INFLUENCE OF STRATEGIC CHANGE MANAGEMENT PRACTICES ON THE PERFORMANCE OF KENYA PORTS AUTHORITY
Abstract
In working environment, change is ever-present and every organization needs a strategy in place to make sure that the future changes will be managed properly. The success of strategic change will depend not only on an organization’s ability to implement new structures and processes, but also on the organization’s ability to convey the new mission and priorities to its many stakeholders. This research project aimed at assessing the influence of strategic change management practices on the Performance of Kenya Ports Authority. This study investigated Kenya Ports Authority’s strategic change management practices employed, identified the driving forces, and determined whether the practices adopted impacted on their Performance. The specific objectives were; to investigate the influence leadership style on the Performance of Kenya Ports Authority; to establish effects of staff involvement practice on the Performance of Kenya Ports Authority; to establish the influence of employee training practice on the Performance of Kenya Ports Authority and lastly to determine Influence of communication feedback practice on the Performance of Kenya Ports Authority. The research was anchored on two theories; Kurt Lewis Theory of Change and Kotter’s 8 Step Change Model. The descriptive research design was adopted in this study. Target population included all management employees at the Kenya Ports Authority. Stratified random sampling was used to identify staff to be relied upon among the selected departments and 95 employees were used for the study. Questionnaires were used to collect the Primary data. Reliability analysis was used to assess internal consistency among the items of the variables of study. The reliability of the study measures was assessed by computing Cronbach’s Alpha coefficient for all items in the questionnaire and the overall assessment was given. Organization performance had Cronbach’s Alpha value of 0.834; Leadership Style 0.763; Employee Involvement practice 0.791; Training Practice 0.831 and Communication feedback 0.923. Cronbach’s Alpha coefficients were greater than 0.7 that implied the internal consistency of the self-administered questionnaire yielded reliable data for the study (Sekaran and Bougie, 2010). The strategic change management practices that include; leadership style, employee involvement, training and communication feedback had a positive and significant influence on the performance of the Kenya Port Authority.
Key Words: Strategic Change Management, Leadership Style, Communication Feedback, Performance of Kenya Ports Authority
CITATION: Warorua, F. W., & Barasa, P. W. (2022). Influence of strategic change management practices on the performance of Kenya Ports Authority. The Strategic Journal of Business & Change Management, 9 (4), 1099 – 1114.
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DOI: http://dx.doi.org/10.61426/sjbcm.v9i4.2442
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