Strategic Change Management Practices and Performance of Five Star Hotels in Nairobi County, Kenya
Wanjiku, Ann Mercy
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The 5-star hotels in Nairobi have experienced dwindling customer numbers, reduced services and products offered and quality of service as a result of decreasing number of tourists following the 2017 repeat election declaration, terrorism attacks in Dusit D2 and Corona Virus pandemic. The reduced number of customers has affected the growth, expansion, sales and number of employees in hotel industry in Kenya. The industry also has encountered reduced number of tourist activities which has affected customer outreach level in the years 2016 to 2020. There is need for establishment of proper strategic change management practices to recover the declining trend of Hotel industry performance. The current study proposed strategic change management practices as a significant contributor to Hotel performance. The current study therefore sought to evaluate the effects on the performance of Five-Star Hotels in Nairobi County, Kenya. The specific goals were: to assess the influence of organizational learning, communication, leadership, stakeholder involvement on performance of Five-star hotels in Nairobi County, Kenya. The study was anchored on resource based theory. Descriptive research design was used. The unit of analysis was Nairobi City County’s five star Hotels and the unit of observation was the senior Hotel managers. Data was collected from 104 senior managers and due to the small number, the research used a census study. Questionnaires was used to get primary data. Drop-off method was employed to collect data. Test for reliability was done through Cronbach Alpha test and content validity and construct validity was tested through pilot test. Qualitative and quantitative analysis techniques was used. Descriptive measures such as mean, frequency and standard deviation was used. Inferential statistics such as correlation and regression analysis was used to present the linear relationship between variables. Data was presented in tables/figures. According to respondents, organizational leaders instills priority to emphasize the need for change based on the primary outcomes. The hotels are run by a dedicated and highly motivated group of executives, according to the majority of respondents. The significant majority of respondents said that hotel management has the ability and skill to conduct an initiative of change According to the majority of respondents, the hotel frequently organizes training and development programs to educate personnel on how to deal with change efforts, and peer learning is recognized as a vital pillar of successful change implementation in the industry. Stakeholder participation in change management occurs at every level of the change initiation together with the execution process, according to many hotel managers, and consultation is a continual activity throughout the change introduction and implementation process. The research found that the hotel's communication tactics are effective in providing timely and accurate information. The study found that leadership, organizational learning, stakeholder involvement, and communication all had a favorable impact on five-star hotel performance. Environmental scanning should be encouraged in hotels because it is the only way to alleviate stress during leadership. Employee training programs should be encouraged, and employees should be informed about the ramifications of change.