Strategic Change Management and Performance of the National Police Service in Selected Sub Counties, Kiambu County, Kenya
Gachii, Mary Njoki
MetadataShow full item record
The performance of any institution is core to its survival. To reform its police, the Government of Kenya introduced a strategic change in a vision to transform the face of the police service that had been tainted by impunity in all forms to better policing that is service-oriented. Despite this, the reform process has faced various challenges. The police are accused of inefficiency; it is ranked as the most corrupt institution. This project therefore, aimed at investigating strategic change1management and1the National1Police Service performance in selected Sub Counties in Kiambu1County, Kenya. Its1specific objectives1were to investigate the effects of command structure on the performance of the police, to assess the effects of communication1strategy on performance of the police service, and to examine the effects of the personnel management practices on police performance. Three main variables including Dependent variable (performance of NPS), independent variables (Command structure, communication strategy, and personnel management), and intervening variable (existing legislations). The study assumed a descriptive cross-sectional design that aimed at analysing strategic change on the performance1of the National1Police Service. It targeted a population of 1175 National Police officers who were based in Kiambu County, and a sample1size of 118 officers1was selected from1the target1population. The researcher adopted Cluster, and stratified sampling technique as well as simple random sampling to enable adequate representation of officers across all the selected sub-counties and ranks in collecting the desired data.’ reliability. The study used semi-structured questionnaires to collect quantitative data. The collected data was analysed via the Statistical Package for Social Sciences (SPSS) after appropriate coding and clustering of the same. Statistically significant relationship (0.412; p < 0.000) was established between the NPS’ personnel management practices and its performance. Whereas command structure was determined to have a negative effect of – 0.164 (p < 0.103) on NPS performance, a positive relationship of 0.181 (p < 0.049) was established between the NPS’ communication strategies and its performance. Therefore, the study concluded by pointing out at personnel management approaches as the most influential aspect of strategic change management on the performance of National Police Service. The study then made three recommendations including the need for continued recruitment and training of more personnel to join the service, improvement on the NPS’ communication strategies, and streamlining of the command structure within the service.