Browsing by Author "Murimi, Anne"

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    Change management strategies and performance of Safaricom public limited in kenya
    (Kenyatta University, 2026-11) Murimi, Anne
    In the rapidly evolving telecommunications industry, companies face continuous challenges such as government regulations, competition, shifting consumer preferences, technological advancements, and globalization. To remain competitive, firms must embrace strategic change that enables quick adaptation to market dynamics. This study examined the effect of change management strategies on the performance of Safaricom Public Limited in Kenya, focusing on re-engineering, restructuring, innovation, and leadership alignment. The findings aimed to guide telecom firms in addressing technological disruptions and competition through proactive change strategies. The study was anchored on Kurt Lewin’s Change Management Model, Balanced Scorecard Theory, Transaction Cost Economics Theory, and Contingency Theory. A descriptive research design was adopted, targeting 240 employees at Safaricom’s Nairobi head office. Using stratified random sampling, 72 functional managers were selected as respondents. Data was collected using a five-point Likert scale semi-structured questionnaire. Instrument reliability was confirmed through Cronbach’s alpha, with all variables achieving scores above 0.7, indicating strong internal consistency. A pilot test ensured validity. Quantitative data were analyzed using SPSS version 26, employing both descriptive and inferential statistics, including multiple linear regression, while qualitative data were analyzed thematically and presented narratively. The results revealed a strong positive correlation (R = 0.823) between change management strategies and Safaricom’s performance. The R² value of 0.677 indicated that about 67.7% of performance variance could be explained by change management strategies. A p-value of 0.003 confirmed the significant influence of re-engineering, restructuring, innovation, and leadership alignment on organizational performance. Re-engineering was found crucial in enhancing operational efficiency, while restructuring improved flexibility and alignment with market demands. Innovation promoted competitiveness and market expansion, whereas effective leadership alignment fostered collaboration, engagement, and accountability. The study concludes that change management strategies substantially enhance Safaricom’s performance by driving operational efficiency, revenue growth, and customer satisfaction. It recommends that managers prioritize continuous re-engineering and innovation to maintain agility and responsiveness. Additionally, the Government of Kenya should create supportive regulatory frameworks that encourage effective restructuring and innovation in the telecommunications sector. The findings provide a strategic roadmap for managers and policymakers seeking to strengthen organizational transformation and sustainability within Kenya’s rapidly changing telecom environment
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    Change Management Strategies and Performance of Safaricom Public Limited, Nairobi City County, Kenya
    (International Academic Journal of Human Resource and Business Administration (IAJHRBA), 2025-08) Murimi, Anne; Patricia Kungu
    In the rapidly changing telecommunications industry, companies must navigate a landscape filled with constant shifts and challenges. Telecommunication firms face various factors, including government regulations, competitive pressures, changing consumer demands, technological advancements, and globalization. The present research aimed to explore the effect of change management strategies on performance of Safaricom Public Limited in Kenya. The research objectives were; to investigate the effect of reengineering, restructuring, innovation and leadership alignment on the performance of Safaricom Public Limited in Kenya. These findings would help telecom companies navigate challenges, such as technological disruptions and increasing competition, by adopting proactive and well-coordinated change management strategies. The research was grounded on; Kurt Lewin`s change management model and Balance Scorecard Theory. The research employed a descriptive research design. The research targeted 240 staffs working at Safaricom main branch in Nairobi City County. The functional managers in this sector were the study respondents who took part in this study. To choose 72 respondents, stratified simple random sampling technique was utilized. A five-point Likert scale semistructured closed-ended questionnaire was utilized to gather primary data. The reliability of the research variables was tested through test and retest method utilizing Cronbach's alpha. Cronbach's alpha score of more than 0.7 was achieved hence regarded satisfactory for all constructs. The validity of the study was determined using a pilot test. The quantitative data was collected. The quantitative data was analyzed with the aid of Statistical Package for Social Sciences (SPSS version 26) both descriptively and inferentially, including multiple linear regression. The results indicated that the correlation coefficient (R) of 0.823 demonstrates a strong positive relationship between change management strategies and the performance outcomes of the company. Additionally, the R² value of 0.677 suggests that approximately 67.7% of the variance in Safaricom's performance can be attributed to the change management strategies implemented. The research uncovered that various change management strategies such as re-engineering, restructuring, innovation, and leadership alignment significantly influence the performance of Safaricom Public Limited, evidenced by a P-value of 0.003, which is below the 0.05 threshold. Thus, the research concluded that change management strategies have a substantial effect on the performance of Safaricom Limited. It was determined that re-engineering strategies are crucial for improving the company's performance. Additionally, restructuring strategies contribute significantly to enhancing organizational effectiveness by better aligning internal structures with external market demands. The study recommends that managers and CEOs within the telecommunications sector should prioritize ongoing re-engineering and innovation within their companies. Furthermore, the Government of Kenya should establish a conducive environment that supports telecommunication firms in implementing effective change management strategies, including the creation of regulatory frameworks that facilitate restructuring and innovation.