Change Management Practices and Performance of National Police Service in Uasin Gishu County, Kenya
Wakonyo, Elias Njoroge
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Globally, organizations are constantly trying to find ways of improving their performance. To achieve this, many of them try to transform themselves by effecting change within the organization. For implementation of change to be executed successfully, the human capital should, as a matter of necessity, accept and support the change. Change management practices support behavioral and organizational adjustments thus ensuring that change is accommodated and sustained in the organization. The National Police Service (NPS) faces a myriad of challenges today, pushing the Government to embark on a comprehensive transformational programme within the service with the aim of enhancing performance. With these reforms in progress, successful implementation of change is necessary in order for the objectives of the change to be attained. Crime rate, public safety and efficient utilization of available police resources remain a major concern in the country, pointing out to the fact that the intended level of police performance is yet to be realized. This study purposed to investigate how the practices used to manage change can impact performance of the National Police Service in Uasin Gishu. It used the descriptive and explanatory research design. The targeted population was 1,055 junior National Police officers in Uasin Gishu County. The sample comprised of 158 respondents identified using stratified random sampling. Structured questionnaires were employed as the main tool of data collection. Descriptive and inferential statistics were used to analyze the data collected. The findings indicate that employee involvement has a significant positive effect on performance of the National Police Service in Uasin Gishu, effective communication has a significant positive effect on performance of the National Police Service in Uasin Gishu and senior management support has a significant positive effect on performance of the National Police Service in Uasin Gishu County. The findings support the chaos theory theoretical foundation that a small change in organizational practices has the ability to result to huge changes in future outcomes. The recommendations are that the National Police service should involve employees in all stages of the reform process in order for successful change management implementation to be realized and improve performance. To ensure successful change implementation in the National Police Service, employees should be given enough time to share their ideas about change and there should also be effective communication on the objectives of the change. The management of the National Police Service should commit to the change process by leading the process and striving to help employees understand how the changes will affect them personally in order to minimize their anxiety and reduce resistance.