Journal of Agriculture and Environmental Sciences, 2(1), pp. 26-38.
Abstract
Taxation is the primary source of revenue for governments throughout the world to implement their social and political agendas and to deliver services to the citizens. In Kenya, increased government expenditure and the need to finance government activities using local sources of funds has called for the government to bring into the tax net sectors that have remained untaxed before. In 2012/2013 budget speech a lot of emphasis was put that rental income was subject to taxation. Previous statistics indicated that less than half of landlords and developers had complied with tax requirements. This study was carried out to establish how landlords had responded to the new taxation measures, and the factors that influenced their compliance such as perception, taxation knowledge gaps and cost of compliance to rental income tax among landlords in Nakuru Municipality. A sample of 94 respondents was chosen to take part in the study using convenience sampling technique. Primary data was collected by seeking opinion from chosen landlords using questionnaires. Results of the research show that, the level of full compliance to the provisions of the rental income tax policy was low. Only 39.0% of the landlords indicated that they fully complied with the provisions. The most common form of noncompliance was through overstatement of expenses and deductions that would in turn reduce taxable pay and the amount of tax, similarly understatement of incomes was also common. Most of the landlords avoided the outright non-compliance where they did not submit returns or pay taxes at all instead they had irregular payment and tax reduction. The study recommended that Kenya Revenue Authority should embark on public awareness campaigns to educate the public on their role and responsibilities in taxation rather than approaching the matter from a legal obligation perspective. This would create a sense of responsibility in compliance rather than fear for non-compliance. Putting in place active customer oriented information desk was also found to be necessary.
Full Text: PDF
Thananga, G. Amon., Wanyoike, M. Daniel., & Wagoki, J. Antony. (2013). Factors Affecting Compliance on Rental Income Tax Policy by Landlords in Nakuru Municipality. Journal of Agriculture and Environmental Sciences, 2(1), pp. 26-38.
Atawodi, W., & Ojeka, S. (2012) Factors That Affect Tax Compliance among Small and Medium Enterprises (SMEs) in North Central Nigeria. International Journal of Business and Management, 7(12), 87-96.
Braithwaite, V. (2003). Perceptions of who‘s not paying their fair share. Australian Journal of Social Issues, 3 (8), 335-362.
Carnes, G. A., & Cuccia, A. D. (1996).An analysis of the effect of tax complexity and its perceived justification on equity judgments. Journal of the American Taxation Association, (18), 40–56.
Carroll, E. (2011). Policy Analyst Taxing Ghana’s Informal Sector: The Experience of Women Christian Aid Occasional. Paper No 7.
Fraenkel, J.R., & Wallen, N.E. (2000). How to Design and Evaluate Research in Education. New York: McGraw-Hill Publishing Co.
Institute of Economic Affairs (2012). Informal sector and Taxation in Kenya: The Budget Focus Issue No. 29 September 2012.
Khan, L. & Osongo, A. (2011). Cash flow versus tax compliance. The finance Journal, Standard newspaper 31 may, 2011
Kirchler, E. (2007). The economic psychology of tax behavior. Cambridge: Cambridge University Press.
Kirchler, E., Niemirowski, A., & Wearing, A. (2006). Shared subjective views, intent to cooperate and tax compliance: Similarities between Australian taxpayers and tax officers. Journal of Economic Psychology, (27), 502–517.
Murphy, K. (2003). An examination of taxpayer‘s attitudes towards the Australian tax system: findings from a survey of tax scheme investors. Australian Tax Forum, (18), 208-241.
OECD (2009). Money Laundering Awareness Handbook for Tax Examiners and Tax Auditors. London: Organisation For Economic Co-Operation And Development
Palil, M, (2012), Tax Knowledge and Tax Compliance Determinants in Self Assessment System in Malaysia.Birmingham: PHD Thesis University of Birmingham.
Tyler, T.R. (2006). Restorative Justice and Procedural Justice: Dealing with Rule Breaking. Journal of Social Issues, 62 (2), 307-326.
Tyler, T.R., & Lind, E.A. (1992). A relational model of authority in groups. Advances in Experimental Social Psychology, (25), 115-191.
Vihanto, M (2000) Tax Evasion in a Transition from Socialism to Capitalism: The Psychology of the Social Contract. BOFIT Discussion Paper No 6.
Wallschutzky, I.G. (1984). Possible causes of tax evasion. Journal of Economic Psychology, 5. 371-384.
Wenzel, M. (2002). The Impact of Outcome Orientation and Justice Concerns on Tax Compliance: The Role of Taxpayers‘ Identity. Journal of Applied Psychology, (87). 629–45.
AMON G. THANANGA
Senior Accountant
The National Treasury of Kenya
P.O. Box 17217- 20100
Nakuru – Kenya
Mobile +254-722441123
E-mail: [email protected] or [email protected]
Amon G. Thananga is a senior accountant at The National Treasury of Kenya. His Carrier spans in accounting. He is a Certified Public Accountant of Kenya, having completed CPA examinations in 2006. Amon completed Bachelor of Business Administration at Kenya Methodist University in 2011. At the University of Jomo Kenyatta University of Agriculture and Technology, Kenya he earned an MBA in finance in 2013.
His research interest is on the impact of taxation on the tax payers.
Daniel Mungai Wanyoike
Department of Entrepreneurship and Procurement
School of Human Resource Development
Jomo Kenyatta University of Agriculture and Technology (JKUAT)
P.O. Box 16530-20100, Nakuru, Kenya
Mobile: +254-720390894
Email: [email protected] [email protected]
Daniel Wanyoike is currently pursuing PhD in Entrepreneurship at Jomo Kenyatta University of Agriculture and Technology (JKUAT) where he has submitted thesis for examination (Thesis title: “Determinants of Information Communication Technology Adoption by Formal Small Enterprises in Urban Kenya.”). He has a masters in business administration (entrepreneurship option)from Stephens College (USA) and a bachelors in Food Science and Technologyfrom University of Nairobi. Currently he is a lecturer at JKUAT where he has successfully supervised and mentored students to complete undergraduate and Masters’ Projects in the areas of Small Enterprise Development: Frameworks for Policy and Strategy, Managing Small Enterprise, System Dynamics and Corporate Strategy, Entrepreneurship, Strategic Management, Technology and Innovation, Innovation and Change, Project Monitoring Control and Evaluation among others.
Anthony Juma Wagoki
Lecturer, Entrepreneurship & Procurement Department
&
Director, JKUAT Nakuru Campus
Jomo Kenyatta University of Agriculture and Technology
P. O. Box 1063-20100 Nakuru, Tel. +254-051-2216660, Fax +254-67-52164
Cell phone: +254-722-849765/254-772-149335
Email: [email protected]; [email protected]
Juma Wagoki is currently pursuing PhD in Marketing Management at Jomo Kenyatta University of Agriculture and Technology (JKUAT). He has a masters in Business Administration from Nairobi University and bachelors in business administration from Kenyatta University. He is currently a lecturer at JKUAT and Director of Nakuru Campus. His teaching and research areas are in Strategic marketing, Consumer Behavior, Marketing Planning, Industrial Marketing, Relationship marketing, Strategic Human resource Management, strategic management, Retail Marketing and Enterprise Development.
Browse Journals
Journal Policies
Information
Useful Links
- Call for Papers
- Submit Your Paper
- Publish in Your Native Language
- Subscribe the Journal
- Frequently Asked Questions
- Contact the Executive Editor
- Recommend this Journal to Librarian
- View the Current Issue
- View the Previous Issues
- Recommend this Journal to Friends
- Recommend a Special Issue
- Comment on the Journal
- Publish the Conference Proceedings
Latest Activities
Resources
Visiting Status
Today | 520 |
Yesterday | 283 |
This Month | 8563 |
Last Month | 10878 |
All Days | 1752235 |
Online | 5 |