevent fraud. Internal control is an interlocking set of activities that are layered onto the normal operating procedures of an organization, with the intent of safeguarding assets, minimizing errors, and ensuring that operations are conducted in an approved manner (Chang et al., 2019; Hogan & Wilkins, 2008).

Financial Control and Administrative Control are two types of controls. A part of financial management is the reliability of financial documents and the protection of properties. Administrative controls alter the way the work is done, including the timing of work, policies and other rules, and work practices such as standards and operating procedures (including training, housekeeping, and equipment maintenance, and personal hygiene practices) (Kisanyanya, 2018). In the AIS perspective, the features of adaptation to internal controls affect processes and management and therefore impact internal control. Internal controls are carried out to ensure that organizational priorities and results are achieved.

There are five main components of internal control, including the control environment, control procedures implementation, assessment of risk, communication and information, and monitoring (Abu Naser et al., 2017; Chan et al., 2020). The first category is the control environment, which is perceived to be a significant indicator of successful internal regulation (Chan et al., 2020). The control environment is the attitude toward internal control and controls consciousness established and maintained by the management and the employees of an organization (Liu et al., 2019; Pham, 2021). It is a product of management’s philosophy, style, and supportive attitude, as well as the competence, ethical values, integrity, and morale of the organization’s people. The organization structure and accountability relationships are key factors in the control environment. The second category is control activities, which are both manual and automated resources that help to prevent or mitigate risks that can impede the organization’s objectives and mission achievement. Management should set up monitoring activities to efficiently and effectively accomplish the company’s objectives and purposes (Mjaku & Pristina, 2019).

Assessment of risk is the third form. Risks are incidents that impede the achievement of goals. Ultimately, they have an effect on an organization’s ability to fulfill its purpose. Risk management is the technique of recognizing, judging and deciding how these events are handled. Both internal and external threats may impede the achievement of the goals set at all levels of the organization (Wang, 2019). Communication and information is the fourth control type. Communication is an exchange of useful information within and between individuals and organizations to help decisions and plan activities. Within the organization, information should be communicated to the management and other employees who need it in a way and within a timeframe that enables them to fulfill their responsibilities. Communication also takes place with outside parties such as customers, suppliers, and regulators. (Rae et al., 2017; Salameh, 2019) The fifth category is monitoring, which is the method of evaluating the output of internal regulation over time. Monitoring is an analysis of an entity’s operations and transactions in order to assess the service level over time and to decide if controls are effective. Management should concentrate monitoring efforts on internal control and accomplishment of the goals of the company. For monitoring to be most effective, all employees need to understand the organization’s mission, objectives, and responsibilities, and risk tolerance levels. (Shoimah, 2015; Ariesa & Berasategu, 2009; Febriana et al., 2017). Therefore, the following hypothesis is tested:

H1: internal control is positively related to employee performance.

2.2. Internal Control and Accounting Information System

There is a mutually beneficial relationship between internal control and AIS (Susanto, 2016). The accounting information system requires a number of processes and procedures that must facilitate the operations of the internal control structure (Yusuf & Kanji, 2020). Previous studies show that internal control has a positive and important impact on the AIS. Since internal control and AIS have a mutual effect (Guan, 2010; Sumaryati et al., 2020; Yusuf & Kanji, 2020), our second hypothesis is

H2: internal control is positively related to accounting information systems.

2.3. Accounting Information System and Employee Performance

AIS is an approach used in accounting to aid in the preparation, supervision, and monitoring of an organization’s economic operations by management. This interconnected structure works on certain priorities and helps make decisions (Azmi & Sri, 2020). AIS provides policymakers with valuable knowledge that aids in decision making, as reinforced by Louadi (1998). AIS is important for controlling an enterprise and enforcing system of internal control. Inefficiency in internal monitoring has been highlighted by accounting anomalies and financial statement abuse. AIS is regarded as a successful way of dealing with internal and external changes (Al-Okaily et al., 2020; Ha, 2020) by analyzing records and transactions to produce valuable information for corporate activities preparation, control, and activity (Petratos & Faccia, 2019) as well as promoting and gaining organizational efficiency. The efficacy of AIS can be evaluated on three dimensions, namely the scope of information, aggregation and timeliness (Neogy, 2014; Sumaryati et al., 2020). According to the scope of the information, in the forecasting of future events, financial and non-financial information and internal and external information play an important role. While timely quality refers to the ability to fulfill information requirements by supplying external and internal users with systematic reports, information aggregation emphasizes the compilation and summary of information over a period of time. (Sajady et al., 2012). Previous researches stated that the AIS has a positive and important impact on the performance of employees. This illustrates that one of the essential variables in generating employee performance is the AIS. Hence, AIS has a direct effect on the completion of the work by employees, which would eventually boost organizational efficiency (Gupta et al., 2007; Maharani & Damayanthi, 2020). Therefore, the following hypothesis is tested:

H3: AIS is positively related to employee performance.

H4: AIS has a mediating effect on the relationship between internal and employee performance.

2.4. Proposed Model

This suggested conceptual model explores the relations between internal control and performance of employees, as well as the mediating role of AIS.

3. Research Method

The data was obtained using a questionnaire; it contains 13 items relating to the study factors adapted from previous studies. For example, internal control contains 4 items adapted from Feng et al. (2009), and Zhou et al. (2016). AIS includes 5 items adapted from Al-Waeli et al. (2020), Hutahayan (2020), and Alawaqleh (2020). Employee performance includes 4 items adapted from Chen et al. (2020), Roberts and David (2020), Paais and Pattiruhu (2020), and Naseer et al. (2020). This study adopted a five-point Likert scale to assess respondents’ perception based on the study constructs in which 5 stated ‘strongly agree’, 4 stated ‘agree’, 3 stated ‘Neutral’, 2 stated ‘disagree’ and 1 stated ‘strongly disagree’. To determine the participants’ responses, the questionnaire was distributed to employees of industrial SMEs in Jordan. The survey questionnaire was used to gather data. A random sampling approach was used to survey the respondents. There were 270 questionnaires distributed in total; only 203 were available, with a response rate of 75%. The survey was conducted in the traditional way in which the questionnaires were handed out in person to the participants. This study used AMOS and SPSS version 25 because of the adequate environment, distribution assumptions, sample size, and design requirements.

Figure 1: Research Conceptual Model

4. Results

4.1 Measurement Model

Until performing the SEM model evaluation, the measurement model must be checked by testing the latent constructs’ reliability, convergent validity, and discriminant validity in order to decide if the latent constructs extended to their observed variables. Additionally, the parameters in the reliability validity evaluation were factor loadings of more than 0.6 (meeting the reliability) (Al-Naimat et al., 2020; Al Shbail et al., 2018; Shbail & Shbail, 2020). The results as shown in Table 1 met the threshold requirements.

Table 1: Measurement Model Result

Discriminant validity is demonstrated by evidence that measures of constructs that theoretically should not be highly related to each other are, in fact, not found to be highly correlated to each other (Fornell & Larcker, 1981). AVE is the average amount of variance in indicator variables that a construct is managed to explain. AVE for each construct can be obtained by the sum of squares of completely standardized factor loadings divided by this sum plus a total of error variances for indicators. According to this criterion, if the square root of the AVE of each latent variable is greater than the correlation coefficients between that latent variable and other latent variables in the measurement model, then the model satisfies the discriminant validity criterion. (Al-Olimat & Al Shbail, 2020; Al Shbail et al., 2018; Obeid et al., 2017). The outcome in Table 2 showed that the discriminant validity was obtained by the measurement model.

Table 2: Discriminant Validity Results

4.2. SEM Results

The structural model findings displayed in Figure 2 including the fit indices were achieved by RMSEA (0.050), NFI (0.922), and CFI (0.976) (Hu & Bentler, 1999).

Figure 2: Research Model Results

The properties of the beta coefficient direction (β) and their p-value are shown in Figure 3 and Table 3. In general, internal control have significant impact on employee performance (β = 0.920; CR = 6.958; p = 0.000). Also, it found there a positive relationship in terms of the association between internal control and AIS (β = 0.889; CR = 5.283; p = 0.000). Thus, H1 and H2 are accepted.

Figure 3: Results of Hypothesis 1 and Hypothesis 2

Table 3: Results of Hypotheses 1 and 2

The analysis has demonstrated that AIS has an important and beneficial effect on the consistency of employee performance (β = 0.435, CR = 6.170; p = 0.000), as demonstrated in Table 4. Thus, H3 is accepted.

Table 4: Results of Hypothesis 3

Figure 4: Results of Hypothesis 3

The mediator (AIS) was reduced to the predictor (internal control) as shown in Table 5, and the findings were found to be important. In the second point, regressing the criteria variable to the indicator, the value is assumed to be important. In the third step, the correlation between internal control and employee performance decreased, i.e., it was smaller than the second. All the conditions were fulfilled, as suggested by Hofmann et al. (2020), Jose (2016), and Kim et al. (2018). The full mediating effect of AIS between the variables of the predictor and the criteria was defined. Thus, H4 was approved.

Table 5: Results of Hypothesis 4

5. Conclusion

The relationship between internal control and employee performance is discussed in this research. One of the key objectives of internal control is to increase the efficacy and consistency of all activities. A significant connection will then be anticipated between internal control and the performance of employees. As demonstrated by this report, employee performance is influenced by internal control. This study examines whether internal controls affect the performance of employees and whether the AIS affects the performance of employees in Jordanian industrial SMEs. The result of this study finds that employee performance improved by internal control. Also, the result demonstrated the significant impact of internal control on AIS, and AIS and employee performance. This study also investigates whether AIS mediates the relationship between internal control and employee performance and whether the AIS would affect such a relationship. In summary, internal control has a major influence on the performance of employees. The relationship

References

  1. Abu Naser, S. S., Al Shobaki, M. J., & Ammar, T. M. (2017). Impact of communication and information on the internal control environment in Palestinian Universities. Internal Journal of Hybrid Information Technology, 10(11), 41-60. https://doi.org/10.14257/ijhit.2017.10.11.05
  2. Al-Naimat, A., Alnuaimi, M. A., Abdulaal, A. M., & Almuiet, M. Z. (2020). Determinants of m-commerce usage in the Jordanian hospitality industry. Journal of Theoretical and Applied Information Technology, 98(23), 3834-3842. http://www.jatit.org/volumes/Vol98No23/17Vol98No23.pdf
  3. Al-Okaily, A., Al-Okaily, M., Shiyyab, F., & Masadah, W. (2020). Accounting information system effectiveness from an organizational perspective. Management Science Letters, 10(16), 3991-4000. https://doi.org/10.5267/j.msl.2020.7.010
  4. Al-Olimat, N. H., & Al Shbail, M. O. (2020). The mediating effect of external audit quality on the relationship between corporate governance and creative accounting. International Journal of Financial Research, 12(1), 149-163. https://doi.org/10.5430/ijfr.v12n1p149.
  5. Al-Waeli, A. J., Hanoon, R. N., Ageeb, H. A., & Idan, H. Z. (2020). Impact of accounting information system on financial performance with the moderating role of internal control in Iraqi industrial companies: An analytical study. Journal of Advanced Research in Dynamical Control Systems, 12(8), 246-261. https://doi.org/10.5373/JARDCS/V12I8/20202471
  6. Al Shbail, M. O., Salleh, Z., & Nor, M. N. M. (2018). The effect of ethical tension and time pressure on job burnout and premature sign-off. Journal of Business Retail Management Research, 12(4), 5-11. https://doi.org/10.24052/JBRMR/V12IS04/ART-05.
  7. Alawaqleh, Q. A. (2020). Impact of accounting information system on internal audit quality: Mediating role of organizational culture. International Journal of Financial Research, 12(1), 205. https://doi.org/10.5430/ijfr.v12n1p205.
  8. Ariesa, L., & Berasategu, R. G. (2009). The analysis of internal controls on revenue and expenditure cycle in PT. Levina. Journal of Applied Finance Accounting, 1(2), 268-280. https://media.neliti.com/media/publications/243892-the-analysis-ofinternal-controls-on-rev-92618d93.pdf https://doi.org/10.21512/jafa.v1i2.125
  9. Azmi, F., & Sri, M. (2020). Factors that affect accounting information system success and its implication on accounting information quality. Asian Journal of Information Technology, 14(5), 154-161. https://doi.org/10.36478/ajit.2015.154.161
  10. Chalmers, K., Hay, D., & Khlif, H. (2019). Internal control in accounting research: A review. Journal of Accounting Literature, 42, 80-103. https://doi.org/10.1016/j.acclit.2018.03.002
  11. Chan, K. C., Chen, Y., & Liu, B. (2020). The linear and non-linear effects of internal control and its five components on corporate innovation: Evidence from Chinese firms using the COSO framework. European Accounting Review, 7(1), 1-33. https;//doi.org/10.1080/09638180.2020.1776626
  12. Chang, S. I., Yen, D. C., Chang, I. C., & Jan, D. (2014). Internal control framework for a compliant ERP system. Information Management, 51(2), 187-205. https://doi.org/10.1016/j.im.2013.11.002
  13. Chang, Y. T., Chen, H., Cheng, R. K., & Chi, W. (2019). The impact of internal audit attributes on the effectiveness of internal control over operations and compliance. Journal of Contemporary Accounting & Economics, 15(1), 1-19. https://doi.org/10.1016/j.jcae.2018.11.002
  14. Chen, T., Hao, S., Ding, K., Feng, X., Li, G., & Liang, X. (2020). The impact of organizational support on employee performance. Employee Relations: The International Journal, 42(1), 166-179. https://doi.org/10.1108/ER-01-2019-0079
  15. Dimitrijevic, D., Milovanovic, V., & Stancic, V. (2015). The role of a company's internal control system in fraud prevention. E-Finanse, 11(3), 34-44. https://doi.org/10.1515/fiqf2016-0117
  16. Febriana, L., Wardayati, S. M., & Prasetyo, W. (2017). The effect of internal control factors on the accountability of the auditor at the inspectirate of Jombang District. Jurnal Dinamika Akuntansi, 9(2), 166-175. https://doi.org/10.15294/jda.v9i2.9308
  17. Feng, M., Li, C., & McVay, S. (2009). Internal control and management guidance. Journal of Accounting Economics, 48(2-3), 190-209. https://doi.org/10.1016/j.jacceco.2009.09.004
  18. Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Los Angeles, CA: Sage Publications
  19. Guan, Y. (2010). A study on the internal control of accounting information systems. Paper presented at the 2010 International Conference on Computer and Communication Technologies in Agriculture Engineering.
  20. Gupta, M. P., Kanungo, S., Kumar, R., & Sahu, G. P. (2007). A study of information technology effectiveness in select government organizations in India. Vikalpa, 32(2), 7-22. https://doi.org/10.1177/0256090920070202
  21. Ha, V. D. (2020). Impact of organizational culture on the accounting information system and operational performance of small- and medium-sized enterprises in Ho Chi Minh City. The Journal of Asian Finance, Economics, Business, 7(2), 301-308. https://doi.org/10.9723/JKSIIS.2018.23.2.041
  22. Hla, D., & Teru, S. P. (2015). The efficiency of accounting information systems and performance measures. International Journal of Multidisciplinary Current Research, 3, 976-984. http://ijmcr.com/wp-content/uploads/2015/09/Paper11976-984.pdf
  23. Hofmann, S. G., Curtiss, J. E., & Hayes, S. C. (2020). Beyond linear mediation: Toward a dynamic network approach to study treatment processes. Clinical Psychology Review, 76, 101824. https://doi.org/10.1016/j.cpr.2020.101824
  24. Hogan, C. E., & Wilkins, M. S. (2008). Evidence on the audit risk model: Do auditors increase audit fees in the presence of internal control deficiencies?. Contemporary Accounting Research, 25(1), 219-242. https://doi.org/10.1506/car.25.1.9
  25. Hu, L., & Bentler, P. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling: A Multidisciplinary Journal, 6(1), 1-55. https://doi.org/10.1080/10705519909540118
  26. Hutahayan, B. (2020). The mediating role of human capital and management accounting information system in the relationship between innovation strategy and internal process performance and the impact on corporate financial performance. Benchmarking: An International Journal, 27(4), 1289-1318. https://doi.org/10.1108/BIJ-02-2018-0034.
  27. Jordan Economic Growth Plan (JEGP). (2018). Technical guide for pre-selection of public investment projects. https://www.ssif.gov.jo/UploadFiles/JEGProgramEnglish.pdf
  28. Jose, P. E. (2016). The merits of using longitudinal mediation. Educational Psychologist, 51(3-4), 331-341. https://doi.org/10.1080/00461520.2016.
  29. Kim, J., Hwang, E., Phillips, M., Jang, S., Kim, J.-E., Spence, M. T., & Park, J. (2018). Mediation analysis revisited: Practical suggestions for addressing common deficiencies. Australasian Marketing Journal (AMJ), 26(1), 59-64. https://doi.org/10.1016/j.ausmj.2018.03.002
  30. Kisanyanya, G. A. (2018). Internal control systems and financial performance of public institutions of higher learning in Vihiga County, Kenya [Doctoral dissertation, Kenyatta University, Kenya]. https://ir-library.ku.ac.ke/handle/123456789/19235
  31. Li, X. (2020). The effectiveness of internal control and innovation performance: An intermediary effect based on corporate social responsibility. Plos One, 15(6). https://doi.org/10.1371/journal.pone.0234506
  32. Li, Y., Li, X., Xiang, E., & Geri Djajadikerta, H. (2020). Financial distress, internal control, and earnings management: Evidence from China. Journal of Contemporary Accounting & Economics, 16(3), 100210. https://doi.org/10.1016/j.jcae.2020.100210
  33. Liu, C., Lin, B., & Shu, W. (2017). Employee quality, monitoring environment, and internal control. China Journal of Accounting Research, 10(1), 51-70. https://doi.org/10.1016/j.cjar.2016.12.002
  34. Liu, S., Yang, D., Liu, N., & Liu, X. (2019). The effects of air pollution on firms' internal control quality: Evidence from China. Sustainability, 11(18), 5068. https://doi.org/10.3390/su11185068
  35. Louadi, M. E. (1998). The relationship among organization structure, information technology, and information processing in small Canadian Firms. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration, 15(2), 180-199. https://doi.org/10.1111/j.1936-4490.1998.tb00161.x
  36. Maharani, P. P. G., & Damayanthi, I. G. A. E. (2020). The effect of accounting information systems and internal control of employee performance with organizational culture as a mediation variable. American Journal of Humanities and Social Sciences Research (AJHSSR), 4(1), 233-241. https://www.ajhssr.com/the-effect-of-accounting-information-systems-and-internal-control-of-employee-performance-with-organizational-culture-as-a-mediation-variable/
  37. Mjaku, G., & Pristina, K. (2019). Control activity and monitoring as COSO framework elements and their impact on the performance of entity: case study republic of Kosovo. Management, Business Economics, 135.
  38. Naseer, S., Donia, M. B. L., Syed, F., & Bashir, F. (2020). Too much of a good thing: The interactive effects of cultural values and core job characteristics on hindrance stressors and employee performance outcomes. Hum Resour Manage, 59(3), 271-289. https://doi.org/10.1002/hrm.21993
  39. Neogy, D. (2014). Evaluation of the efficiency of accounting information systems: A study on mobile telecommunication companies in Bangladesh. Global Disclosure of Economics Business, 3(1), 40-55. https://doi.org/10.1.1.1001.2397. https://doi.org/10.1.1.1001.2397
  40. Nzomo, S. (2013). Impact of accounting information systems on organizational effectiveness of automobile companies in Kenya [Thesis, University of Nairobi]. http://erepository.uonbi.ac.ke/handle/11295/58879
  41. Obeid, M., Salleh, Z., & Nor, M. N. M. (2017). The mediating effect of job satisfaction on the relationship between personality traits and premature sign-off. Academy of Accounting Financial Studies Journal, 21(2), 1-17. https://www.abacademies.org/articles/the-mediating-effect-of-job-satisfaction-on-the-relationship-between-personality-traits-and-premature-sign-off1528-2635-21-2-102.pdf
  42. Paais, M., & Pattiruhu, J. R. (2020). Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics, and Business, 7(8), 577-588. https://doi.org/10.13106/JAFEB.2020.VOL7.NO8.577
  43. Petratos, P., & Faccia, A. (2019). Accounting information systems and system of systems: Assessing security with attack surface methodology. Paper presented at the Proceedings of the 2019 3rd International Conference on Cloud and Big Data Computing, 2019 August (pp. 100-105). https://doi.org/10.1145/3358505.3358513.
  44. Pham, H. N. (2021). How does internal control affect bank credit risk in Vietnam? A Bayesian analysis. Journal of Asian Finance, Economics, and Business, 8(1), 873-880. https://doi.org/10.13106/jafeb.2021.vol8.no1.873
  45. Rae, K., Sands, J., & Subramaniam, N. (2017). Associations among the five components within COSO internal control integrated framework as the underpinning of quality corporate governance. Australasian Accounting, Business Finance Journal, 11(1), 28-54. https://doi.org/10.14453/aabfj.v11i1.4
  46. Rahim, S. A. A., Nawawi, A., & Salin, A. S. A. P. (2017). Internal control weaknesses in a cooperative body: Malaysian experience. International Journal of Management Practice, 10(2), 131-151. https://doi.org/10.1504/IJMP.2017.083082
  47. Roberts, J. A., & David, M. E. (2020). Boss phubbing, trust, job satisfaction, and employee performance. Personality and Individual Differences, 155, 109702. https://doi.org/10.1016/j.paid.2019.109702
  48. Rotich, E. C. (2017). The impact of accounting information system on effectiveness of manufacturing firms in Kenya [Thesis, University of Nairobi]. http://erepository.uonbi.ac.ke/handle/11295/103146
  49. Sajady, H., Dastgir, M., & Nejad, H. H. (2012). Evaluation of the effectiveness of accounting information systems. International Journal of Information Science Management, 6(2), 49-59. https://ijism.ricest.ac.ir/index.php/ijism/article/view/101
  50. Salameh, R. S. (2019). What is the impact of the internal control system on the quality of banks' financial statements in Jordan? Academy of Accounting Financial Studies Journal, 23(5), 1-10. https://www.scholarscentral.com/abstract/what-is-the-impact-of-internal-control-system-on-the-quality-of-banks-financial-statements-in-jordan-1317.html
  51. Shbail, M., & Shbail, A. (2020). Organizational climate, organizational citizenship behavior, and turnover intention: Evidence from Jordan. Management Science Letters, 10(16), 3749-3756. https://doi.org/10.5267/j.msl.2020.7.037
  52. Shoimah, S. L. (2015). The effect of internal control on the performance of hotel employees in Jembe district. http://repository.unej.ac.id/handle/123456789/64462
  53. Shu, W., Chen, Y., & Lin, B. (2018). Does corporate integrity improve the quality of internal control? China Journal of Accounting Research, 11(4), 407-427. https://doi.org/10.1016/j.cjar.2018.09.002
  54. Spira, L. F., & Page, M. (2003). Risk management: The reinvention of internal control and the changing role of internal audit. Accounting, Auditing & Accountability Journal, 16(4), 640-661. https://doi.org/10.1108/09513570310492335
  55. Sumaryati, A., Novitasari, E. P., & Machmuddah, Z. (2020). Accounting information system, internal control system, human resource competency, and quality of local government financial statements in Indonesia. The Journal of Asian Finance, Economics Business, 7(10), 795-802. https://doi.org/10.13106/JAFEB.2020.VOL7.N10.795
  56. Susanto, A. (2016). The effect of internal control on accounting information system. International Business Management, 10(23), 5523-5529. https://doi.org/10.36478/ibm.2016.5523.5529
  57. Tackett, J. A., Wolf, F. M., & Claypool, G. A. (2006). Fraud specialists on independent audits. Journal of Business Economics Research, 4(7), 68-86. https://doi.org/10.19030/jber.v4i7.2686
  58. Wang, L. (2019). Research on internal control construction system of energy-based enterprises based on COSO and financial quality. Paper presented at the IOP Conference Series: Earth and Environmental Science (p. 252). https://doi.org/10.1088/1755-1315/252/3/032062.
  59. Yusuf, M., & Kanji, L. (2020). Effect of internal audit and accounting information system on the effectiveness of internal control. Atestasi: Jurnal Ilmiah Akuntansi, 3(2), 120-125.
  60. Zhou, H., Chen, H., & Cheng, Z. (2016). Internal control, corporate life cycle, and firm performance. Bingley, UK: Emerald Group Publishing Limited.