Organizational change management and employee performance in public sector organizations in Kenya: the case of parliamentary service commission
Loading...
Date
2018-06
Authors
Jumanne, Andrew Shangarai
Njoroge, Jane
Journal Title
Journal ISSN
Volume Title
Publisher
Abstract
The study investigated the effect organizational change management on employee performance
Public Sector Organizations in Kenya; Case of Parliamentary Service Commission (PARLSCOM).
A descriptive research design was employed to describe the performance of employees in PSC after
the change. The study was conducted through a descriptive research design. The target population
was all the 914 employees of PARLSCOM on permanent and pensionable terms. The study used
stratified and simple random sampling techniques to draw a sample of 91 employees from the target
study population. Self-administered questionnaire and interview guides were used to collect
primary. Secondary data was obtained from PARLSCOM’s annual reports, government publications
and earlier research. Reliability of the instruments was tested using Cronbach’s alpha reliability
where Cronbach’s alpha of 0.94 was obtained which was greater than 0.7 which implied that the
instrument had a high level of internal consistency. Data was analyzed using descriptive and
inferential statistics. Descriptive statistics was used to summarize data while inferential statistics,
specifically multiple linear regression was used to test hypotheses. The analysis was done using
Microsoft Excel 2013 Analysis ToolPak. The results indicated that organizational change
management had a positive significant effect on performance of employees in PARLSCOM.
Cultural Change Management, Technological Change Management, Structural Change
Management and Leadership Change Management were all found to be significant in explaining the
variation of employee performance. The study recommends that Change Management is a critical
factor in increasing employee performance therefore HR managers should ensure clarity and
stability in the organization’s structure to improve change management. Finally, the study
recommends further research be done by replicating the same study in other organizations and also
using other independent variables other than the ones used in this study.
Description
Article in International Journal of Education and Research Vol. 6 No. 6 June 2018
Keywords
Structural Change Management, Leadership Change Management, Cultural Change Management, Technological Change Management, Employees’ Performance