Change Management Practices and Performance of Commercial Banks in Nyeri County, Kenya.

Abstract

Over the past half-decade, a lot of changes have been experienced in the banking sector. This ranges from regulatory reforms, technological shifts especially on mobile and internet banking, intensified financial innovations, internalization and heightened competition from other players. Although some banks may have recorded good performance in the period under assessment, most of the commercial banks have recorded dwindling performance. This study was interested in determining the effect of change management practices on performance of commercial banks in Nyeri County, Kenya. Specifically, the study aimed to establish the effect of stakeholder involvement, leadership, organisational learning, and communication on performance of commercial banks in Nyeri County, Kenya. The study was guided by McKinsey 7- S Change Model, Kotter's Eight Step Model, Resource Dependence Theory, and Kurt Lewin’s Model. A descriptive survey research design was utilised. The target population was sixty respondents comprising branch managers, accountants, credit managers, and marketing managers of 15commercialbanks in Nyeri County, Kenya. The study used a census approach. Primary data was collected through questionnaires while secondary data was extracted from the financial and management reports and corporate handbooks. Cronbach’s Alpha Reliability test was used to test the instruments for reliability while expert opinion assessed the validity status of the instrument. The questionnaires were administered through the drop and pick method. During data analysis, data was coded and entered into Statistical Package for Social Science (SPSS) where descriptive statistics was analysed through means and standard deviation. Further inferential data analysis of multiple regressions was used to establish the relationship between the variables. Results were presented in the form of tables, charts, and graphs, upon discussions of findings. The study thus concludes that stakeholder involvement was statistically significant predictor of organizational performance, leadership has a strong and positive relationship with organization performance, organisation learning had a positive relationship with organization performance. Moreover, communication had a positive and significant relationship with organization performance. The study recommends to bank management to improve knowledge retention including enhanced knowledge capture, development of mentorship programs, and up scaling of the level of employee training and development. In addition, the study recommends that the bank leaders should be keen in promoting team roles to ensure smooth transition and diffusion of change. The study also recommends adoption of more communication channels.