AMURON PATRICIA2024-11-152024-11-152024-08-29https://hdl.handle.net/20.500.12311/2309The study aimed to investigate the effect of financial management practices on the performance of commercial banks, focusing on capital budgeting, capital structure management, and working capital management. Using a cross-sectional design with a sample size of 36 respondents from a population of 40, the study utilized correlation and regression analysis to assess the findings. The results indicated that capital budgeting had a minimal direct impact on performance, with an R-value of 0.096 and an R Square of 0.009, meaning it explained only 0.9% of the performance variation. Similarly, capital structure management demonstrated a limited effect on performance, with an R-value of 0.174 and an R Square of 0.030, accounting for just 3% of performance variation. The analysis showed that working capital management had a moderate positive correlation with performance, with an R-value of 0.292 and a significance level of 0.023, although it explained only 2.1% of the performance variation. The study concluded that while these financial management practices are important for optimizing resource allocation and ensuring liquidity, their direct impact on performance is limited. The study recommended that commercial banks should enhance their financial management practices by integrating additional strategies and addressing other influential factors to improve performance. It also suggested that future research should explore more comprehensive models and factors that significantly affect bank performance for a better understanding of financial management practices' effectiveness.enThesis