CHALLENGES HINDERING EFFECTIVE STRATEGIC CHANGE MANAGEMENT IN COUNTIES IN KENYA: A CASE OF NAIROBI COUNTY

NANCY CHEPKEMOI

Abstract


Nairobi County has experienced episodes of political instability which have had adverse effect on the economic performance. Such failures include corruption, economic stagnation, inequalities and poverty. These failures and episodic instability can be linked to the quality of governance and change can create instability with disharmony and surprise. The organization's culture can create solidarity and meaning and can inspire commitment and productivity. But the culture can actively and forcefully work against an organization when change becomes necessary. If not properly managed, change can decrease morale, motivation and commitment and create conditions of conflict within an organization. This study sought to establish the challenges hindering effective strategic change management in Kenya. The specific objectives of the study were to examine how implementation strategy, resource allocation, leadership and governance and organization culture affect effective change management. The study adopted a descriptive survey and the target population was 700 employees of Nairobi county government drawn for different departments. The sample size for the study was 70 respondents. A stratified sampling technique was carried out by involving all the targeted respondents and primary data was collected through the use of questionnaires. The secondary data was obtained from published documents such as journals, periodicals, magazines and reports to supplement the primary data. A pilot study was conducted for the data collection instrument. The data was analyzed with help of SPSS version 21 and Excel. The study adopted correlation and regression analysis at 5% level of significance to determine strength and direction of the relationship of the variables under study. The analysis showed that leadership and governance had the strongest positive (Pearson correlation coefficient =.777) influence on effective strategic change management. In addition, resources allocation and implementation strategy and implementation strategy are positively correlated whereas organization culture had a negative association to effective strategic change management with Pearson correlation coefficient of .608, .667 and (-.643) with p-values of .029, 048, .013 and .041 respectively. The study established that leadership and governance was the most significant factor. The study recommends for similar studies to be undertaken in other counties in Kenya for generalization of the findings of this study.

Key Words: Strategic Change Management, Counties

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